Recruitment information

Deliver "Delight and Passion" to people
through space creation

Mizuki Ogura joined NOMURA Co.,Ltd. in 2018 as a development sales representative. He currently serves as a manager, working on the concept of domestic mixed-use developments. Previously, Ogura worked at a trust bank, managing domestic securities assets for institutional investors. He discusses the reasons behind his career change after encountering spatial design and the rewards he finds in his new environment. Mizuki Ogura, a member of the Yokohama Sales Office, Development Department 1, First General Affairs Division, Business Production Headquarters, works closely with clients from the concept stage and builds trust through his information editing skills. As a business producer, he is involved in the development of various businesses. Ogura: "My department supports the planning and review of urban mixed-use developments and new facility developments, primarily for domestic developers. We primarily handle concept work, including the land acquisition and business decision-making stages at the very top of the project." In particular, Ogura is responsible for building networks with developers, primarily in the Yokohama area, and developing new businesses. Ogura: "I'm involved in a variety of development projects, including commercial facilities, offices, entertainment facilities, hot spring facilities, and parks. Sometimes I'm approached at the planning stage with vague questions like, 'What use and scale would be best for this location? We're not sure what we should do,' but sometimes I'm asked for my professional opinion after a certain amount of consideration." In response to these types of consultations, a team is formed centered around in-house planning staff to analyze the area and location. They then derive a direction that takes into account the needs of the local community and the wishes of the customer. In this type of work, Ogura says that what he values most is his "ability to edit information." Ogura: "Because we never know from what angle a consultation will come, we make sure to gather information on a wide range of subjects. We exchange information with customers on a daily basis to learn about the features of their business and what they might be interested in, so we are prepared to respond immediately when they come to us with a consultation. Sometimes bringing up the topic ourselves leads to new work. As part of our information gathering, we actively participate in seminars and cross-industry networking events. When we see keywords that are popular these days, such as 'sustainable' or 'agriculture and food,' we visit the event and build a network of people with whom our customers would not likely have any contact. We run into mutual acquaintances in unexpected places and connect with unexpected contacts. We compile the knowledge and information we have gained in this way as we discuss things with our customers and search for keys to resolving their problems." NOMURA Co.,Ltd. says that one of its strengths is that it has employees with diverse know-how and specialized knowledge, and can assign the right people to meet customer needs. Ogura: "We have a diverse range of talent and are able to form appropriate teams, which allows us to provide a sense of security and comprehensive strength. When originality or industry-specific expertise is required, we also utilize external networks to form teams. With NOMURA Co.,Ltd. handling overall direction and project management, we are able to create optimal teams by leveraging our internal and external networks." Ogura's previous job involved asset management at a trust bank, where he felt the need for a more nuanced workplace, paved the way for him to pursue spatial concept design. Feeling the need for a space where people could refresh in a workplace that requires concentration and precision, he began studying spatial concept design at a concept design school for working professionals around 2015. After leaving the bank in 2017, he interned at concept design and architecture firms. Ogura: "Through my experiences at concept design school and as an intern, I realized the significant psychological effect that changes in space can have on changing people's moods. I also learned about the power of concept design, and I wanted to meet needs in this industry." Realizing that he could utilize the skills he had gained from his previous job through project management, Ogura aimed to work in sales for a company related to space creation, and in 2018 he discovered NOMURA Co.,Ltd. Ogura: "The job they were recruiting for was 'development sales,' and I was attracted to the idea of being involved in the upstream processes of a wide range of conceptual projects, such as finding new customers and developing new business models. In my previous job, I was relatively focused on work carried out with a set group of people and according to set rules, but I began to feel a desire to team up with more diverse people and take on the challenge of work with a new perspective." For Ogura, who had just started his new career, the project for the Sumitomo Life Vitality Plaza was his first iconic project as a salesperson. Ogura: "Around the summer of 2018, they were promoting health promotion insurance at displays, and we dropped in to exchange information, which is how our relationship began. As we talked, I realized that rather than simply selling a new product, they wanted to work with the local community and provide health support that was tailored to people's lifestyles. At the time, NOMURA Co.,Ltd. had a history of focusing on community revitalization through urban development, so we continued to communicate from that perspective. They then mentioned that they wanted to have a physical base to realize this philosophy, which led to them contacting us for advice." After about a year of communication, we were awarded the contract to develop the business model. Rather than a store that sells insurance, they opened the first store in 2019, followed by two and three more, and then the flagship store in Ginza in 2021, as an information hub where people can experience and support health promotion activities. This experience gave Ogura an important realization. Ogura: "Rather than proposing methods such as store construction from the start, I learned that by focusing on understanding the customer's vision and mission and engaging in repeated discussions as an advisor, I was able to build a relationship of trust and lead to success."New product development and anniversary project: the "value of a network" common to different challenges▲Yokohama Landmark Plaza "Yokobaru"Since 2021, he has been involved in the development project for the "(tentative name) WOOD FLOOR UNIT 3.2" product, which utilizes domestic wood, as a challenge in a new field. Ogura: "An existing client approached us about developing a new product for their group company, which operates a comprehensive forestry business. What was unique about it was that we aimed to create a product that could be sold in large quantities as a ready-made product, rather than a custom-made item. We started by holding idea exchange meetings within the company and gathering knowledge from each department. We also reached out to external companies, such as a general metal building materials manufacturer and a wax manufacturer, and ultimately formed a development team with the participation of six companies, including Mitsubishi Estate and MEC Industry, which was able to release the product. We aimed to develop a product that could be adopted on a large scale, taking into consideration the revitalization of forestry and the circulation of forests. Various verifications were required, such as balancing price and strength and achieving the load-bearing level of a typical floor. This was my first attempt at product development, but I worked with experienced members within the company as well as the legal and public relations departments, and completed it after two and a half years. Currently, with awareness of environmental considerations on the rise, we are receiving inquiries about large-scale projects, such as ``we want to use it in an entire building.'' Another project that he has been working on since 2021 is to mark the 30th anniversary of Yokohama Landmark Plaza. Ogura: "As a facility that represents Yokohama, we have been discussing with our clients for several years how we can continue to lead the city into the future. What was unique about this project was that we interviewed experts in multiple fields and incorporated external perspectives in an unbiased manner. Usually, we decide on the direction of the plan and then hold interviews to verify it, but for this project we adopted an approach where we only decided on the broad framework and then listened to opinions without preconceptions." As a result, the first theme chosen was to create a place that would promote the appeal of the region and its food, and Yokobaru opened on May 29, 2025. Ogura: "The reason the client chose 'food' from among the many themes was because it was a topic that visitors would find familiar. Furthermore, I was able to ask Yokohama-based artist Yamashita Ryohei to create the mural thanks to an introduction from a former member of the school's management when I was attending concept design school. Through this project, I realized that by regularly interacting with people from a variety of fields, I can come up with new approaches to business and proposals, which was a great learning experience." Ogura explains the joy of development sales, which involves picking up on a customer's comment and using information from both inside and outside the company to find a solution. Ogura: "I find it rewarding when we can help a client's 'ambitious projects' move forward. Working together with the client to rack our brains and move things forward is interesting, and although there can be pressure at times, it's also rewarding." When building relationships of trust, Ogura strives for a deep understanding of the business and a flexible approach. Ogura: "It's important to delve deeply into our clients' businesses and fully understand their concerns and needs. Even when a proposal comes up in casual conversation, we don't say 'we can't do it,' but first explore feasible ways to implement it. Even when there's no right answer, I believe the mission of development sales is to make the best decisions based on the client's needs and information gathered both inside and outside the company." Regarding future prospects, Ogura says he hopes to advance business development along two axes. "First, we want to advance business development along two axes. The first is to propose spaces and projects that incorporate themes like 'sustainable society' and 'coexisting with the Earth,' rather than simply promoting them. The second is to incorporate extraordinary elements, such as entertainment, into everyday life. I feel these elements are required when considering attracting customers. Ultimately, we want to combine these two axes to create new spaces. We hope to continue to involve everyone in new challenges, regardless of genre." Regarding the appeal of NOMURA Co.,Ltd., Ogura says the following. Ogura: "I feel that there are many people who work here who make the most of their individuality. Rather than having uniform knowledge or skills, many people have specialized skills in their own interests and areas of expertise. In development sales in particular, teams change for each project, so there is a constant need to build teams with new members. I think this is an environment that suits people who want to meet all kinds of people, incorporate diverse ideas, and update their own way of working." Ogura himself has a clear vision of what he aims to be within the organization. Ogura: "I would like to be someone that people think, 'If I just talk to Ogura, he'll probably be able to put together a good team,' 'I'm sure he'll give me some ideas,' or 'I'm sure he'll have some useful information if I ask him.' I personally think that my unique personality lies in my curiosity and my interest in everything. I want to be able to express my individuality by maintaining an interest in a wide range of fields." *The information is current as of May 2025.

Taku Sugimoto joined NOMURA Co.,Ltd. in 2019 as an experienced employee. He is currently working on planning hotels, displays spaces, and facilities that collaborate with the local community. Sugimoto has a unique background, having previously worked at a foreign financial institution. He talks about the reason for his career change, the fulfillment he found in his new job, and his outlook for the future. Inviting the "greenery" of Odaiba into the building. Creating spaces that change over time▲ Sugimoto belongs to the Planning and Production Center of the ARTBAY TOKYO Creative Headquarters. He works in a variety of fields, including hospitality, mainly hotels, as well as commercial facilities, libraries, and exhibitions. Sugimoto: "Currently, I am mainly in charge of hotel, commercial, and exhibition work, but I have expanded from there and am also involved in urban development and branding of new facilities." One of his representative achievements is the "ARTBAY TOKYO" held in Odaiba (ended). This was an art-based urban development project based in the waterfront subcenter area, and he attempted to create a space that brings out the charm of the area. Sugimoto: "What was interesting about this project was that the team led by me took a producing role and collaborated with a wide variety of creators, including external architects, artists, and designers. We were inspired by the process of creating the project together with a wide range of people, from world-famous artists to up-and-coming architects of the same generation." Research for the project began in 2018 and took around two years to complete, until completion in the second half of 2020. Sugimoto: "Odaiba has many commercial facilities, but it doesn't have as strong a historical context as other cities. So we had extensive discussions with Bandai Motosuke, the architect we invited to build the ARTBAYHOUSE pavilion, which is the symbol of the project, about what kind of space and experience would be unique to Odaiba. In fact, Odaiba is named after an island that was created in the Edo period and still remains to this day. By transplanting and growing plants that grow there into the pavilion, the entire building is covered in greenery over time, creating a space that changes. There are spaces without a roof, and rooms where the light enters in different ways. Nature seeps in and the space changes. We've created an interesting space where you can experience a new relationship between people and greenery." Opening during the COVID-19 pandemic meant that traditional public relations activities were limited, but the response via social media was greater than expected. Sugimoto: "The striking white walls of the building's architectural concept design have been used by young people as a photo spot for social media, and it has been featured in architectural magazines, becoming a hot topic. The café inside has also created new connections with designers and creators. The gravel texture used for the flooring stimulates the senses, especially of children, and has been able to draw a wide range of reactions from visitors. Word of mouth spread through social media, and in the end, the pavilion became so popular that people lined up to get in."The happiest job in the world, an extension of what he loves Currently, Sugimoto is active as a space design professional. The origin of this was a TV program he watched as a child. Sugimoto: "When I was in elementary school, I loved watching TV shows introducing houses, and I was fascinated every time a building full of attention to detail was introduced. As the youngest child in a family of five, I didn't have my own room, so I came up with a plan to rebuild my parents' house and even presented it to my parents using a simple floor plan." Gradually, Sugimoto's desire to study architecture grew stronger, and he majored in architecture at university. He then studied abroad in Switzerland, where he gained a new perspective on architecture. Sugimoto: "In Switzerland, I learned the essential way of thinking about architecture. For example, when designing a school or art museum, the approach is to start by considering the facility itself. Switzerland is a politically and economically stable country, so I was able to explore what good architecture is, what a beautiful space is, and other aspects of space and architecture in an environment where I could pursue their beauty and interest." During his time studying abroad in Switzerland, something happened that greatly changed Sugimoto's values. Sugimoto: "In Japan, it's common to get a job straight after graduating from university, but in Switzerland it was completely different. Many people were building their lives at their own pace, studying sociology before studying architecture, or going back to school in their mid-30s. They thought carefully about what they wanted to value, and decided on the path they wanted to take while experiencing a variety of things. I was surprised and impressed by that attitude." A visit to Sri Lanka while traveling around the world during his student days also had a major impact on Sugimoto's career. Sugimoto: "I was very impressed by the cultural facilities near the World Heritage Sites I saw in Sri Lanka. They had displays that showed the restoration work and participatory and experiential displays, and they were very well done. I found out that it was a Japanese ODA (Official Development Assistance) project, and I was really drawn to the idea that this was a way of making international contributions." Sugimoto, who was attracted to international contributions, first began working as an intern at an international organization while he was a student. There, the director of the internship company advised him that "knowledge of finance and economics, as well as architecture, is important when considering a career at an international organization," and he decided to apply for a foreign financial institution as his next step. Sugimoto: "I joined an international comprehensive financial services company, but it was a very tough environment with a small number of people handling a lot of work. I learned about the importance of individual professionalism and producing results every day, but finance was a field far from my interests. It was a valuable experience, but I didn't feel like it was the job I wanted to do for the rest of my life." Then, by chance, he came across NOMURA Co.,Ltd. Sugimoto: "The first project I was involved in after joining the company was a research project to consider the future of commercial facilities. Although the field was different, research was something I had done in my previous job. I was absorbed in the project, learning about the historical changes in commercial spaces and the latest examples from Japan and abroad, through trial and error. In the end, I ended up with a dictionary-like volume of very rich material, which was well received by the client. The members assigned to the project were all unique individuals, and I was able to think about and concept design the future of spaces with such interesting people. I felt that this was the best job I could have ever had."Questioning the obvious and going beyond preconceived notions. Creating new places to connect with the community ▲The Royal Park Canvas Sapporo Odori ParkSugimoto's first full-scale project was the condominium gallery "Brillia Shinagawa Minamioi Communication Salon oooi." He reconsidered the concept of a condominium gallery and proposed a new form. Sugimoto: "We felt that conventional condominium galleries were like 'black boxes' that suddenly appeared before a property went on sale and were removed once the sale was over. We questioned this approach and started by asking ourselves, 'What kind of new condominium gallery would be appropriate for the coming era?'" The project aimed to create a space that was open not only to potential buyers of condominiums, but also to local residents. Sugimoto: "The important thing is whether or not people can imagine living in the area. So we divided the space into the first and second floors, and made the first floor a communication space that local residents can use. People thinking of buying a condominium can come down to the first floor after looking at the model room and hear local people talking and taking part in activities, get a feel for the local atmosphere, and get an idea of what life in the area would be like. Even before the condominium is built, relationships between new residents and local residents will gradually develop. We aimed to create a place like that. We created a space that connects the inside and outside, like a 'veranda,' and made the facility visually and psychologically open, where the connections between people are physically visible from the outside." This initiative won a Good concept design Award. The hotel was highly praised for providing new value that connects people, companies, and communities, and for focusing on solving social issues. Another representative example is The Royal Park Canvas Sapporo Odori Park. This hotel project tackled two major challenges. Sugimoto: "The first was to use Hokkaido wood in a variety of ways. The second was to position the hotel as a showcase for the region. We introduced a system where people could purchase furniture, art, photographs, plants, etc. made by artisans and artists with ties to Hokkaido. By connecting local creators with guests, we aimed to create a circulation of the local economy and make the hotel a base for a small economic zone and a place that would become a starting point for value creation." Among the many new attempts, the hotel deliberately chose not to place TVs in any of the guest rooms, targeting millennials and Generation Z under the age of 30. Sugimoto: "Sapporo is a city of music, where jazz festivals are held. We installed record players instead of televisions, which drew mixed reviews. Some business users were negative, but the younger generation liked the fresh experience of actually dropping the needle and listening to music. A good hotel is a place where you can feel the personality of the creator. We aim to create a memorable hotel by providing cutting-edge experiences, not a safe space that is the most common denominator." Creativity born from collective intelligence. Because it is a company with interesting people, Sugimoto, who has endless challenges and encounters, talks about his future goals and how he aims to realize the dream he has been nurturing. Sugimoto: "I have always wanted to contribute to the international community through culture, so I would like to leave Japan and work around the world, especially in Asia. The facility can be a hotel or a cultural facility, but I would like to create facilities and spaces that can be involved in nation building." Sugimoto was promoted to room chief in March 2025 and is now in a position of team management. He talks about his thoughts as a leader as follows. Sugimoto: "What I feel when I join NOMURA Co.,Ltd. is the wealth of collective intelligence as a team. The wonderful creativity that comes from coming together. Rather than being led by one outstanding talent, we are a group of individuals with rich personalities, and the combination of these individuals produces interesting ideas and new spaces. I want to value creating spaces that make the most of each individual's interesting personality and characteristics, both in projects and with the members of the room." Sugimoto says that the good thing about NOMURA Co.,Ltd. is that it can utilize the long history of spaces built by its predecessors. Sugimoto: "What we value is the perspective of learning from history. Within that, we are always thinking about how we can take the ideas and creativity that our predecessors have spun through the spaces we create. Of course, we do our best to respond to the challenges that our customers give us, but at the same time, as creators, we value what we can leave for the next generation while inheriting the history." Sugimoto sends his support to those who are interested in this field. Sugimoto: "As someone who joined from outside the company, I can say that this is a company with interesting people. I've had many irreplaceable encounters with people of all professions, not just designers, that I feel will remain lifelong relationships with. Because we organize members by project, you get to meet new people all the time. This is a company where we can work on projects of all kinds, large and small, with really interesting people." Sugimoto adds that it's okay if you don't necessarily have specialized training in architecture or spatial concept design. Sugimoto: "We have people with diverse backgrounds, including those with letters degrees, who are active here. It's a place where you can find work that is an extension of what you love. If you're interested, I encourage you to give it a go." *The information written is current as of May 2025.

Large-scale special artifacts, such as monuments and decorations, attract visitors to theme parks and other venues. Yasuhiro Fujinuma has been involved in numerous projects as a director in charge of their production. He is a specialist in sublimating two-dimensional visuals into three-dimensional forms, including "Howl's Castle" at Ghibli Park Witch's Valley. We will discuss the secrets of production management that he has cultivated, and his vision for the future. The key to transforming two-dimensional images into three-dimensional ones is to share the same image with the customer through detailed planning. As a director, he has been involved in numerous projects to create "large-scale special formative objects" such as monuments and ornaments for theme parks and other unusual spaces. Fujinuma: "Most recently, I directed a large-scale renovation project of an art facility for about a year as the director. The work has now been completed and the facility has successfully opened." Fujinuma's projects include photo locations and monuments with an overwhelming presence that leave a lasting impression in the memories of visitors. Fujinuma's work includes large, tall sculptures and large scale decorations that create a sense of "the extraordinary. Fujinuma: "The production of large-scale special forms is an extremely complex process that involves a high degree of fusion of space, structure, and staging. Every step of the process requires a high level of expertise and precision in operations, from the selection of materials and structural design, to the layout planning of lighting and equipment to be incorporated into the interior, and the methods of division, delivery, and installation at the site. If there is even a single flaw in the design, it will directly affect the overall completeness of the project, so uncompromising design and management is essential down to the smallest detail. The most critical aspect is the "appearance" of the product. We pursue a level of realism that exceeds that of the real thing through meticulous design and verification, down to the texture, luster, and surface finish of the materials. To achieve this, it is essential to combine artistic sensitivity with structural knowledge. construction The most delicate and difficult part of sublimating the two-dimensional concept design into a three-dimensional form is "how accurately we can share and realize the image in the customer's head," according to Fujinuma. Fujinuma: "At the beginning, there are only two-dimensional illustrations and perspectives. From there, we realize them into three-dimensional objects, but the specific images, such as the texture of the materials used and the nuances of the details, exist only in the customer's mind. The key to success lies in how accurately we are able to capture that image. That is why we thoroughly listen to the client at the first meeting to find out all the questions and unclear points. We ask questions so detailed that you may think we are asking a little too much, in order to share our worldview with you in depth. We believe that the first meeting is the most important step in order to create a quality product that exceeds the customer's imagination. Especially for projects with short deadlines, a single error in judgment can affect the overall progress of the project. In addition, since visitors will actually see and sometimes touch the product, it is essential to consider safety and durability. We carefully work out every detail, presenting samples and confirming specifications, to ensure both high quality and reliability. Fujinuma: "For large-scale models, it is necessary to divide them into individual parts and transport them to the site. Therefore, we have to precisely plan in advance how the parts will be divided, in what order they will be transported and delivered, and even how they will be assembled at the site. From the production stage, we are required to precisely study the structure and process, just like a puzzle. I had a vague idea that I wanted to be involved in the creation of theme parks, and this idea became a reality when I was given the opportunity to work on the creation of monuments that would become symbols of attractions at an amusement park site led by a senior staff member at NOMURA Co.,Ltd.. Fujinuma: "It was a very moving moment for me to actually be at the forefront of the industry, even though I didn't know what was going on right or left. "After that, I began to get involved in theme park projects in earnest, after working in showrooms and interiors operations such as displays meetings. The following year, however, the scale of the project orders shrank, and Fujinuma was left in charge of the project alone. Fujinuma "desperately thought about how to meet customers' expectations and win more work with limited resources," he said, looking back on that time and showing his strength to overcome the challenges. Gradually, Fujinuma began to win projects, and as he took on both production and sales duties, he accumulated a high level of expertise in the production of large special modeling objects. He became familiar with a wide range of tasks, including schedule management, production method considerations, drawing management, estimation, and quality control. In particular, he established a unique method for managing schedules within a limited production period. This schedule management method was later utilized in the Ghibli Park project and is highly regarded. Fujinuma's work is not limited to mere production, but has established a unique and unparalleled position in the world of large-scale special plastic arts, which requires precise planning and quick response. Fujinuma: "We first create the entire process for two months and make a clear list of necessary tasks. We thoroughly plan, 'Who will come to which plant on what day and at what time, and what will be checked? This ensures smooth progress throughout the project. In large-scale projects, there tends to be waste in the scheduling and progress of meetings, but by sharing the schedule in advance, the project can proceed efficiently. We always pay close attention to schedule management and create an environment where everyone can check the schedule at the same time." There is also a big challenge at construction. Fujinuma: "At sites with fixed operating hours, such as theme parks, work hours are limited, so progress must be carefully planned. In order to efficiently carry in parts, install them with a crane, perform electrical wiring, and assemble them, we calculate the work order and number of workers, and take weather and other factors into consideration. The judgment and efficient work progression skills that I developed on site are the foundation of my current work, The challenge for Fujinuma and his colleagues in charge of production was to create "Howl's Castle" in the Ghibli Park "Valley of the Witches," which was to be completed in 2024. This project, for which he was selected in recognition of his skills cultivated in large-scale special modeling, boasted an unprecedented sense of scale that was integrated with the large-scale architectural exterior. Fujinuma: "This was our first experience with a sculpture that was much larger than anything we had done before and that was also integrated with the architecture. There were many things to consider, and it was a very challenging project." In order to pursue the world view, we were also very particular about the selection of materials. Fujinuma: "Goro Miyazaki, the director of Studio Ghibli who supervised the entire project, presented a clear image of 'a rugged and somewhat mysterious industrial product like a warship,' but it was not easy to express that worldview as a model. What Fujinuma came up with was a composition that combined FRP (Fiber Reinforced Plastic) for the base layer and metallic materials such as copper plates for the surface layer. While expressing a massive and rugged presence, Fujinuma realized a precision modeling design that considered durability, construction performance, and on-site assembly efficiency. Fujinuma: "In the past, I have often worked alone on projects, but this time it was a complete team effort. Each of us was aware of our roles as professionals in structure, mechanics, modeling, drawings, procedures, site management, and so on, and we all fulfilled our roles. Fujinuma: "No one ever said, 'It's impossible,' and they always seriously considered how they could express themselves. This positive attitude was a great help in moving the project forward." With the support of his collaboration with numerous partner companies, Fujinuma describes the real thrill of working as a director through this experience. Fujinuma: "The most exciting part of my job as a director is the moment when I directly feel the reactions of people who say 'wow,' 'cool,' or 'cute' to the shapes and spaces that I have been involved in. I think the true appeal of this job is to deliver surprise and excitement and provide visitors with new experiences." Fujinuma has built a solid track record in the field of large-scale special modeling, challenging himself to go beyond conventional concepts and create "interesting spaces. Fujinuma has built a solid track record of achievements in the field of large-scale special modeling, a challenge that has always been his "attitude of taking on challenges. Fujinuma: "How did you do this? I am attracted to intricate and unique forms that surprise people by asking, "How did you do this? The more difficult it is, the more rewarding it is. As a result, I have become more involved in large scale modeling, but at the core of my work is the desire to continue to create "interesting spaces" regardless of scale or genre. Fujinuma, who has worked on scenography for theme parks and amusement facilities that everyone knows, will continue to create experiences that surpass "Delight and Passion" in the future. Fujinuma, who has been involved in the scenography of theme parks and amusement facilities that everyone knows, will continue to create experiences that surpass ". The information is current as of February 2025.

Nomura Naoki joined the company in 2017 as an experienced hire. Building on the connections he had cultivated in his previous job, he has further expanded his network and is creating a variety of businesses through space creation. Nomura describes his job as "going to light a fire where there is smoke," and he talks about his thoughts and passion for his work. New possibilities born from dialogue. Creating new spaces with diverse stakeholders. Nomura is the manager of the Development Section in the New Area Project Development Department, First General Affairs Division, Business Production Headquarters. His work has a unique breadth that goes beyond the typical NOMURA Co.,Ltd., Ltd. business. Nomura: "In the New Area Project Development Department, we keep our ears open for upcoming projects. Our primary job is to build relationships with stakeholders while gathering information, positioning ourselves and creating opportunities for our participation in projects. Our projects range from the planning and development of complex facilities, offices, and parks to national projects. Leveraging NOMURA Co.,Ltd. 's expertise in spatial design across a wide range of fields, we work with stakeholders from the early stages of a project to create attractive spaces." Connecting with people is essential when discussing Nomura's work. Nomura: "Communication is the core of our work. We speak with a wide range of people, including various business companies, developers, financial institutions, and even landowners. Our role is to work with them from the early stages of facility, space, and urban development, taking into account their wishes." Nomura describes his work as "sparking fire where there's smoke." This refers to his role of identifying potential and creating business opportunities. To achieve this, he constantly strives to gather information and build connections. Nomura: "Meeting people leads to discoveries. It's natural to get information from various sources, but there's so much more to be gained by talking with people. I think about whether I can gain insights and hints from these and start new initiatives. If I don't keep myself immersed in a whirlwind of information, I won't know what's going on in the world, and I'll feel anxious when talking to people. I try to keep my antenna up and be exposed to a variety of things." Nomura's intellectual curiosity is also expressed in his interactions with people. Nomura: "I often find myself wondering, 'Why do they think this way?' or 'Why do they feel this way?' So when I communicate with my coworkers, I make sure to ask about their roots, hobbies, and ways of thinking. By gaining a deep understanding of the other person, you naturally build relationships of trust and it's also useful when working together. However, I believe that this starts first with others understanding me. Of course, when I'm working, I think 'for the company,' but I also think about things from the perspective of 'can I do something for the world?' Thinking only about the company limits my possibilities. I value considering things not only for the company, but also for society and stakeholders." Curiosity led him to NOMURA Co.,Ltd. Looking back on his career, which will see him using his connections and knowledge to create work at NOMURA Co.,Ltd., which is his seventh company, NOMURA Co.,Ltd., there is a consistent theme of "creating something from nothing." Nomura: "Even before joining Nomura Co., Ltd., I was involved in planning and development work, creating something from nothing, at various companies. However, there wasn't any particular trigger or clear aspiration, and before I knew it, I was working on creating towns, facilities, and new types of stores." Nomura, who values an "altruistic spirit" in communication, talks about an incident that made a particularly strong impression on him. Nomura: "A client approached me and said, 'We want to build a commercial facility here.' However, after considering various options, I felt it wasn't a good fit, so I suggested, 'Maybe it's best not to do it.' It may have been beneficial for the company if they had accepted the project, but if we determine that it's not the best choice for the client, I believe it's our role to stop it. Although I may have upset the client immediately, they later told me, 'I was glad that you took the time to listen to me at that time.' I still consult with that client today, and we continue to keep in touch." Having built up such deep connections and experience, Nomura decided to join NOMURA Co.,Ltd. because he wanted to experience the work of a leading company. Nomura: "I simply wanted to know what kind of work NOMURA Co.,Ltd. Co., Ltd. does, so I joined the company filled with curiosity." Nomura's work style has not changed since joining NOMURA Co.,Ltd. Nomura: "Since joining the company, the work has changed in form, but I've basically continued to work in the same field. I use my existing connections and knowledge to 'start a fire where there's smoke'. One national project given to me by the company is a long-term project, and I've been involved with it since I joined the company. This project has also led to new opportunities, such as being involved in other national projects, and I'm happy that my work has expanded in this way." A chain of success created by connections. Creating spaces for a new era, as seen in the Tokyo Metropolitan Meiji Park project▲ "Tokyo Metropolitan Meiji Park" Nomura works under the name NOMURA Co.,Ltd., but in his own unique style. The joy of his work lies in leveraging connections between people to create new value. One example of this is the Tokyo Metropolitan Meiji Park project. Nomura: "Fortunately, members I've been in contact with up until now are active in various places, and we've been able to form a network. The Meiji Park project was started when a colleague and junior colleague from my previous company worked for the business company in charge of its development. Meiji Park is one of the park revitalization projects promoted by the Tokyo Metropolitan Government through public-private partnerships. We deepened our cooperation with the business company and applied to various local competitions, and this project finally came to fruition." NOMURA Co.,Ltd. was responsible for the overall concept and planning of this project, and also supervised concept design. Nomura: "While we were working on the Meiji Park project, the client approached us with an idea for a new venture. Since our operating company already had expertise in developing hot spring facilities, the discussion expanded and led to the development of the "TOTOPA" urban spa facility within the park. My role is not limited to this project alone; I participate in projects from the conception stage and accompany them through the project, connecting them with the right people and resources. For example, our company introduced a planner who seemed like a good fit. This work led to a mutual connection between the real estate company and the planner, and we continue to work together today. Another example: a media introduction through a project member's connection led to the facility being featured on television. In this way, I find joy in generously utilizing my connections and ideas to move projects forward." Nomura's work goes beyond simply creating spaces. Here, he talks about what he keeps in mind when he works. Nomura: "I think of my work as creating a business, rather than creating a space. Even if you create a space, if it doesn't generate money, it's not a business, right? There are many jobs in the world that involve creating businesses, but I imagine talking about businesses through the lens of space." Overflowing Curiosity - Endless Challenges for New Possibilities Nomura, who is dedicated to creating spaces and ultimately creating businesses while cherishing the connections and trust he has built with people up until now, envisions a future for himself. Nomura: "I would like to continue working while cherishing the relationships I have built so far. I hope that these relationships will lead to some kind of shape, such as a new project. People are often surprised, but I have hardly ever done any sales activities until now. By constantly interacting with people and keeping my antenna up, interesting opportunities naturally come my way. That's the way I work." This is Nomura's seventh company. Thanks to the connections he has built over the years, he has access to experts in a wide range of fields. Nomura: "Thanks to my long-standing relationships with people, I'm currently in an environment where I can approach the fields I want to be involved in through various connections. In the future, I'd like to further expand these connections." Nomura has a strong desire to be the "starting point" of NOMURA Co.,Ltd.. Nomura: "I aim to be someone who makes people inside and outside the company think, 'We can do anything together with Nomura' and 'If you ask Nomura, we can make it happen.' I don't want to give up this position to anyone. I feel that I need to always keep my antenna up and proactively approach people so that they think, 'There are interesting stories around Nomura.'" Finally, he talks about the appeal of NOMURA Co.,Ltd.. Nomura: "I feel that the company has given me many opportunities. I've been able to go to many different places and have been given the chance to make many connections. Thanks to this environment, I've been able to meet a wider variety of people and gain a wide range of knowledge and information. Another attraction is that there are many colleagues who agree with my ideas and are willing to work with me. For example, when I became interested in a certain business and suddenly suggested, 'Let's go to this event,' there were colleagues who were interested and joined me. It makes me happy to know that they see potential in me." Nomura's vision for the future goes beyond mere personal growth; it has the potential to breathe new life into NOMURA Co.,Ltd., Ltd. as a whole and the industry as a whole. His attitude of valuing connections with people and constantly taking on new challenges could be said to embody the ideal image required in the coming era. *The content is current as of September 2024.

Kenji Takahashi has worked on spatial concept design in a wide range of fields, from corporate showrooms to cultural facilities. He has always been committed to capturing the essence of displays and creating moving experiences through his unique perspective and approach. In this interview, he shares the secrets of spatial creation he has cultivated over his 20-plus year career and the values he holds dear as a designer. Capturing the Essence and Seeking a Unique Approach. The quest for moving experiences transcends genre boundaries. As room chief, Takahashi leads a team of nine members in concept design Department 7 of the Second concept design Center of the Creative Headquarters. He works on a variety of projects that transcend market boundaries. Takahashi: "concept design team at our Osaka office is divided into three major areas: commercial, corporate, and cultural. Our rooms span a wide range of fields, from corporate showrooms and museums to displays spaces at cultural facilities. While we currently have multiple projects underway, the process of capturing the essence of the facility and figuring out how to communicate it remains the same in each field. Recently, I've been involved from the project's conception stage, and I've had more opportunities to work on not only displays spaces but also architectural concept design proposals." Takahashi's projects to date have been diverse. The project he is currently working on is a culmination of that career. Takahashi: "The project I'm currently working on is a complex consisting of a product displays floor, an interactive displays floor, workshops, a cafe, and shops. I'm mobilizing all the skills and knowledge I've cultivated, drawing on my experience in aquariums, museums, restaurants, retail stores, theme park attractions, and architectural concept design." Takahashi has always been unpretentious and willing to take on a wide range of work. As a designer, he has a set of uncompromising principles. Takahashi: "Through repeated dialogue with customers, I identify the message they most want to convey and pursue how to express it in a way that will resonate deeply with visitors. Each facility handles a variety of products and content. I've always been conscious of finding a fresh and unique approach, striving to propose ideas that will excite customers. I believe it's difficult for visitors to empathize with and be moved by something that doesn't move us as creators. Rather than assuming I understand something by looking at photos and documents, I also value seeing the actual site and the actual items." A story of life woven through simple expressions. Relationships of trust with customers are the source of creativity ▲ After joining Hiyoriyama Coast Museum, Takahashi worked mainly in the field of corporate displays, but his active involvement in competitions was also an opportunity to broaden the scope of his career. Takahashi: "The first time I participated in a competition, it was because the head of concept design department asked me to. After trying a few times, I had more opportunities to be involved in competitions as the main person in charge of displays, and I became familiar with the sales staff within the company. Competitions are a competition with other companies, so high creativity and the ability to respond quickly are essential. It's tough, but a worthwhile challenge, and I feel that this experience has become the foundation for me as a designer." Takahashi was promoted to room chief in 2014. The following year, he was put in charge of the Hiyoriyama Coast Museum project, which was a turning point for him. Takahashi: "Hiyoriyama Coast Museum is a facility within Kinosaki Marine World, and is a 'storytelling' museum with the theme of 'life.' I concept design the entire space based on the concept that the zookeepers working at the facility themselves would talk about the knowledge and insights they had gained through their breeding activities. I met the zookeepers face-to-face and heard about how they interact with the animals and the struggles they had faced. I proposed incorporating the words that moved me directly into displays, and incorporated them into concept design. I faced concept design I wanted to express head-on, and as a result, it resonated with our customers and I believe it was a project that was successfully put into shape." For this project, Takahashi was involved in everything from displays to the architectural concept design, schematic design, and facility logo concept design. Behind this was the relationship of trust he had built with his clients over many years. Takahashi: "Usually, architecture and displays are developed separately, but for this project, we sat down with the client to discuss both the architectural concept design and the interior concept, asking ourselves, 'Is this really good enough?' Over the course of about three years, we created them together. I'm the third generation of designers to have inherited a 40-year relationship, and I believe the reason we were able to work on the project as partners from the early planning stages is because our predecessors built relationships of trust with the client and created an environment in which we could unleash our creativity." Since opening in 2019, Hiyoriyama Coast Museum has won various concept design awards both in Japan and abroad. As a designer, Takahashi has received solid feedback. Takahashi: "For displays, we treated the 30-meter-wide wall as a single large canvas, and based it on a copy with a strong message, we simply arranged the visuals and displays. Museums tend to have a lot of text, but perhaps the fact that we stripped down the expression to the bare minimum led to the recognition we received. After a career spanning almost 20 years, I feel that I've finally reached a point where I can relax, working with trusted colleagues, and sticking to the utmost in expression and concept design." A moving experience led by concept design connects people and space. New value and possibilities revealed in two examples ▲ Kinosaki Marine World, fish displays area "SeaZoo" Following on from the Hiyoriyama Coast Museum project, Takahashi will also be in charge of the renewal of the fish displays area "SeaZoo" also located within Kinosaki Marine World in 2024. Takahashi: "I was involved from the planning stage of displays concept, and together with the same people in charge and keepers as last time, we worked out the overall concept design of the space, the walls around the aquarium tanks, and the communication concept design to convey information about the creatures. The concept of the new displays "CUBE" at SeaZoo is "Towards an aquarium with more conversation." We aimed for displays style that would encourage new surprises and discoveries by utilizing 20 cube-shaped aquarium tanks, conversations with the keepers, illustrations, and graphic boards." At "SeaZoo," the white space was meticulously concept design, and a composition was adopted that made the aquariums, which are the main attraction, look like artworks in a museum. The communication-oriented displays is creating a new experience. Takahashi: "When you think of an aquarium, it's often just a row of fish tanks lined up on the wall and visitors simply walking past them. So we set up communication boards next to the tanks and wrote short texts in the keepers' own words about what they found interesting or moving while observing the animals, and what they wanted visitors to pay attention to, deliberately not using standardized expressions. This created a flow where visitors would read the communication board after looking at the aquarium, share the keepers' perspectives and thoughts, and then look at the aquarium again. If there had just been a row of academic explanations, visitors would have moved on without even looking at the boards, but more people stopped to look at the keepers' real words and illustrations. We also successfully installed monitors throughout the building where life-size keepers appeared and spoke to visitors, which significantly increased the amount of time visitors stayed in the aquarium." Takahashi also took on a bold concept design challenge in a competition for a "waste processing viewing route" for the "Kikuchi Environmental Factory Clean Forest Goshi," which he took on with our client in 2021. This was also a project that culminated in the spirit of challenge that I value as a designer. Takahashi: "Normally, in theory, information is provided on the walls of a facility like this, but we designed a sugoroku-style information space that eliminates the boundary between the wall and floor and connects explanatory graphics, displays content, and sign graphics with a single line, concept design a 'sugoroku' style information space. Along the tour route, information is scattered on the walls and floor like a board game, allowing visitors to learn about the waste disposal process in a fun way by reading explanations of the waste disposal facility visible through the viewing window and taking quizzes. We aimed for a design that allows children to move on to the next process like turning the pages of a picture book, so that they wouldn't get bored until the end. I believe that the key to success in any job is to find an element that is enjoyable and to produce concept design that satisfies me. Rather than deciding whether to take on a project based on the genre, I have always sought to find ways to make the project itself appealing and to please customers." Identifying the essence, pursuing new expressions, and giving shape to emotions▲ Mori Goshi of Kikuchi Environmental Factory Clean "Guided by a single line, we travel around the story. The waste disposal tour route" Takahashi says he feels rewarded when he finds concept design approach that brings unique value and experience to a space, or a clue to create emotion. Takahashi has a vision for himself as a room chief and as a designer. "There's no need to follow established theories. Different people have different perspectives. I want to be a professional group of people who can honestly and unashamedly share what moves each of our members and their strong feelings, and who can ultimately create concept design that lead to customer satisfaction. Personally, I want to be a designer who is always pursuing new forms of expression. Currently, I'm in charge of not only displays spaces but also commercial facilities, but the importance of identifying the essence and how to communicate it remains the same. I want to continue challenging myself in various genres. People often tell me that I look like I'm having fun at work, but I feel most myself when I'm enjoying my work and working on concept design I truly believe are good. I question conventional wisdom, dig deep into things that strike me as strange, find a focus, and incorporate that into concept design. I intend to continue facing head-on concept design I want to express." And finally, from his position as a designer who has been at the forefront of his field for over 20 years, Takahashi has this to say to his future colleagues: Takahashi: "NOMURA Co.,Ltd. is a company where you can get involved in anything you want, from spatial design to graphics, video, and even architecture, as long as you have the motivation. I hope you will find your own joy in this ideal environment." Even with a career spanning more than 20 years, Takahashi's desire to explore new forms of expression remains endless. His challenge to identify the essence and give form to emotions continues to expand into unknown territory. *The content is current as of November 2024.

Daisuke Inoue is in charge of production management as a director and will serve as a section manager from 2024. He has worked on projects in a wide range of fields, including aquariums, museums, and displays associations. We talk about the rewarding and learning of creating something while cooperating with various parts inside and outside the company, and our thoughts on nurturing the next generation. Inoue serves as the section manager of the Division 2 Product Direction Division 1, Sales Promotion Division, Division, Sales Promotion Division, which coordinates the opinions of customers, designers, and production management to find a better landing point. The team is a cross-disciplinary team that unites 10 members and is involved in various projects. Inoue: "Currently, I am mainly involved in the project for the Osaka-Kansai Expo to be held in 2025. My role is to allocate members to each project, manage progress, check whether the site is well organized, and follow up. Production management is the job of embodying the concept design drawn by the designer as an actual "space". The basis of my job is to be present at the site and direct the production and construction site while not only managing the process, but also managing safety and quality, as well as considering cost balance. I was doing that kind of work every day until I became a section manager." In the process of translating the concept design drawn by the designer into the actual construction, various adjustments are required. Inoue: "When the concept design is approved by the customer, we explain the contents to the partner company in order to actually make the product and reflect it in the construction diagram. We will find the best solution while repeatedly adjusting, such as considering the economic dimensions in consideration of cost balance, and proposing alternatives that it would be better to change the material because it seems to get dirty by people a lot. Designers have their own preferences and customers' ideas. As a production manager, we must ensure safety and quality. It's a job where we align our opinions and find a better landing point." Of course, when proceeding with a project, it is essential to collaborate with sales representatives. Inoue: "The first thing to do is to proceed with the contracted amount of the construction cost, but as you progress, you may have more or less to do. In order to proceed smoothly with the project, I think it is important for sales, designers, and production management to communicate closely within the company." Inoue, who has become a manager and has been in a management position, says that there are things he always keeps in mind. Inoue: "I try to communicate with the members by showing up at the scene and actively talking to them. Also, in order to reduce the burden on the members on site, I try to take over internal communication and coordination as much as possible." To renovate the large aquarium tank. Inoue, who has collaborated with major general contractors and gained new insights, said that the most memorable project he has been involved in so far is the displays renovation work of a public museum that he was entrusted with in his third year at the company. Inoue: "Until then, I was mainly in charge of displays associations, but when I changed departments, I became involved in cultural facilities for the first time. It was at this time that I learned the severity of the job. For example, I learned that if you pay attention to the details, such as checking whether the road used for delivery is a public road or a private road, and make various adjustments and considerations, it may cause inconvenience to customers and related parties, and the construction may be delayed. In addition to this, I learned from scratch about the compilation of documents to be submitted and the procedures, and I think I understood the basics of production management again." Four years later, he was entrusted with production management for a large-scale project to renovate a large coral reef tank at an aquarium that boasts one of the largest aquariums in the world, and he recalls that he felt very rewarded. Inoue: "This is an aquarium themed around the Great Barrier Reef, the world's largest coral reef off the coast of northeastern Australia. I was surrounded by people with specialized knowledge, so I repeatedly watched videos introducing the local area to gain knowledge of coral reefs in order to expand my image. Even when deciding on the shape of the pseudo-rock to be created in the aquarium, detailed consideration is required for living creatures. For example, if there is a dent in the rock, it will become a puddle of water and produce plankton, and if the tunnel is not large, the fish will get stuck. It was difficult because there were many different considerations than usual, such as covering the seal part of the acrylic material so that sea turtles would not eat it, but the work related to these creatures itself was fresh, and I felt rewarded to create a place where many people could see it." In this project, a major general contractor that construction aquariums, a company that handles equipment in aquariums, and NOMURA Co.,Ltd. are stationed at the same field office. "I gained new insights through collaboration," he says. Inoue: "It was the first time that different companies were lined up in one office, and it was fun to see the process of three companies working towards the same goal. Also, as I saw the work of each company at a close distance, I was able to see the parts I wanted to refer to, such as how to proceed with work, how to set up, and how to organize safety documents, and it was a very learning project." I was given the opportunity to learn about work in a wide range of fields, and my horizons were broadened ▲ A project involving the Kyoto Railway Museum displays Inoue has expanded from the association to permanent facilities such as cultural facilities and corporate showrooms. At first glance, they seem like different jobs, but they actually have a lot in common. Inoue: "In the case of displays meetings with a construction period of only two or three days, there is a characteristic of simplifying what can be simplified as much as possible in anticipation of subsequent demolition, but the work procedures starting from the ceiling, working on the walls, and the floor, as well as the method of arranging personnel, are essentially the same for both the displays meeting and the permanent facilities." In 2015, the "Kyoto Railway Museum" I was entrusted with the new project and was in charge of the production management of the entire facility. He said that he was heartbroken by the formulation of safety standards in accordance with the rules of the railway company. Inoue: "It was difficult to look at the drawings drawn by the designer, coordinate with the railway company what rules to apply to which parts, and reflect them in the construction diagram. For example, on the slopes and landings of the slopes, we changed the color of the floor so that it could be seen immediately, and set the handrails to a determined structure, and paid attention to properly following the customer's detailed rules." I also gained a new perspective through interactions with experts in structural calculations. Inoue: "For example, in the design of buildings and structures, I was able to acquire a certain amount of knowledge, such as the need to increase the strength of the foundation part compared to the top. By requesting structural calculations based on the sketches I drew based on such knowledge, I was able to proceed with the work efficiently without rework. Also, there were many railway fans, including customers, so it was very fun to be able to get some knowledge on the spot, such as the rare license plates of SLs." Inoue expresses his thoughts on the projects he has been involved in so far and is grateful that "his boss gave me the opportunity to learn a wide range of fields." Inoue: "Every time a job comes in, I repeat trial and error, saying, 'I don't think my past experience alone will work, so I have to think about how to do it,' which is why I am trained and broaden my horizons. And I put strength into my words that the reason I have been able to continue working in production management is because I have a sense of accomplishment above all. Inoue: "There are times when I work early in the morning or overtime, and there are many situations where I struggle to get the people of our partner companies to move smoothly on site. I feel like I'm going to do my best again for my next job." "Horizontal thinking of withered technology." Inoue, who has experienced various fields to create new value by utilizing his work in production management, says that he sympathizes with the words of Gunpei Yokoi, who was also called the "father of mobile games," as "horizontal thinking of withered technology." Inoue: "It means to create new value by utilizing existing technologies in different fields. I think this way of thinking is common to our work. If there is one way, a new breakthrough will be born by looking at it from multiple angles, from the front, from the back, and from the side. I think there is something in common with our production management work, which is to consider any issue from various angles and think about what can be done." Inoue looks at his career and hopes to continue on the path of production management. Inoue: "As a production manager, I find it interesting to have various people, including partner companies, work on it, and lead it to completion while borrowing wisdom and knowledge. In addition, he says that he would like to use his own experience to focus on training the next generation. Inoue: "I would like to create many opportunities to take on projects that would not succeed if I did not approach them with flexible thinking, just as I was trained by my boss in the past. If you find what you can do at your own discretion and work on it, rather than just doing what you are told, I think you will naturally feel the joy of work." Finally, I would like to point out the history and achievements that our predecessors have built as an attraction of NOMURA Co.,Ltd.. Inoue: "As history and achievements show, you can experience a lot of work at NOMURA Co.,Ltd., including large projects, and there are many opportunities to connect your areas of interest and what you want to do to your work. As long as you are motivated, the possibilities of each employee will expand infinitely." Inoue has been active in multiple fields. In the future, I will pass on my know-how and the real pleasure of my work to my juniors, and illuminate the future of my colleagues and the company even brighter. *The information is current as of October 2024

Tomoaki Onuki joined the company in 2020 as a salesperson recruitment. As a person in charge of the hotel market, I promote project management. Onuki, who has been working calmly to bring the team together and take on big projects since he first joined the company, looks back on his work and his vision for the future. Sales as a project leader that connects customers with internal members Konuki joined NOMURA Co.,Ltd. in 2020. The Sales Promotion Division, Second Division, Sales Department 1, is a department that handles hotel projects in Japan and overseas. There are 15 members in the two divisions, each of whom manages the project as the leader of each project. Onuki: "My role is to communicate with customers, understand their needs, and promote projects while considering delivery dates and budgets. It is mainly coordinated with in-house designers, designers, and production teams. When it comes to large projects, there is a regular meeting of the entire project once a week, and there are many internal meetings and pre-meetings with customers to prepare for it. concept design basically leave it to the designer, but if you choose materials that don't fit your budget or have a difficult specification concept design, we sometimes ask them to adjust it to fit your budget." NOMURA Co.,Ltd. 's strength lies in its ongoing customer relationships and maintaining a high repeat rate. Onuki: "New development is also a sales role, but we also receive many referrals from existing customers and requests from developers and design offices. It is "to be positive". It's the key to running complex projects smoothly. Onuki: "When proceeding with a project, there are many new requests from customers along the way. If it is difficult to realize, we will discuss where to find a place to fall and make a proposal to the customer after discussing with the in-house designer or director (production management). I think about what roles members can play an active role in and make sure that everyone can work in a good atmosphere." Onuki sincerely faces both customers and internal members. In the background is the presence of a family. Onuki: "I have a son, but I don't want to work in a way that makes him think it's 'uncool'. Immediately after joining the company, he was engaged in large-scale hotel projects. Doing it with the support of the members ▲ Hotel Okura Kyoto Okazaki Bettei After graduating from university, Onuki gained experience in the interiors industry with a curtain manufacturer and a interiors construction company. interiors construction At the company, I was in charge of sales for the first two years, and then I was in charge of production after job rotation, and I was able to experience the flow of interiors construction in the field in charge of the field. After that, I changed jobs. Being involved in the sales and production of overseas luxury brand stores at a interiors company specializing in commercial stores gave birth to Onuki's thoughts. At the age of 40, I felt that I wanted to pursue my abilities further and jump into an environment where I could realize them, which led to my determination to take on new challenges NOMURA Co.,Ltd.." The decisive factor was the breadth of the projects we handled. Onuki: "NOMURA Co.,Ltd. has a wide range of targets, including commercial and cultural facilities, and I was attracted to the possibility of being involved in projects in various markets." Onuki was entrusted with major projects immediately after joining the company. This is a project of "Hotel Okura Kyoto Okazaki Villa". Onuki: "I participated in the project at the time when the design was completed and the construction was promoted. At that time, there was a change in plans due to the influence of Corona, and I had to look at everything from the design of the guest rooms and lobby restaurant to the construction. About 12 employees were involved in this project, including Tokyo and Osaka, and I worked with my previous sales representative for the first six months or so, and then I was in charge alone. At that time, in addition to the fact that we were mainly communicating online due to the coronavirus pandemic, there were many confusions, such as participating in a project that was already being promoted, and working with members in Osaka who were far away. If there was even a slight concern, I tried to communicate with them, but above all, I was able to put it together safely by having the designer and the director (production management) members follow up on how to proceed." Through this project, Onuki says that he felt the difference between commercial stores, which was the area he worked on in his previous job, and hotel design. Onuki: "Commercial stores were often designed from the perspective of the working staff, but I felt the difference in that hotels emphasize the perspective of the guests as well as the staff. I was able to learn the difficulties of the large scale while practicing it." Struggling as a JOB leader in one of the largest hotel projects in the company For Onuki, his experience at NOMURA Co.,Ltd. was truly a series of challenges. After joining the company, he completed several major projects in charge of both design and construction, and was selected as a JOB leader in a foreign luxury hotel renovation project. Onuki: "It was one of the largest hotel projects ever for our company. I received a total order from design to construction, and I was in charge of three major areas: guest rooms, lower floors, and 22nd floors. It was an extremely difficult project to completely renovate the hotel in about 10 months while operating it. The most difficult thing was the large number of people involved. We had to coordinate with about 100 members both internally and externally. In addition to in-house designers and designers, there are also PM (*1) companies and AM (*2) companies. We thought about who to get approval from and get consensus, and we also thought about human relationships, and we allocated them appropriately to meet the needs of our customers." In order to make large-scale projects successful, Onuki tried to "increase the amount of action." Onuki: "I moved proactively, communicated with various people, and did what I had to do. In about a year and a half of this project, I used a total of four notebooks." Through the project, Onuki reaffirmed the appeal of his work. Onuki: "It is difficult to have a large number of people involved, but it is also fun. There is a limit to what I can do on my own, but I find it rewarding to be able to put together a big project while assigning the right people to the right place." *1 Project management. A company that comprehensively manages and promotes project quality, process, cost, etc. *2 Asset management. A company that manages and maintains investment assets on behalf of the owner While enriching his private life, Onuki, who continues to take on new challenges in NOMURA Co.,Ltd., has been with NOMURA Co.,Ltd. for four years. Now that we have successfully completed a large-scale hotel project, we are aiming for even greater heights. Onuki: "I want to be a person who thinks, 'If you leave large-scale hotel projects to Onuki, you can feel safe,' and eventually I would like to try my hand at fields other than hotels. One of the reasons for changing jobs, "I want to work in more fields," is also being realized. In projects with a large scale and amount of money in a different field than before, we pursue the best manufacturing together with unique members within the company. I feel that it is exactly the environment I was looking for." One of the attractions of NOMURA Co.,Ltd. is the good work-life balance. Onuki: "Compared to my previous job, the way I work has improved a lot, thanks to which I was able to start getting the dog my son wanted, and I enjoy walking with the dog in the park on weekends." Onuki sends a message to those who are thinking of joining NOMURA Co.,Ltd. in the future. Onuki: "I think it's especially suitable for people who want to do a variety of jobs and have a desire to do big things. It is an opportunity and a responsibility at the same time, but I think we have an environment where we can grow through such challenges. I'm looking forward to working with people who want to try new things just like me." On the stage of NOMURA Co.,Ltd., Onuki's new challenge has just begun. Onuki's work to unite the strength of members and give shape to customers' dreams will further enhance the true value of NOMURA Co.,Ltd.. * The information is current as of June 2024

Mineto Yoshimura joined Nomura Co., Ltd. in 2007 and currently serves as Room Chief at the First concept design Center of the Creative Division. He designs a wide range concept design, from commercial spaces to private residences, and is committed to creating spaces that move people's hearts with his unique philosophy of "concept design the entire atmosphere." He discusses his passion for his work and his new challenges as a designer. "concept design the entire atmosphere." Behind the scenes of a project that creates new value▲ Anniversaire Omotesando. Yoshimura is a member of concept design Department 5 of the First concept design Center of NOMURA Co.,Ltd., Ltd.'s Creative Division. As Room Chief, he works with the planning team concept design a wide range of concept design, from commercial spaces to residential properties. "Specifically, I've designed over 10 homes, including private residences, as well as a casual Italian restaurant, a luxury watch shop in Ginza, and a members-only salon for the wealthy. I'm involved in a wide range of projects, from large to small, related to lifestyles," Yoshimura says. Yoshimura's work goes beyond simply creating spaces. His consistent passion lies in concept design the atmosphere and the way people feel. Yoshimura: "I often tell my clients that I will 'concept design the entire atmosphere,' but that doesn't mean I'm just trying to make the space look cool and innovative. I focus on how the space will create a wonderful atmosphere for the time spent there, and carefully consider the floor plan. This applies not only to residential properties, but also to restaurants and hotels." One of the distinctive features of Yoshimura's work is his collaboration with the planning team in charge of the project. This effect is particularly evident in projects that aim to create new value. Yoshimura: "For example, Anniversaire Omotesando. For the large-scale renovation project to mark the 25th anniversary of the facility's opening, the client wanted the facility to be more open to the community and to try new ways of using the facility beyond just as a wedding venue. With the planning team involved, we were able to conduct an in-depth analysis of related data from a perspective other than concept design, such as the characteristics of the people who visit Omotesando, trends in the wedding market, and the atmosphere desired for corporate parties. They were also able to put the concept design into words well, which added depth to concept design of each floor and made it easier to communicate to clients. I think what makes NOMURA Co.,Ltd. so interesting is the environment where we can cooperate beyond team boundaries, and I have learned a lot myself." Yoshimura's attitude toward work is filled with a spirit of challenge, always seeking to create something new. Yoshimura: "Almost all of our clients want to create new ways of using things and scenes that have never been seen before, and they expect us to propose new worldviews and ways of thinking. Sometimes we are asked to have a global perspective, not just a Japanese one. When working on such challenging projects, I always keep in mind to enjoy concept design. When you try to create something new, you will hit all kinds of obstacles. But I think it is important to enjoy even that process. When you start to hear people say, 'I'm looking forward to the finished product,' that is a sign that you are on the way to a good concept design. Ultimately, the important indicator is whether the space you want to bring someone special to, and whether it makes you excited." "A space that blends into people's lives." A passion for concept design that connects people and spaces Yoshimura says that what led him to pursue a career in spatial concept design was an experience he had in high school. Yoshimura: "When I was in high school, I often went to a local coffee shop to study. It was there that I realized that a cup of coffee costing just 140 yen had a place in the lives of so many different people. There was the old man who came every week at the same time, the English conversation teacher, the couple who always sat at the same table chatting. This space, which cost just 140 yen, enriched people's lives. The moment I realized this, I wanted to concept design the spaces of these shops. So I talked to my art teacher, and he told me about art school, and the next day I started attending an art prep school." With a strong passion for spatial concept design, he went on to art school. While in school, he had the opportunity to take a class with Shigechiyo Suzuki, the current Executive Creative Director of NOMURA Co.,Ltd., and through his interactions after class, he became interested in the company. Yoshimura: "Every time we met, he would talk about his work with a smile on his face and seem to enjoy it. Suzuki was in his mid-50s at the time. Seeing someone with many subordinates talking about their work with such enthusiasm made me think, 'This company has lively designers and a sense of momentum.' So I started to look into NOMURA Co.,Ltd. Ltd., interviewed, and decided to join." After joining the company, Yoshimura began his career as concept design in the Commercial Environment Company. In 2010, he joined the concept design team called 'AND'. Yoshimura: "AND is a group of designers led by Kosaka Ryu (Senior Executive Officer Chief concept design Officer NOMURA Co.,Ltd.), who specializes in creating high-quality spaces. For around 10 years, Kosaka thoroughly drilled into me the essence of concept design. I will never forget the first time I was entrusted with the restaurant project, GENIE'S TOKYO. I learned the difficulty of creating a restaurant while considering all sorts of things, such as its profitability, facilities, and the flow of staff and customers. As a designer, I didn't just draw pictures, but also worked with people from all kinds of industries to create a store." Through this experience, Yoshimura realized the dynamism of how a single line drawn by him can move so many people and money, as well as the weight of responsibility that comes with it. Yoshimura: "There was one time when I had them make something based on the drawings and blueprints I had made, and a mistake occurred...I had to bow my head and ask them to fix it, and it was a project that made me realize firsthand the gravity of failure. At the same time, I learned a lot about the importance of connections with people. I was grateful to have become friends with the people on site, and they helped me out when I was in trouble later on in the job. I really felt the importance of not just concept design, but also relationships with the people on site." Painting a future of rich housing with an innovative concept design approach ▲ Dear Homes Mita Yoshimura returned to NOMURA Co.,Ltd. in 2021, formed his own team, and took on the role of room chief. He then went on to work on two memorable projects. Yoshimura: "The first one was Dear Homes Mita (a renovation project for an apartment building for the wealthy). It all started with work I did at AND, and the client I worked with contacted me saying, 'I heard you've returned to NOMURA Co.,Ltd. Co., Ltd. We'd love to have you work with us again this time.' To be honest, I was surprised. They asked me to work on it personally, not as a member of AND, the team that Kosaka was on. I was very happy that they appreciated the carefulness with which I worked and my approach to concept design back then." Yoshimura says that it was a project he worked on with great enthusiasm in order to meet the client's expectations. He took on the challenge of residence concept design from a new perspective. Yoshimura: "In the housing market for the wealthy, calm tones and colors that evoke a sense of peace were the norm. However, based on my experience in restaurants and commercial facilities, I thought it might be possible to incorporate more upbeat, uplifting colors and concept design into homes. For example, I proposed using color in key areas that would normally be white, or flipping a shelf over to change from wood to colorful leather, allowing for easy redecoration, just like changing your clothes." This innovative approach led to his next big project. Yoshimura: "When I spoke with art director Shun Kawakami in a nomlog* interview, he was very interested in the design process for this home and my method of expressing the richness of the home. He asked me if I'd like to work with him, and that led to the job of concept design a new bathroom concept for LIXIL." This project gave Yoshimura the opportunity to fundamentally rethink the concept of bathroom space. Yoshimura: "When planning living rooms and bedrooms, I carefully consider wall placement, storage visibility, eye movement, and color, but I realized I hadn't given much thought to the spatial composition of the bathroom. I wanted to offer a variety of ways for users to enjoy the bath, so I concept design it around a time axis. By simply adding a small curved wall to the bathroom, I proposed a way to shift moods between washing and soaking. I also emphasized the importance of expanding options. A home is one of the most expensive purchases you'll make in your life, yet I feel like there are limited styles available. I believed that reflecting the same breadth of options available in bathroom concept design as when choosing a cell phone or clothes would enrich the home, so I expanded the color and concept design options." Through these projects, Yoshimura deeply considers the richness of the home and proposes new values, bringing about changes in the hearts of those who spend time in these spaces. *nomlog: https://www.nomlog.nomurakougei.co.jp/ A media outlet within NOMURA Co.,Ltd. Group that pursues the possibilities of "space" and "experience." These space-creation professionals share behind-the-scenes insights, daily efforts, and unique insights. "Aiming to be a designer team that people choose." Yoshimura Room's challenge: Connecting with People and Creating Spaces. Yoshimura says the rewarding part of his job is the connections he makes. "I strongly believe that creating a space cannot be done alone. No matter how talented a designer you are, it won't come to fruition without the craftsmen who can bring it to life. And of course, it wouldn't even begin without the client. That's why I love the sense of accomplishment I get from working together with others, and that's why I continue to do this job. When a long-term project is completed, we sometimes create a photo album as a gift for the client. It includes never-before-seen concept design sketches, factory inspections, and photos we've taken. I really love the moments when we can share the great things we've created together." Yoshimura, who values connections with people, spoke about his vision for the future. Yoshimura: "I'd like to challenge myself to see how well we can be accepted on the world stage in a few years' time. Even if I'm in charge of a facility in Japan, the people using it are customers who have seen wonderful places all over the world. I have to create something that many people will find wonderful. With that in mind, I'm feeling a strong desire to experience for myself whether my aesthetic sense and sensitivity will really be accepted overseas." Yoshimura Room also has a clear goal. Yoshimura: "For the past four years, our goal has been to 'become a design team that is chosen.' This is a pretty big statement, and not something that can be easily achieved. But we will continue to set big goals, and ultimately, we aim to become designers who are designated for requests from overseas." Finally, Yoshimura talks about the appeal of NOMURA Co.,Ltd. Yoshimura: "The appeal of NOMURA Co.,Ltd. is that there are many people who are willing to help, as well as seniors you can respect and juniors who inspire you. It's rare that you can immediately think of a senior you respect in your own company or a junior you think is excellent. I feel very blessed to be able to improve myself in an environment where we can discuss concept design on a daily basis. That's what's great about our company, so I'm still here." With an eye on the world, in a stimulating and growing environment, Yoshimura will continue to pave the way for the future of spatial concept design, carefully attending to each and every space. *The information is current as of September 2024.

Momoko Sagawa joined the company in 2019. After gaining on-site experience in the sales department, she made a career change and is now involved in formulating short- to mid-term business strategies and providing support to management in the Corporate Strategy Office. Believing in the power of concept design, Sagawa has spent her career working to solve problems from the other person's perspective. She discusses the future vision for business that only NOMURA Co.,Ltd. can envision. Synergy born from diverse backgrounds. Aiming to realize strategic management with an eye to the future, Sagawa is a member of the Corporate Strategy Office. Her main responsibilities include formulating short- to mid-term business strategies and supporting executive decision-making. Sagawa: "Our mission is to formulate management strategies while grasping trends in society, industry, customers, competitors, and all stakeholders and conducting a bird's-eye view analysis of the environment in which our company finds itself. In doing so, we aim to contribute to management by considering what our company should be like based on the current situation within the company and changes in the external environment, and by considering and implementing appropriate countermeasures. The Management Strategy Office was established only a few months ago. We work closely with various departments within the company, including the Business Division, as well as the Corporate Planning Office, which is responsible for medium- to long-term management strategies." The Management Strategy Office is made up of professionals with diverse backgrounds, including sales, business planning, and directors (production management). Each of them works while making use of their respective expertise. Sagawa: "I'm currently in charge of the Sales Promotion Division, which is the largest organization within the company. The Sales Promotion Division is responsible for working with customers to create each and every space. My main job is to understand the strategies and initiatives of Executive Officers and each business division that are leading the strengthening of these businesses, and to consider how to develop the business as a whole company based on that. Data management is also an important role, and I'm working on effective ways to utilize accumulated data and improving its accuracy. In the early stages of strategy planning, I mainly interact with management, including the executive Executive Officers, but in the phase of concrete implementation, I work in close communication with each business division manager and team member." Sagawa is in his sixth year with the company. Throughout his career, he has valued the concept of concept design. Sagawa: "concept design is not simply drawing blueprints or creating designs. I believe it is a process of grasping the essence of a problem and finding a solution while engaging with people's hearts and sensibilities. I believe this kind of concept design thinking can be applied to any job, and as a universal value, it has formed the foundation of my work. For example, data represents facts, but it is only one element in decision-making. In dialogue with others, it is important to understand the true meaning of words, their true causes, and the background behind them. At the same time, I believe that by grasping the facts, we can correctly understand the current situation and make the best decisions regarding the essence of the problem." A book paved the way to problem-solving. Sagawa's interest in concept design, in pursuit of borderless creativity, began when he was in high school. It all started with a book given to him by his father. Sagawa: "My father, who works in concept design, gave me a book called 'concept design that Works on Energy Issues' and I learned that thinking itself is concept design, and that it can be a means of resolving various social issues. I remember being deeply shocked because up until then I had thought that concept design was the domain of a select few with a keen sense of style." Sagawa then went on to study spatial concept design at university and a wide range of subjects from product concept design to urban development at graduate school. After graduating, he sought an environment where he could create something from nothing and ended up at NOMURA Co.,Ltd., Ltd. Sagawa: "After considering other industries, I decided on the display industry. This is because I thought I could move many people's hearts by being involved in creating spaces that are closer to people's lives and have many points of contact. The reason I chose NOMURA Co.,Ltd., among others, was because I felt there was the possibility of trying new, unprecedented things. Even for unprecedented projects, it is because they are at the top of the industry that they are able to make innovative proposals for customers and work on a wide range concept design. The wide range of value they can provide was extremely appealing. I was also attracted to the organizational culture, which was one of the reasons I decided to join the company. What made a lasting impression on me during the interview was that I was able to have a conversation that went beyond the relationship of student and interviewer and was like a person-to-person conversation. I was impressed by the freedom, flexibility, and customer-first attitude that came through our conversation." After joining the company, Sagawa was assigned to the sales department, which was his own request. "I wanted to work in a position where I could directly interact with clients, gain a deep understanding of their challenges, and provide value beyond spatial planning and concept design. I also wanted to utilize my knowledge of architecture and concept design, which is my strength, to understand the client's needs in detail and then consult with the in-house director (production manager) on how to create the design. I also wanted to act as an interpreter, so to speak, by digesting the designer's intentions and explaining them to the client as clearly as possible." After four years of on-site experience, Sagawa learned the importance of putting oneself in the other person's shoes. "Clients have different levels of understanding of spatial design. Some can read blueprints, while others cannot. Depending on the client's characteristics, I would create documents with conceptual diagrams and attach a separate document summarizing the details to the estimate. I didn't just submit blueprints that met the client's requirements, but also made sure they were easy to explain when the person in charge took them back to the company. My experience as a salesperson, understanding what the client really needed, is still useful in my current job." From sales to strategy. Leveraging his on-site experience, Sagawa worked in sales, primarily on commercial projects, tackling organizational challenges. He worked hard to ensure the success of projects, including obtaining a Commercial Facilities Specialist license. "Even in stores with nationwide operations, meticulous customization is required based on regional characteristics, customer attributes, and store features. Wanting to use all my knowledge to help customers solve their problems, I worked hard to acquire a wide range of knowledge, from commercial facility design and planning to store operation and marketing. As a result, customers trusted me as a partner, and I felt a great sense of responsibility and fulfillment in being asked for my opinion as a space production professional." Furthermore, Sagawa's work experience deepened his knowledge of business strategy and management. His desire to contribute to the organization led to a major turning point in his career. Sagawa: "I thought that by incorporating my sales experience and on-site perspective into the work of the corporate division, we might be able to bring the entire company together and demonstrate better teamwork, so I used the self-reporting system* to request a transfer to the Corporate Strategy Office (formerly the Business Strategy Department). The Corporate Strategy Office is home to many people with practical experience, but I believe that the reason my self-reported request was accepted was because, in the midst of strengthening company-wide strategies, the perspective of younger talent was needed." What drove Sagawa was the desire to "be of use to someone." Sagawa's motivation is his feelings toward the seniors who have trained him, his customers, and the society beyond. Sagawa: "I'm the type of person who gets emotionally invested when it comes to doing something for someone else. When I was in sales, I was focused on customers, but now I'm focused on the company and my colleagues, so nothing has fundamentally changed. Since transferring to the Corporate Strategy Office, the range of people I interact with has expanded dramatically. When I was in sales, it was very rewarding to see the smiles on the faces of customers and end users after a property was completed and hear their words of gratitude. I also felt like I was in a position where I could have an impact on society through our customers. Now, I feel the same sense of accomplishment when I think that the initiatives I was involved in are helping employees and the company's decision-making, even if only in a small way. When I think that many employees are making an impact on society through their customers, just like I did before, I feel that my influence, however indirect, is spreading. That makes me feel both rewarded and at the same time a great sense of responsibility, and I work with the desire to make a positive impact as quickly as possible." Sagawa has been in the Corporate Strategy Office for over a year. He says that his experience from his sales days has been very helpful in his current role. Sagawa: "Until now, we had an issue where valuable information collected through the efforts of our frontline staff was simply accumulated, but not fully utilized in our work. So we proposed a system that automatically visualizes the data collected by our frontline staff, allowing those who input data to use it in their work, and developed and implemented a data utilization tool. As a result, we were able to improve employee productivity and the quality of our strategy planning, and we received high praise from many stakeholders, including the business division. It was an extremely gratifying experience to be able to utilize the frontline perspective I developed during my time in sales." * Self-reporting system: As part of career development, this system allows employees with three or more years of service to request a transfer to another department. Turning the strength of each employee into the strength of the organization. The future vision of the organizational structure envisioned by the Strategy Department. One of the roles we aim to play as a Strategy Department is to lead the way, setting guidelines and waving the flag so that the entire company can move in the same direction. As a member of the Corporate Strategy Office, Sagawa has a future we want to realize. Sagawa says, "I feel like the activities of the corporate division are hard to see from the business divisions. By increasing transparency, we aim to make it clear that we are all working in the same direction as the business divisions, and to create an organization where each employee can feel that the entire company is working together." This is something that can only be achieved at NOMURA Co.,Ltd.. Sagawa has the following to say about the appeal of the company and what it should be like: Sagawa: "I believe the greatest appeal of NOMURA Co.,Ltd. is its ability to demonstrate teamwork in the face of unprecedented challenges and to create innovative solutions with a unique approach. Looking around, I'm proud to say that it's rare to find a company that contributes to society through such interesting manufacturing. I believe that this creative problem-solving ability is the source of our company's competitive advantage. If we can take the lead in creating an environment where each employee in the business division that provides spaces to customers can continue to work happily and with enjoyment, and create a place where they can fully utilize their abilities, I believe that our potential as an organization will increase even more than it is now, and we will be able to continue providing customers with richer, happier spaces." Sagawa will continue to use concept design thinking to focus on the essence of challenges and support NOMURA Co.,Ltd. 's evolution and the creation of new value. *The content is current as of July 2024.

Tokita Keiko says with a smile that the time she spent working with her team members is more memorable than the scale or impact of the work. As a sales representative leading multiple projects, she interacts with many stakeholders every day. Now embarking on her career as a manager who brings teams together, Tokita talks about the joys of sales and the appeal of NOMURA Co.,Ltd. Sales Department 1 is involved in many projects. Daily communication is important Tokita is the manager of Sales Department 1 Section 1, 5th Business Division, Sales Promotion Headquarters. This department is responsible for the specialty store market, and she is constantly promoting multiple projects with six other staff members. Tokita: "Our section is responsible for a wide range of projects, from apparel shops and retail stores in commercial facilities to banquet halls at bridal facilities and restaurants at resort facilities, as well as vocational schools and historical museums. At NOMURA Co.,Ltd., we call each project a "JOB," and what makes our section unique is that we have an incredibly large number of JOBs within the company. As a section manager, it is of course my job to manage the team's sales and attendance, but it is also important to keep track of the progress of each JOB that each section member is responsible for and support their advancement, including by providing advice." Tokita says that close communication with team members is essential when managing a huge number of projects. Tokita: "Basically, I have them record the progress of each project in a weekly report, and we share that information at our weekly department meetings. But what's even more important is daily communication. When it comes to large-scale projects, difficult negotiations, or trouble, I speak to the relevant members directly, chat with them, and make sure to catch up on each one in detail. I believe that by increasing this kind of daily conversation, I can create an atmosphere and relationships where people can come to me for advice at any time." Meanwhile, Tokita is also currently in charge of three or four major projects as a player. He explains the division of roles with his team members as follows: "When customers come to NOMURA Co.,Ltd. for consultations, they often don't have a clear idea of what they want from the start, such as, 'I'd like you to do this much work,' or 'I'd like this type of work done at this price.' For this reason, we in sales first organize the customer's requests in concrete terms, clarifying both parties' roles, responsibilities, and work content before presenting an estimate. Projects have been getting larger recently, so this initial organization is even more important. I take the lead in organizing the requests, and once the job starts to take shape, the team members take the lead." Even in the midst of a major crisis, he remains sane with a smile. A large-scale project overcome with the help of such colleagues Tokita has been in sales at NOMURA Co.,Ltd. for about 11 years. While he has worked on numerous projects, he says that the most memorable one was the large-scale renovation of a certain facility. Tokita says, "The reason I feel this job was worthwhile is not so much the scale of the project or the results itself, but rather the intense time I spent with the JOB members leading up to its completion. While the impact on the company and society is certainly important, what's most memorable is the work of overcoming difficulties together with the members and creating something valuable. In that sense, I'll never forget this project, which I worked on for about a year and a half as the JOB leader. After presenting the perspective drawings, we found ourselves in a situation where we had to make significant adjustments to the budget, creating an unprecedentedly difficult situation." The client wanted value engineering (VE) rather than cost reduction (CD). Tokita and his team repeatedly tried and tested different methods to stay within budget while retaining the necessary functionality and concept design. Tokita said, "We all brainstormed to see if there were any areas that could be trimmed away, making changes to the underfloor structure and finishing materials, while being careful not to affect the quality or appearance. We even reused some furniture from the client's existing store, and after three months of adjusting the VE, we were able to make it happen within budget. Despite the difficult situation, when the team got together, we all congratulated each other, chatted about trivial things, and laughed, creating a very cheerful atmosphere (laughs). I think that's why we were able to overcome it, and it's a job that left a particularly strong impression on me." The design and construction phases of this project were separate, and Tokita joined during construction phase and led the team. Although this was the first time many of the team members were working together, he said there was one thing he kept in mind. Tokita: "First, I focused on getting people to know me and building a relationship of trust. I made clear what the team was aiming for and what we wanted to achieve, standardized the common language and tools used by the team, and created an atmosphere of 'Let's all work together to perform well!' I also made sure to gain the trust and cooperation of my teammates by tackling each challenge with a strong determination: 'I'll cover for you no matter what mistakes you make,' and 'I'll work for everyone, for the team.'" Inheriting the DNA of craftsmanship from her father. Chasing a new career in an environment where she could balance child-rearing. Tokita grew up in an environment where craftsmanship was a familiar experience, as her father was a craftsman who made Japanese-style lighting fixtures. "Large pieces of lumber would be brought into my father's workshop, and after a while, they would be turned into products and shipped out—I saw this as a normal sight from a young age. My father didn't teach me anything about craftsmanship, but I feel that this formative experience has had a significant influence on my current work." After graduating from university, Tokita worked in sales at an apparel company, where she became interested in store displays and moved to an interiors company. After working there for about six years, she decided to quit when she got married. Tokita: "My previous job was at a small company, so I wasn't just in sales; I was also involved in production work, from ordering to on-site support. Although I felt that my job was fulfilling, after getting married I wanted to work at a more relaxed pace, and so I found a job opening for an office position at NOMURA Co.,Ltd., and started working as a temporary employee. However, it seems that office work wasn't suited to my personality (laughs). I stopped working as a temporary employee when I gave birth to my first child, and after giving birth I joined the company again as a sales employee." While working in sales, Tokita also tried to balance work and childcare. Although she found childcare difficult, she says she was supported by understanding colleagues around her. Tokita: "When I had to take sudden time off because my child was unwell, everyone was so supportive and said things like, 'It's okay, so just go and pick him up,' and 'We work as a team, so we'll figure it out,' so it was really helpful. Also, there are many seniors in the company who have returned to work after maternity and childcare leave, so it was easy to imagine what it would be like to return to work. I think it's this kind of supportive environment and atmosphere that accepts diverse working styles that has allowed me to continue working." The turning point in Tokita's career was when she was appointed section manager. She looks back on her feelings up until that point as follows: Tokita: "A few years ago, I gained confidence that I could handle even fairly difficult projects in my sales work at NOMURA Co.,Ltd., but I couldn't find my next goal... I was thinking about trying something new, finding something to build a foundation for my career, when my boss recommended me for a management position. To be honest, I was hesitant, but I decided that if I was given the chance, I would do my best. I'm still a novice as a section manager, but I would be happy if I could build a career that will serve as a benchmark for the other members, including my work style." The joy of meeting the expectations of a fully custom-made company. Tokita, who wants to continue growing together with colleagues who love making things, was asked about the appeal of a sales position at NOMURA Co.,Ltd., and his eyes lit up as he spoke: Tokita: "The best part is that every time we receive a completely custom-made request from a customer. The best part of this job is drawing out what the customer wants and exploring what we can do to meet them. I find that process the most enjoyable, as we plan and concept design within NOMURA Co.,Ltd. to create the desired space based on intangible objectives. Also, through my work I meet customers from all kinds of industries, so it's very stimulating, as it feels like I'm learning something new about society every day. Every time I meet with a customer I learn something new, like, 'I didn't know there was a business like this' or 'I didn't know this information', and I'm also happy that my knowledge expands as I research it myself." Tokita also emphasizes the "kindness of the people" as an attraction of the company. Tokita: "Even though our jobs and positions vary, such as sales or design, many of us have a strong passion for manufacturing. Everyone here is considerate of others, which creates good teamwork, and that's why we can overcome any difficulties together. When I work with such colleagues, chatting about this and that, I truly feel glad that I work for this company." Tokita concludes with a powerful message for students interested in sales positions and those looking to change jobs. Tokita: "When you hear the word 'sales,' you might imagine a mentally and physically demanding job, such as standing at the front line and acting as a liaison with customers. But at NOMURA Co.,Ltd., salespeople don't have to handle everything alone. Team members are there to support you if you run into a problem, and your superiors and seniors are there to listen to your concerns. Sometimes they even accompany you to customers to support negotiations. Just because you're in sales doesn't mean you have to think and decide everything on your own. The entire organization has a support system in place, so you can work with peace of mind. Salespeople are required to be considerate and attentive to details, rather than the energy to handle everything on their own. Customers and coworkers appreciate it when someone notices and considers the smallest details, and I'd be thrilled to work with someone like that." Tokita is always surrounded by smiles and energy. A single word from her brightens the entire team, and she inspires courage to move forward even in difficult situations. Tokita's brilliance will continue to illuminate the future of NOMURA Co.,Ltd.. *The information provided is current as of July 2024.

Fumito Matsuda, CEO of Heralbony, who launched a company that deals with art by people with disabilities, and Akane Yamaguchi, a designer at NOMURA Co.,Ltd., who has been exploring spatial concept design that generate various forms of communication. What new value are they trying to create through the collaboration between the two companies? We spoke to the two of them.

Thirteen years have passed since the Great East Japan Earthquake. Reconstruction has finally begun in some areas. What kind of reconstruction will they aim for in these disaster-stricken areas, which are still uninhabitable? The challenge continues to be to build new community spaces where people of all ages can gather and connect, while reviving the connections that once existed between people.

We have invited architect Yuko Nagayama, known for her architectural concept design that encompass not only the building itself but also the experience of the place, to speak with Asako Harayama NOMURA Co.,Ltd., Ltd. about the new relationship between architecture and interiors, sustainable architecture for the future, and more.

We want to protect Japan's forests - everyone wants to do this, but when it comes to how to achieve it, it's hard to find an answer. However, there is a team that thinks together with the people in timber-producing areas and keeps working to inject new value into their work.

A new area, "Witch's Valley," has opened at Ghibli Park. In a secluded corner, "Howl's Castle" stands as if it were a living thing, just like in the world of the film. What kind of ingenuity and challenges did they face to realistically express the worldview of the animated film in an actual building?

Among the many technologies that support spatial creation, BIM (Building Information Modeling) is one of the most popular at present. BIM continues to evolve day by day, and is set to dramatically change the way work is done, from spatial design, layout to on-site construction.

REMARE was founded in 2021 near Toba Bay. REMARE's initiative is to recycle marine plastic waste into highly artistic materials. Why did REMARE start this initiative, and what is their vision for the future?

Cities are creatures of the times. As time passes, what people want from a city changes, and the city also changes its position and reassesses the value it provides. Where on earth should this city head? One city has thought long and hard about the future and created a symbol of what it aspires to be.

Representative Director President and CEO Kiyotaka Okumoto, who has been involved in space creation for over 130 years since the company was founded, talks about the type of space he would like to challenge in the future.

In the Business Production Department where I work, we draw up ideas to solve social issues and engage in business development activities to realize them. In particular, in the Public-Private Partnership Business Development Department, we are working on the development of new public facilities in response to the recent increase in dual-income households, changes in the environment surrounding children, and the aging of public facilities, which has led to a growing movement to reorganize facilities.

The R&D project "material record" that NOMURA Co.,Ltd. Future Creation Laboratory has been working on and the resulting sound device "noon by material record"* (hereinafter referred to as "noon"). Just recently, the Osaka Healthcare Expo 2020 Osaka Kansai...

How children spend their time after school is a major issue in society today. There are issues such as overcrowding in childcare facilities and being busy with extracurricular activities and cram schools, which means children are unable to find time to play freely. In December 2023, the government will announce "Guidelines for creating places for children," which include specific efforts to create places for children, such as "increasing" and "...

How children spend their time after school is a major issue in society today. There are issues such as overcrowding in childcare facilities and being busy with extracurricular activities and cram schools, which means children are unable to find time to play freely. In December 2023, the government will announce "Guidelines for creating places for children," which includes specific efforts to create places for children, such as "increasing" and "striving"...

It's been about two years since the grand opening of the Shizuoka City Museum of History. This is the third installment in a series delving into the significance of opening a history museum in Shizuoka City. This time, we interviewed curator Ayano Masuda, who was in charge of the early modern period displays, Nayu Ota (as of 2022), who was in charge of the modern period displays, and NOMURA Co.,Ltd. technical director, who was in charge of the actual displays production, including dioramas and models.

Hamamatsu Science Museum "Mirai-La", operated by NOMURA Co.,Ltd., Ltd./SBS Promotion Joint Venture as the designated manager, has gone beyond the framework of a social education facility and promoted initiatives to promote the attractions of the region and resolve local issues. As a model case of museum management in today's co-creation society, we interviewed the director and staff about their efforts over the past five years and their thoughts on the community-participation-based displays renewal.

Not only do they create spaces and displays, but they also create original museum goods... We'll introduce you to the wide range of work that NOMURA Co.,Ltd. Co., Ltd.'s planners are involved in. A research and breeding facility for the Amami rabbit, a special natural monument, is scheduled to open in the spring of 2025. In the first part of this article, we reported on the development of museum goods, which also serve to build momentum...

The Japan Association of Museums has compiled a "Desirable Form for Museums." It advocated for a "museum of dialogue and collaboration," and more than 20 years have passed since then. In this article, Eri Saito, a planner at NOMURA Co.,Ltd., interviews Tomoyuki Nakao, who previously worked at a museum before moving to the Agency for Cultural Affairs. To what extent have these proposals been realized? What are the important things for museums going forward?

In this article, under the theme of "Possibilities for future work styles as contemplated by someone born in a temple or shrine," planner Ito, who was born in a temple, will look into the issues surrounding local shrines and temples, such as a lack of successors and the problem of vacant and abandoned temples, from the perspective of "work styles." In this article, Ito, a planner born in a temple, will look into the issues surrounding local shrines and temples, such as a lack of successors and the problem of vacant and abandoned temples, from the perspective of "work styles." Nakatani, a designer born in a temple who is in the same situation, and Ito, a man born in a shrine who works mainly in the hotel market...

As a comprehensive space production company, NOMURA Co.,Ltd. Group not only designs and construction spaces, but also manages facilities after they open. The Business Production Headquarters Operations Division provides comprehensive and inclusive management of the entire facility, including research and curatorial departments, with a focus on cultural facilities such as museums, science museums, and art galleries. We work with the various people affiliated with these facilities...