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Deliver "Delight and Passion" to people
through space creation

空間創造の最前線で幾多の困難なプロジェクトを牽引する加藤 優至。2026年春からは東京に異動となり、最大手デベロッパーを担当する部署で手腕を振るっています。配属のギャップからキャリアをスタートさせ、いかに独自のスタイルを確立したのか。未知の領域に挑む突破力と空間の未来を切り拓く強いビジョンに迫ります。最適解を考え抜く。条件を削ぎ落とし、顧客の“本質”を見極めるスタンスアーバン・リテール推進本部に所属し、主任としてプロジェクトの推進を担う加藤。日々、レベルの高い案件と向き合う中で、自身の役割についてこう語ります。加藤「クライアントの営業窓口という立場と、プロジェクトの推進担当の二刀流で各種案件に従事しています。すでに受注している案件の進行だけでなく、今後の仕事を開発するための販促も行っています。現在の部署は少数精鋭で、量・質ともに高いレベルが求められる環境です。だからこそ、私自身が率先してプラスアルファの価値を体現しなければなりません。また、大阪時代に多くのデベロッパー様を担当して得た知見をチームへ還元し、業務を抱えるメンバーをサポートすることも、私の重要な役割だと考えています」最大手デベロッパーが手掛ける、量・質ともに求められる水準が高いプロジェクトを進行していく上で、加藤が仕事の根底に置いている価値観があります。加藤「常に心がけているのは、物事の本質を見極める視点です。相手が発している言葉の裏にある本音や、顕在的・潜在的なニーズがどこにあるのかを考えるんです。利益やコスト、労力といった条件ありきで提案の方向性が決まることも多いビジネスの世界だからこそ、一度そういった条件をすべて取り払い、『何が本当に最善か』を考え抜き、その後に条件を加味して着地点を探っていく。そんな複合的な思考プロセスを大切にしています」さらに、その価値観は加藤の業務範囲を自ら広げていく営業スタイルにも表れています。加藤「自らの業務範囲を限定せず、常に領域を広げる姿勢を大切にしています。未経験の領域であっても自ら問いを立て、新たな価値につながるアイデアを積極的に提案し、自発的に推進する方が自分らしく働けます。だからこそ、目先の利益にとらわれず、未来を見据えた好奇心を持ってコミュニケーションの幅を広げていく。そうした率先したアクションが、結果的にお客さまの期待を超える価値提供につながると実感しています」 新たな領域へ飛び込む。配属のギャップを乗り越え、“基礎・基本”を土台に挑んだ若手 ▲「阪堺電車花田口停留場上屋改修工事」阪堺電車提供学生時代は、世の中に影響を与える仕事を志し、広告代理店などを目指していたと話す加藤。就職活動の中で乃村工藝社に入社を決めた経緯について、次のように振り返ります。加藤「実は就職活動中、いただいた内定を承諾するか迷う場面もあったのですが、私の状況や考えを正直にお伝えしたところ、誠実に向き合っていただけたんです。その人間味と私への期待の高さが入社の決め手となりました。当時はイベント会社という認識で応募しましたが、入社後には空間プロデュースというディスプレイ業界の想定以上の奥深さに触れ、新しい環境で挑戦する面白さに気づくことができました」勤務地や担当市場は、当初の希望とは異なる環境でのスタートとなりました。しかし、その環境下において、加藤は独自の視点でモチベーションを高めていきます。加藤「当初の希望とは異なる環境からのスタートでしたが、どのような場所でも自ら楽しみを見出し、創り出していく発想を持っていました。まずは与えられた場所で全力を尽くそうと考えたんです。私は幼少期にサッカーをしていたのですが、父の仕事の都合で転勤族として育ったことから、行く先々で新しいサッカーチームに加わる経験をしてきました。そのことから、どんなコミュニティでも目立つ能力に頼る前に『基礎・基本』を備えて輪に入っていく姿勢が不可欠だということを学びました。仕事も同様で、まずはどこでも通用する土台を固めるべく『10年は修行』と捉え、誰よりも実務の数をこなすことを意識しました」土台を築きつつも、持ち前の好奇心で新しい仕事を開拓していきます。入社数年目には、前例のない路面電車の駅舎改修プロジェクトにも自ら手を挙げたと加藤は振り返ります。加藤「行政からのご相談で、コンセプトやデザインといった企画部分の費用が限られた枠組みでの案件でしたが、『前例のない新しいチャレンジとしてやってみたい』と強く惹かれました。道路を掘り返して駅舎を建て直すという大掛かりな工事だったため、社内からは『空間ディスプレイの会社が受ける仕事ではなく、建設や土木業界の領域だ』との懸念も出ましたが、だからこそ挑む意義があると感じたのです」社内の懸念や厳しい予算の壁に対しても、加藤は強い熱量をもって道を切り拓いていきます。加藤「予算の壁を越えるほどの熱量やビジョンを伝え、若いメンバーと共に新たな経験を積みたいと上司を説得しました。結果的に新入社員とタッグを組み、実直に現場を完遂しました。予算や前例がない中でも、熱量を伝えて周囲を巻き込み形にしていく。未知の領域へ踏み出したこの時の経験は、今の私の大きな原点であり、自ら業務範囲を広げ、新たな価値を提案していく現在の働き方に直結しています」 複雑な利害をまとめ上げる。実直な調整と情熱が生み出した、空間創造のダイナミズム▲「中座くいだおれビル」数々の現場を通じて実直に経験を積み重ねてきた加藤は、やがて巨大なプロジェクトを牽引するようになります。入社4年目で自ら志願して担当した「中座くいだおれビル」のリニューアル案件について、当時の想いを語ります。加藤「この案件は、私の20代から30代を象徴するプロジェクトであり、社内やお客さまに一番育てていただいた仕事です。当時、これだけ規模の大きなプロジェクトを若手に任せてもらえること自体が非常にうれしかったですし、ワクワクしました。コロナ禍を経て再始動した際には、お客さまから『加藤さんにこのまま任せ続けたい』と言っていただき、強い責任感を持って取り組みました」長期にわたるプロジェクトではプランの全面変更もありましたが、お客さまからデザインの方向性について全幅の信頼を寄せてもらい、当社のクリエイティビティに委ねていただくことができたと加藤は語ります。加藤「当社のデザイナーも含め、チーム全員でお客さまの領域までしっかりとケアしながらプロジェクトに従事していたことが大きかったと思います。また、社内外含め総勢40名にもおよぶ関係各社が集まる中で、幹事的な立場でそれぞれの意見をすり合わせ、お互いの意見を尊重しながら着地点を見出す経験を積めたことは、自分自身の大きな成長につながりました」また、2023年に着手した「日楽座相撲ホール」のプロジェクトでは、施設側と出店者側の間に立ち、複雑な状況下での調整が求められました。加藤「スケジュールや施設側の要望など、高い次元のオーダーが重なる案件でした。私はすべての条件を整理し、メリット・デメリットを可視化して、関係者全員が納得して決断できるプロセス構築を心がけました。各部署の意図を丁寧に汲み取り、全体会議で最適な着地点を見出すなど、クライアント内の調整をサポートしたことがスムーズな推進の鍵になったと感じます」この案件では、予算をいかに捻出するかという課題に対しても、加藤ならではの柔軟な発想が活かされました。加藤「オープンの祝い花を装飾に活かす『祝い提灯』のアイデアを提案し、採用していただきました。誠意をもって考え抜いた提案であれば、困難な状況でも必ず受け入れていただけます。自らの行動で事態を好転させ、仲間を増やしていけることこそが、この仕事の最大の醍醐味です」迷ったら厳しい方を選ぶ。前例のない領域へと枠を広げ、空間の未来を先導する営業という役割に留まらず、幅広い業務を自ら巻き取っていく加藤。そうした立ち回りを実現するためには、社内での連携や仲間づくりが欠かせません。加藤「思いや熱量をしっかり伝えれば、周りは必ず耳を傾けてくれます。そのためにも、プロジェクトメンバーだけでなく、同じフロアや建物にいる人たちとの仲間づくりを日頃から意識しています。オフのコミュニケーションも大切にし、フットワーク軽くさまざまな場に顔を出すようにしています。そして何より、言葉に説得力を持たせるために、しっかりと実績を残すことにもこだわっています。実績が伴ってこそ、影響力を持って新しい挑戦ができると考えています」実績と社内外の信頼を積み重ねてきた加藤は、今後挑戦していきたい目標についてこう語ります。加藤「これまでは空間をつくることが主でしたが、今後は建築的な知見も交えながら、ブランディングや運営を見据えて全体最適を提案できる、『コンサルをコンサルする』ような新しいビジネスモデルを作りたいと考えています。また、チームとしても、常に先の展開を見据え、自ら『船を先導していく』ような集団にしていきたいです。自分たち主導で考える時間を生み出し、より本質的な価値の提供に時間を使える組織を、自分のチームから広げていきたいですね」空間の未来を先導し続ける加藤は、乃村工藝社で働く魅力と自身のビジネスの哲学を胸に、これから出会う仲間との共創を見据えています。加藤「この業界は、常に未知の壁に立ち向かう環境ですが、それを面白いと思える方には最高の会社です。まずは着実に『基礎・基本』を徹底し、その土台の上に自分なりの挑戦を重ねていってください。また、もし選択肢が2つ現れたなら、ぜひ自分にとって『厳しい方』を選んでみてください。リスクを恐れずその選択を積み重ねることが、気づけば大きな財産となります。私たちが生み出す空間は、エンドユーザーに直接喜びを届け、世の中に大きな影響をもたらすことができます。この想いを共有し、共に挑戦できる方と働ける日を楽しみにしています」決して枠に収まらず、真摯に相手と向き合い続ける加藤。リスクを恐れず前例のない領域へと踏み出すその情熱は、これからも周囲のプロフェッショナルたちの知見や熱量を引き出しながら、新たな空間の可能性を力強く先導していきます。※ 記載内容は2026年4月時点のものです

Kohei Hirota joined the company in 2017 and began his career as a planner. He has supported numerous projects as a planner in settings that require a multifaceted perspective, such as corporate museums and international expositions. He talks about the essence of creating spaces that move the hearts of visitors, which he discovered through coordination, and his determination for the next stage. Inspired by the DNA of passion and challenge behind the technology Hirota, who belongs to the Planning and Production Center of the Creative Division, is currently in charge of project promotion as a Room Chief. One of the projects he is working on is the basic plan for a new museum to be built within the headquarters of a major domestic technology company. Hirota: "We're not just displays the latest technology; we aim to create a space where working people and children can interact with technology and have their inner 'creativity and curiosity' stimulated. We want it to be a place where people can experience the DNA of passion and challenge, and be inspired to think about what they too can do for society. We carefully uncover the 'human thoughts' behind the technology, such as the decisions and challenges of the developers, and re-edit them into displays and experiences that everyone can relate to, regardless of their expertise. And by giving them 'shape' as a space, we are trying to create a place that deeply resonates with visitors." In this process, what Hirota pays the most attention to is matching the "pace" of the dialogue with the customers. Hirota: "Instead of using technical jargon, we choose words that are easy for customers to understand, and we thoroughly share the 'sense of progress'—what stage the project is at and what has been built up. Every time, we carefully start by reviewing the previous meeting, breaking things down and making the progress visible." In parallel, the renovation of the training facility for medical professionals is also underway, which requires a high level of expertise. Beyond simply organizing the necessary functions for the facility, they are required to design a wide range of functions, from displays the company's history to providing lectures on home healthcare. Hirota: "We want to understand our clients' needs and create a facility that aims to contribute to patient safety and the advancement of medicine, not just for medical training. We want it to be a place for valuable communication with diverse stakeholders and to generate new business opportunities. To that end, I spend my days reading through vast amounts of materials, aiming to understand unfamiliar medical terminology and the context of the industry." "How do you get someone who dislikes Asian food to eat it?" The fun of the job that he felt from a question on the entrance exam During his university days, Hirota majored in media sociology and was passionate about competitions in the advertising research club, so he initially aspired to work for an advertising agency. However, during the job interview, he received a crucial point from the interviewer: "You are the type of person who takes time to think things through, which is a little different from the personality required in the advertising industry where quick thinking is essential." Hirota: "To be honest, I had a feeling about it myself. So when I heard that my personality didn't fit into that industry, I accepted it at face value." Later, a friend told him that there were many people with similar ways of thinking in the display industry, including NOMURA Co.,Ltd., Ltd. Hirota: "When I visited NOMURA Co.,Ltd., I was instantly captivated by the way the senior planner who was speaking there spoke. I found his personality interesting, and I felt that his attitude of genuinely loving his customers while working was an appeal that I didn't see much in other companies." The entrance exam for NOMURA Co.,Ltd. also stimulated Hirota's intellectual curiosity. Hirota: "The question I was given was unique: 'How can you get someone who dislikes Asian food to try even one bite?' My answer wasn't simply about persuading them with the taste, but rather presented a logic that unravels the connection to what they usually like. Through the sharp questions about my answer and the presentation of my plan within a limited time, I got a real sense of the enjoyment and challenges of the actual work, realizing, 'This is probably the kind of work they do every day,' and that's when I decided to join the company." Hirota joined the company in 2017 and was assigned to the department in charge of the corporate museum, where she quickly faced the harsh realities of the job. Hirota: "Not only do I have to think about the plan and the words, but I also have to take a multifaceted approach to things, including the graphics, video, and the way the space is designed, and then give it form. At first, it was difficult just to keep up with the conversations. First, I tried to grasp the big picture and not miss what the customers wanted to convey and the points that would resonate with the visitors. That's how I've been working relentlessly since joining the company." Serious questions that arose after the experience, and the value of this job that she felt from the children's faces ▲2025 Japan International Exposition Panasonic Group Pavilion "NOMO Country" A major turning point for Hirota was the 2025 Japan International Exposition Panasonic Group Pavilion "NOMO Country" project. This pavilion was based on the concept of drawing out the potential of children through experience, and Hirota was busy in a hub position that involved concretizing the experience content, managing the schedule, and acting as a liaison with external creators. In this massive project, Hirota deliberately imposed a tough role on herself, saying, "I don't care if I'm disliked, I'll say what needs to be said clearly." With the opening dates already set, the schedule was always tight. Hirota: "Even if it was a request from customers or stakeholders, if I judged that it would detract from the interestingness of the space or would not be beneficial to visitors, I had the courage to firmly refuse, saying, 'That's difficult,' from a feasibility standpoint. I felt that my role was to continue to guarantee the quality of the project." This was also an action to act as a "breakwater" to make the most of the knowledge of talented external creators and produce the best possible output. Hirota: "With the creators, I tried to understand them deeply and change my approach accordingly, while at the same time 'subtly' conveying the essential feelings that customers couldn't compromise on. I focused on creating an environment where everyone involved in the project could function comfortably." During the six-month period of the event, one scene was deeply imprinted on Hirota's mind as he observed what was happening on site. It was the sight of children intently looking at displays and thinking about something with their fresh sensibilities in the "children's section" that had been newly established through operational ingenuity. Hirota: "I witnessed a moment when a child seriously asked their teacher, 'This is what I think, but what do you think, teacher?' about something they had experienced. The children took it more seriously than adults could have imagined. I truly felt that what we were doing was worthwhile and meaningful." I want to create moments when someone's feelings reach out to others. The joy of creating spaces that I want to share with my juniors. Hirota, who was promoted to Room Chief in 2025, has been deeply affected by the words of a senior colleague in the company: "If you can't sell big-picture ideas, you'll have no future as a planner." Hirota: "Until now, I've stuck to a style of working hands-on and supporting the front lines on site, but from now on, I want to have a higher perspective and become someone who can propose the attractive 'framework' of a project itself. If I do that, customers will approach the project with great expectations. Also, even if I don't do everything myself, my juniors will be able to fully utilize that framework. I want to be able to create many big-picture ideas like that." Hirota's evolution from "planner to creative producer" is not something that can be completed alone. Hirota: "There are limits to my own imagination. That's why I value attracting specialists in each field who can lead projects to heights I couldn't reach on my own, and building trust with them. My job is to ensure that designers are confident that 'on the foundation Hirota has laid, we can focus on the best possible expression without hesitation,' and that they can freely unleash their talents. To that end, I continue to hone my skills in organizing the project's objectives and complex conditions better than anyone else, and clarifying the path forward." Hirota describes NOMURA Co.,Ltd. Co., Ltd. as "a place where many people are incredibly sincere in their approach to work." Hirota: "Their unwavering pure curiosity about concept design and communication, and their constant questioning of 'what can we do to make the world a better place,' is what inspires me the most." Hirota has the following wish for the younger colleagues he will work with in the future. Hirota: "At the exhibition, I witnessed a scene where a child was asking a question to their teacher. It was a moment when the feelings of the customers and planners reached the visitors through the creation of the space. I would love to share that scene with others. To see the words you spoke beautifully expressed by the hands of a designer and reach the visitors. I would be happy if my juniors could also feel that emotion." Aiming for that moment when her feelings reach someone, Hirota continues to develop grand concepts to give shape to the possibilities of spaces yet to be seen. *The information provided is as of February 2026.

Keiichi Yamazaki joined NOMURA Co.,Ltd. midway through 2020. As a production manager, I am involved in large-scale projects involving developers and general contractors. Yamazaki, a professional who leads the field with careful dialogue and meticulous planning and continues to support the realization of difficult spaces, using the knowledge he cultivated during his time as a general contractor will talk about the reality and rewarding of his work. The front line of the field where a high degree of coordination is required. "Dialogue" and "Planning" to Lead Projects to Success Yamazaki belongs to the 2nd Division of Product Direction Department 1, Sales Promotion Division, First Division. The department, which consists of 10 members, mainly collaborates with developers and general contractors to create new spaces. Yamazaki: "Recently, the number of redevelopment projects has increased considerably, and I am often involved in such large-scale projects. Currently, I am in charge of two major projects, one of which is the construction of the new construction of the Papal Embassy. We carry out overall supervision and management in partnership with general contractors. The other is the construction plan for the partial floor of the "tallest building in Japan" due to the redevelopment of the Tokyo Station area. This is also currently in the stage of planning in cooperation with the general contractor, but once the site starts operating, we plan to be stationed on site to manage the construction." In order to run projects smoothly at the forefront, Yamazaki always keeps two things in mind. The first is to communicate with those around you and build a solid relationship of trust. Yamazaki: "The most important thing is to build a relationship of trust with each other as soon as possible. If there is a lack of communication, there is a risk that problems in the field will not be shared and that problems will be discovered after they have grown. The main purpose is to prevent this from happening and to proceed smoothly in practice. For this reason, we try to have opportunities for close dialogue. For example, after on-site work, we go out to dinner and try to get to know each other's personalities not only through work but also through private topics and daily interests. By doing so, we create a sense of distance that makes it easy to report and consult." The second is thorough schedule management to ensure that the project is completed. Yamazaki: "Rather than putting off time-consuming work from the planning stage, we try to respond ahead of time and schedule to allow room for the second half of the process. From the construction industry to the world of interiors. A new challenge of production management that makes use of past knowledge ▲ "Starbucks Reserve(R) Roastery Tokyo" Yamazaki's career before joining NOMURA Co.,Ltd. is based on his experience in the construction industry. Yamazaki: "For about 20 years, I have supervised reinforced concrete and new steel construction sites such as rental apartments, nursing homes, and kindergartens, and I have experience in all aspects of construction management, including process, safety, quality, and cost control." Yamazaki has experienced supervising various sites, but gradually deepened his interest in interiors. Yamazaki: "I have been involved in various architectural projects at the general contractor, but gradually I became attracted to interiors 's work interiors NOMURA Co.,Ltd., which creates interior spaces with detailed details. I wanted to take on a new challenge by creating a space full of commitment that I had never experienced before. I have worked on many famous properties, and I decided to join the company because I was convinced that NOMURA Co.,Ltd. would give me even more experience." Yamazaki joined the company mid-career in 2020. The challenge I faced after joining the company was "building cooperation with each department." Yamazaki: "Since it takes a long time to go to the field, there is a tendency to have less involvement with the company. Therefore, the first challenge was to build relationships with which departments to consult with which tasks. If I didn't understand, I first consulted with my boss, confirmed the appropriate point of contact, and then personally approached people from each department to build relationships." Helped by the internal culture of easy consultation and cooperation, Yamazaki gradually expanded his internal network. While he was confused by the new environment, he said that his past experiences sometimes provided him with solid support. Yamazaki: "Since we can understand the general contractor's perspective and the process they are looking for, we can build a very smooth relationship by providing proactive support. By continuing to do so, you will have a strong trust in the entire team and will be able to say, "I'll leave it to NOMURA Co.,Ltd.." It's an environment where you can make use of your experience as a general contractor, and it's rewarding to be able to make use of your knowledge and make a contribution." Creating a difficult space is a continuous learning. The process of giving shape to concept design is interesting ▲ Since joining the common area of the high-class residence that Yamazaki was in charge of, Yamazaki has worked on a wide range of projects. The genres of spaces he works on are truly diverse, such as the interiors construction of hotel VIP rooms, the interiors of the residence "Parkwell State Kamogawa", large-scale office renovations of foreign technology companies, and even the construction of the commercial environment of a large complex in the city center. Among such projects, Yamazaki cites the high-class residence project, which will be completed in 2025, as a successful experience that he has felt a solid response. We have achieved a very difficult space with a complex structure with not many straight lines, and we have received an internal award. Yamazaki: "There were many curved surfaces, and the process of accurately positioning the walls was very difficult. We worked with our partner companies to create detailed construction drawings of where to base. In particular, the installation of triangular buildings on the ceiling with a height of about 10 meters was carefully thought out from the structure of the substrate. In addition to safety, we thoroughly verified how to install it efficiently and beautifully. In the end, the combination of triangular articulations resulted in a very impressive space in which light was refracted and beautiful shades were created. After many adjustments, the sense of security and accomplishment when it was neatly housed as I had envisioned was beyond words." The series of challenges to give shape to such a difficult space has become a new learning and driving force for Yamasaki. Yamazaki: "I am also facing the creation of the 'base' for attaching decorations and heavy objects while updating my previous knowledge. interiors It is very fresh and fun to come into contact with new areas that need to be learned, such as unique construction methods and materials. How can we make it easier to maintain later and ensure safety for a long time? When new materials come out, we always update our knowledge, such as inviting manufacturers to hold study sessions throughout the company." Yamazaki says that the process of giving shape to concept design itself is his own reward. Yamazaki: "I also realize the fun of production management every day. Even in facilities with similar uses, the way they are created and approached is completely different depending on the designer's intentions. Each project has a new challenge, and it is attractive that you can always tackle it with a fresh mindset. I like to watch the process of the space gradually being completed from an empty place, and I feel a sense of accomplishment when it is completed." I don't say "I can't do it." With pride as a specialist in his heart, Yamazaki has overcome various scenes to challenge the next big stage, and has a goal that he would like to challenge in the future. Yamazaki: "I would like to try a big project on an unprecedented scale. As the number of redevelopment projects increases, I would like to expand the scope of my current area of responsibility by further construction and work on the creation of larger spaces. I want to continue to challenge myself to test and expand my potential beyond the limits of how far I can go. At the root of that challenge is the desire to always remain a specialist. I would like to enhance my expertise and not easily say "I can't" to difficult requests, but to continue to explore how to achieve them. To that end, I would like to continue to absorb diverse knowledge in the future." While expressing his passionate feelings, he values his role as a support role for his stance within the team. Yamazaki: "I think my strength lies in my role of taking a bird's-eye view of the whole and smoothly promoting the project rather than standing at the forefront of the team. From Yamasaki's point of view, what matches NOMURA Co.,Ltd. and production managers is "positive, serious, And an open-minded person." Yamazaki: "Even in difficult situations, if you do not have a proactive and positive attitude, you will not be able to turn the situation around on the field. Also, only by accumulating serious and sincere responses can you gain the trust of the people involved. In addition, it is not only necessary to be good at speaking, but also to have listening skills that can accurately grasp the other person's intentions. I think that only when you understand what the other person really wants and have an open attitude that you can cooperate well with those around you and lead the project in the right direction." Finally, Yamazaki talks about the appeal of working at NOMURA Co.,Ltd.. Yamazaki: "There are many bright and humorous people in the company, and there is a warm environment where you can easily consult with each other while facing your work seriously. It is also attractive that the scope of projects handled by each business unit is truly diverse. From entertainment venues to cultural venues to commercial areas for redevelopment like the one I am responsible for, the nature of the client's industry and space is completely different. Because each business unit handles different spaces, the appeal of our company is that there are a wide range of opportunities for challenges." Based on his solid technology and knowledge, Yamazaki will continue to take on the challenge of creating spaces on an unprecedented scale with pride as a specialist. * The information is current as of February 2026

After working at the local prefectural office and a design office, he moved to NOMURA Co.,Ltd. and is active in the construction management department. He established a new role while building trust as a bridge between project stakeholders and received an internal commendation. We will approach the history of Komuro, who took on the challenge of creating a gorgeous space from a rigid site to the world of creating a gorgeous space, and his future prospects. The key to project success is "dialogue skills". To a presence that supports with technology and trust The Construction Management Department, to which Komuro belongs, is a department that manages interiors space projects and supports businesses for large-scale and special projects. We enter from the planning stage of the project and provide comprehensive support for the technical part on behalf of the client. Komuro is mainly in charge of construction management (CM) related to interiors. Komuro: "My main job is to perform technical management when building new buildings or renovations. Specifically, I am in charge of schedule management, quality control, and risk management in interiors and displays construction as a representative for customers. He is also a coordinator who stands between customers, project stakeholders, and internal members to ensure the smooth progress of the entire project. I am involved in a variety of customer projects, such as commercial facilities and hotels, without being limited to specific fields." As a commercial and project management (PM), communication is the most important thing for Komuro to lead a successful project. Komuro: "I try to take a bird's-eye view of the entire project and carefully understand the positions and opinions of each stakeholder, and if necessary, I communicate with the stakeholders before the meeting and play a role like a "lubricant"." Not only does he play a role as a coordinator, but also as a spokesperson for the client, by building a relationship of trust with internal and external stakeholders. It also serves as a bridge to deliver technical recommendations and judgments to the field. Komuro: "In terms of technical content, we represent points that are difficult for customers to say, and frankly convey their opinions on the pros and cons of construction and the process to designers and construction. Although he is a "spokesperson", he does not just convey it, but carefully conveys what needs to be said while being considerate of everyone involved. We place great importance on that kind of "quality of coordination." The background to this ability to demonstrate this coordination ability is Komuro's diverse experience and NOMURA Co.,Ltd. 's knowledge of space creation that he has cultivated over many years. Komuro: "Through dialogue with various stakeholders, we emphasize finding the best solution for our customers, and we respond to different NOMURA Co.,Ltd. issues for each project, such as whether to prioritize cost or schedule, by utilizing the rich know-how we have cultivated in space creation." From a rigid site to a glamorous stage: a turning point led by challenges▲ Komuro, who studied architectural history at KANDA SQUARE Graduate School, began his career at the local Fukushima Prefectural Office. While in charge of the maintenance and management of public facilities, he is also involved in the construction of government buildings and the reconstruction plan of the joint government building that was damaged by the tsunami. Komuro: "At the prefectural office, I was involved in the construction of government buildings and the renovation of existing government buildings as a supervisor, and I was able to experience building maintenance and earthquake-resistant construction in three years, and I decided to move on to the next step when the government building I was in charge of was completed." After that, he changed jobs to a local design office. While being in charge of a wide range of tasks from design to construction management by myself, an encounter becomes a turning point. Komuro: "When I was in charge of designing an antenna shop for a confectionery manufacturer at the design office where I worked, I had the opportunity to come into contact with interiors construction because Head Office was being built at the same time. That's where I first learned about the display industry and felt that it was a glamorous and interesting job. When I was looking for a new job, I learned about NOMURA Co.,Ltd. and was attracted to entertainment jobs such as creating spaces for amusement parks. I decided to join the company because I wanted to challenge the display world, which I had no experience in before." After joining the company, I was in charge of the KANDA SQUARE project planned in the Kanda area in the design department. On the commercial floor of a 21-story office building built by Sumitomo Corporation in Kanda, Komuro was in charge of the working drawings. Komuro: "It was a challenging project to combine Kanda's history and culture with modern concept design and traditional techniques of craftsmen, aiming for an innovative yet accessible space for everyone. The traditional methods of brick and plastering were used for the walls, but it was necessary to meet high earthquake resistance standards, and the construction of heavy materials compared to painting was a major challenge. Sumitomo Corporation, designers, and craftsmen communicated directly with each other to promote the project and solve technical problems one by one." Komuro recalls that being able to smoothly proceed with the special project gave him confidence in the limited time of two years. Komuro: "We worked with excellent designers and guild members to successfully overcome difficult technical challenges. The customer was very pleased, and even in the subsequent earthquake, there was no damage to the wall, and the project was successful. In addition, I believe that my strength is that I can make various adjustments based on my experience on the client side of the business operator, construction, and designer based on my experience in my previous job." Flexibility and responsiveness to overcome difficulties ▲Rihga Royal Hotel Osaka Vignette Collection In November 2023, Komuro took a one-month childcare leave when her second child was born. It was the timing of the start of the room renovation project at Rihga Royal Hotel Osaka. Komuro: "The first child was able to balance childcare and work due to remote work due to the coronavirus pandemic, but the second child had to travel back and forth to Osaka due to a project. After returning, I continued to travel to Osaka 2~3 times a week for a year and a half, and with the cooperation of my family, I was able to lead the project to completion." This project involved more than 40 people from multiple professions in the company alone, and it took about one and a half years to renovate the guest rooms. Komuro takes on a new challenge there. Komuro: "Previously, sales were in charge of managing the progress of the project, but Rihga Royal was a large-scale project involving more than 40 in-house members, so we decided to take on a new role called 'in-house PM', which is responsible for customer contact work, project progress management, and coordination of each department." This system centralizes operations that were previously handled by each department separately. By answering customer questions, adjusting schedules, and considering design changes, the in-house PM was all in charge of efficient project management. Komuro: "By introducing the new system, we have been able to significantly reduce waste throughout the project by preventing duplicate questions from multiple departments and centralizing schedule changes and cost management. This initiative also led to an internal award in FY2024. Komuro: "We have received internal awards, and there is a growing focus on in-house PMs, but not the same method can be applied to all projects. In the future, we would like to flexibly arrange according to the characteristics of each project and expand it to more projects. By expanding the new role of in-house PM to the entire NOMURA Co.,Ltd., I would like to contribute to improving project momentum." Behind the space, what kind of existence do you aim to have as a construction management department with solid trust and professionalism? Komuro talks about the prospects of the department. Komuro: "We aim to be a department that is recognized by customers as 'if we leave it to NOMURA Co.,Ltd., the project will proceed smoothly,' and for that reason, I would like to increase the number of members who can promote the project as a commercial. Also, as an individual, I am not particular about a specific genre, but I would like to take on projects like amusement parks in the future." In the days of accumulating trust and experience, there are many moments that I find rewarding. Komuro: "There are various large and small mountains in the project, but I get a sense of accomplishment every time I overcome each of them, and I think the joy of completion as well as the sense of satisfaction at the key points of the project are the main attractions of this work." Komuro talks about the appeal of NOMURA Co.,Ltd. from a unique perspective. Komuro: "I think it is a company that creates spaces that move people's emotions, such as exhilaration, excitement, and excitement concept design. I am almost always involved in the buildings that are talked about, so I can feel the pride of being able to say to my children that 'my dad made this' in a stimulating environment." Regardless of the scale or content of the project, we listen to the voices of each person involved and carefully coordinate them. Utilizing this attitude and rich experience, Komuro will continue to strongly support the creation of NOMURA Co.,Ltd. spaces from behind the scenes. * The information is current as of May 2025

Haruka Amano joined NOMURA Co.,Ltd. as a new graduate in 2015, wanting to be involved in the cultural market, such as museums and public facilities. As the sales chief of the Cultural Environment Business Division, she has worked on numerous projects. Having experienced childbirth and raising children, Amano, who is also involved in R&D activities addressing the psychological and psychological accessibility issues faced by various users of cultural facilities, talks about her career so far and her thoughts. To be the best understanding partner for our clients. Grasping their true feelings through careful listening. Amano belongs to the Sales Promotion Headquarters, Cultural Environment Business Division, Sales Department 1, Section 2, which has national and local government clients and handles projects for public facilities such as museums, art galleries, science museums, libraries, and childcare support facilities. Amano: "The area we cover spans all over Japan, from Hokkaido to Kyushu. Within that, I mainly handle projects in Tokyo, and currently I am working on multiple projects, including the design of a national displays facility and consulting work for a ward's tourist center and library." The large-scale national displays facility project currently underway is in schematic design stage. We carefully listen to our clients' requests regarding the kind of space and displays they envision, and then work with our team of designers and planners to translate those requests into plans and concept design. Amano: "As a sales representative, I'm responsible for the detailed communication with our clients. My role starts with project management and also involves drawing out the clients' true feelings. As a sales representative, I want to be the client's greatest confidant. I want them to feel that I'm easy to talk to and that they understand me, and I strive to be closer to the client than any other member of the company. I don't just listen; I try to understand the thoughts behind what the client says. In this project, some of our clients are creating museum displays for the first time. That's why I believe that carefully and thoroughly listening to their essential needs is the key to realizing what the clients truly want." Amano also explains that working with public facilities presents different challenges compared to corporate projects. Amano: "Public facilities are projects that use valuable tax money, so we need to prioritize thinking about how they should be used by users such as citizens (taxpayers). A method we often use is workshops with users such as citizens. Recently, we have been conducting interviews with people who have had difficulty going to museums in the past, such as people with visual or hearing impairments and families with small children, who feel that they 'want to go but can't.' There is a growing movement to make these places more open." Amano, who has become aware of these issues through his work, has been participating in an in-house R&D activity called "Inclusion & Art" for the past three years. Amano: "With the themes of 'creating an inclusive society' and 'creating co-creation mechanisms' through creative activities, we are conducting research on 'how to improve the psychological and physical accessibility of destinations for all people.'" For example, we're creating a card-based workshop tool called "Inclusive concept design Pattern" that involves creating spaces through dialogue with the users of those spaces, and we're also developing new tools that allow people to enjoy appreciating paintings by relying on touch and sound rather than sight." Development and proposal skills learned at cultural facilities nationwide. After maternity and childcare leave, she moved to a new way of working. At NOMURA Co.,Ltd., even sales employees usually spend their first year gaining experience in the production department before starting their sales careers in their second year. However, Amano's case was a little different. Amano: "I was interested in planning even before joining the company. So, with the understanding of my supervisor at the time, I was able to gain experience in the planning department in my second year." Although this kind of career path is not basically set up in the current system, as an exception at the time, after gaining experience as a planner for a year, she was able to work in sales for a year, taking on projects at cultural facilities nationwide. From 2016 to 2019, Amano worked on numerous projects, including the design displays for Kumamoto Castle's main tower and Matsumoto City Museum, and construction of Kikuchi City Central Library. "Government projects are characterized by the lack of continuous customer relationships like those with corporations. Once a project is completed, you have to rebuild relationships with clients from scratch and create new projects and work yourself. I learned that 'development skills' are extremely important in sales in the Cultural Environment Business Division. Also, having gained planning experience in my second year, I began to think that by combining 'development skills' with 'proposal skills,' I could become a salesperson who can draw out the essential needs and desires of clients more effectively. For example, if a client wants to create digital content, instead of just introducing trends and examples, I propose various alternative methods in different directions, drawing out the realization that 'this is what I really wanted to do,' and connecting it to concrete work. I felt that I wanted to develop the ability to present possibilities for turning ideas into reality." After that, she took maternity and childcare leave from 2019 to 2021. Before returning to work, she had a meeting with her supervisor, and she recalls that being able to carefully discuss her future work style gave her peace of mind. Amano: "I told them that I wanted to work shorter hours, that before giving birth I was in charge of projects all over the country and traveled a lot, but from now on I would like to be assigned to projects in the Kanto region with less travel distance, and that I wanted to gradually increase my workload." After returning to work, she became more conscious of working more efficiently with the support of those around her. Amano: "With the understanding of my supervisor and colleagues, it's an environment where it's easy to communicate requests and situations. Currently, I leave work on time without doing overtime to match the time I pick up my child from daycare. I've become more thorough with my schedule management than before I returned to work so that I can respond even if my child suddenly gets a fever or urgent work comes up. I prioritize things considering their urgency and importance, and manage my daily schedule down to the minute." A new challenge utilizing her knowledge of inclusion and art. Her cultivated proposal skills are blossoming ▲ National Museum of Emerging Science and Innovation permanent displays "Nanairo Quest - A story of the future living with robots" Immediately after returning from maternity and childcare leave, Amano gradually got used to her new way of working by taking on a supportive role for her supervisor. He says that he gradually felt a growing desire to "take on more challenges and manage work on my own as a salesperson." Among the projects he took on were the permanent displays at the National Museum of Emerging Science and Innovation (Miraikan), "Hello! Robot," "Nanairo Quest - A Story of the Future Living with Robots," and "Nobel Q." He tackled large-scale projects for about two years, from the development stage to securing the proposal, design, and construction. Amano: "It was a cross-functional team with members I had never worked with before, such as the company's content team and graphic team, and there were many stakeholders, so it was difficult to coordinate everything. In particular, displays content was a new and unprecedented approach, such as displays that combined robots with puzzle-solving and displays that allowed visitors to experience aging, so we worked together with the company team and the client, grappling with the challenges as we created it." In this project, he also emphasized the perspective of inclusive concept design. Amano: "We invited people with visual and hearing impairments, wheelchair users, children, and the elderly to conduct numerous demonstrations and tests of displays, and incorporated the various opinions that came up. It was a field I was personally interested in, but this was the first time I had been seriously involved in it as a job. I learned a lot from the discoveries and insights I gained from the opinions of those directly affected." In 2023, after being promoted to chief, Amano took on her next challenge by participating as a supervisor in the Tokyo National Museum's "Asobiba☺Tohaku" project. ▲ Tokyo National Museum "Asobiba☺Tohaku" ©Nakasa & Partners Amano: "In November 2024, the museum opened for the first time a place where children and their guardians could play freely together for a limited time, and NOMURA Co.,Ltd. was in charge of planning and supervision. 'We want children who will be the future leaders to take home the feeling of "That was fun!" after playing to their hearts' content at the museum. And we also want to provide a comfortable space for guardians who bring their children to the museum, where they don't have to worry about disturbing others.'" "With that in mind, the Tokyo National Museum planned this project. We leveraged our in-house R&D expertise in "Inclusion & Art" to propose safety aspects for the fixtures and fittings in the play space for children, as well as the design of graphics and signage, and the design of the calm-down space. It was really nice to see the children having fun playing after it actually opened." Aiming to create a cultural facility that is open to a wide range of users in an environment that supports what you want to do Amano says that in the future he wants to create a cultural facility that is open to even more people. Amano: "Cultural facilities should be open to everyone, but I feel that the people who actually visit them are biased. In terms of broadening the base and in terms of boosting the cultural market, I want to propose a space that leaves no one behind and is easy for everyone to visit. What I aim for is a world where cultural facilities such as museums are included in people's choices of places to go out. I hope they will become one of the familiar spots that can be enjoyed casually, rather than being difficult places." Amano's thoughts on the cultural market are deeply rooted in his experiences in his hometown of Kumamoto. Amano: "When I entered university, I moved to Tokyo, and it was only after leaving my hometown that I truly appreciated the good things about Kumamoto. From that experience, I thought that if there was a museum that could showcase the charm of the region, people could come to love their hometown even while staying there. This is also why I aimed for NOMURA Co.,Ltd., Ltd. and wanted to be involved in the cultural market." Amano describes the appeal of NOMURA Co.,Ltd., Ltd. as follows: Amano: "I think it's a company that supports what you want to do. I'm involved in a cultural facility project, which was my dream, and if I want to challenge myself with inclusive concept design or something new, I can gather colleagues, master it, and put it into practice in my work. I feel that it's a company that not only helps you complete the tasks in front of you, but also allows you to achieve self-realization. Also, the environment that allows you to return to work smoothly after maternity or childcare leave, and the good relationships with superiors, are all attractive features that make it easy to work in accordance with various life stages." Finally, what does Amano think is interesting about working in sales? Amano: "I get most excited when I'm working on competitions and proposals. That's because it's a situation where my ability to understand the client's needs is put to the test. When my proposal is accepted, it's proof that I've become the client's best confidant. The moment I realize that is the happiest moment for me." *The information is current as of May 2025.

Yosuke Ando's career at NOMURA Co.,Ltd. has been driven by two interests he had as a student: architecture and spatial experience. Since joining the company in 2005, Yosuke Ando has been working to create spaces that are in tune with "how people spend their time. We will unravel his thoughts and journey as he continues to take on challenges, innovate, and create value through experiences. Ando is involved in the entire process from planning to architecture and interiors- keeping the concept concept design ApproachAndo belongs to the Creative Production Center "no.10" in the Creative Division. He is a member of a team that works on a wide range of projects from architecture to interior design, creating new experiences concept design through space. Ando: "My area of responsibility varies depending on the project. Recently, we worked on an in-house recruiting space, an apparel store, and a café in Saudi Arabia. Last year, I worked on a house from architecture to interiors, and now I am working on a hands-on training facility in collaboration with a local specialty product and the renovation of a large-scale commercial facility. In recent years, we have seen an increase in the number of projects in which we are involved in the entire process from the initial planning stage to architecture and interior design. He is involved from the planning stage in collaboration with planners. Ando: "In my team, we emphasize the importance of "ease of understanding" in giving form to the initial concept as it is. By being involved from the planning stage, it is easier to build a coherent concept for the facility as a whole, and we believe that we can create a space with a higher degree of perfection than if we were to proceed piecemeal. However, it is difficult to complete everything on your own, so collaboration with planners is essential." no.10 focuses not only on the quality of concept design, but also on customer satisfaction in the process. As part of this process, we use software called a game engine to visualize the completion projection. Ando: "With the game engine, you can experience the completed space as if you were actually walking through it. Unlike conventional still-image perspectives, the game engine can intuitively convey an image of the space, which speeds up the client's decision-making process and ultimately improves the quality of the project. Although it is time-consuming, we use it for most of our projects." Construction takes time and money, and it is not easy to redo a project once it has been completed. Ando: "We want the client to be satisfied with the project before moving on to the next phase. To this end, we use digital tools to carefully build consensus. I think this process is very important in the creation of spaces. He was attracted to the "charm of space itself" during a visit to the Toyota Municipal Museum of Art when he was in high school, and chose to study architecture at university. Ando: "At the time, I had the strong impression that architecture was a job of creating a "box" called a building, and that architects created works of art that projected their own personalities. However, as I studied, I came to think that I wanted to make proposals that were closer to people's lives and rooted in their actual lifestyles. I also like music, and I used to be a DJ when I was a student. I was strongly attracted to work that is "close to people" through the experience of directly feeling the joy of customers up close and personal. interiors This is also how I became interested in the display industry." With these thoughts in mind, I came across NOMURA Co.,Ltd. while conducting my job search. Ando: "I was attracted by the results I saw in magazines and the way my seniors at the university seemed to enjoy working there. The free atmosphere of the company building at the time was also appealing." He felt that concept design was an environment where he could work closely with consumers and decided to join the company. After joining the company, I was assigned to the Communication concept design Department, where I was in charge of designing corporate showrooms and event spaces. As he was involved in the creation of spaces, he became more and more convinced of something. Ando - "The way people spend their time changes a lot depending on concept design and the space. The shape of a space naturally guides people's gaze and movement. displays By designing how things are presented and how they are perceived, the quality of the visitor's experience itself can be enhanced. This approach came to fruition in 2015 with the "Yaskawa Electric Miraikan," an interactive showroom for which Ando was in charge. Ando: "I worked on this space to communicate industrial robot and motor technologies to the general public in an easy-to-understand manner. As a facility to displays showcase futuristic technology, we made the space itself feel like you are inside a robot concept design and used slanted walls instead of the usual vertical walls. The walls are not at 90-degree angles, but rather irregularly shaped to create a distinctive space. We also installed LEDs in a line on the floor to express a futuristic feel through color changes and blinking. Ando: "In a design with many slanted wall surfaces, it is necessary to adjust the angles in detail while checking the actual appearance in the 3D space. Usually, we outsource perspective production, but to create the intended space, it is much smoother to verify and fine-tune the design by ourselves. This project won several awards. The method of creating spaces with an awareness of people's experience and behavior had a great impact on subsequent projects. A one-of-a-kind space created through a combination of technology and thought ▲Rias coast residenceIn 2016, Ando was transferred to the concept design team "onndo," which was in charge of commercial projects, which he had hoped to work on since joining the company. This team is the predecessor of no.10, to which Ando still belongs today. What awaited him there was a large-scale project to renovate an entire building, Times Square, a commercial facility in Shanghai, China. Ando: "It was a complete renovation, including the architecture and interior design, including removing the flooring, building a bridge, and completely renewing the exterior. It was an ideal project for me because I was able to conceptualize the entire space from scratch over a period of about three years. Ando: "When making proposals to people in other countries, due to language and cultural differences, it is difficult to convey our intentions with just drawings, and I feel that it is difficult for them to understand without visuals. Therefore, in the past, we were asked to revise our perspective many times. As a result, we felt that there was nothing better than a "hands-on" proposal, so we decided to introduce VR. Ando: "During the presentation, I had the president put on VR goggles and had him experience the space while I operated the goggles with a controller. We also partnered with an outside company to analyze the VR model, and by measuring the brain waves of six subjects, we were able to quantify their feelings about the space, such as how comfortable they felt. By quantitatively showing the difference before and after the renovation, the presentation became much more persuasive. This was the culmination of a project that encompassed everything from architecture to interior design. Ando: "It is rare for NOMURA Co.,Ltd. to be entrusted with the design of a house, and the opportunity to be involved from the architectural stage was also valuable. For this project, we made full use of BIM (Building Information Model)* and managed data consistently from design to construction. We consolidated all information, including materials used, floor and wall specifications, and facility details, as if we were constructing an entire building in a digital space." The strong northerly winds characteristic of the Sea of Japan region were addressed by incorporating the city's alley configuration into the architecture. design administration Ando: "The most enjoyable part of the project was that we were able to design not only the building itself, but also the relationship with the surrounding topography and streetscape, as well as the scenery seen from the residents' point of view. For Ando, this was a project in which he was able to mobilize all of his learning and perspectives, and it won awards both domestically and internationally. BIM stands for Building Information Modeling. BIM is a system that streamlines work by providing 3D digital models with "attributes" such as floors, walls, and ceilings, and "management information" such as finishes, costs, and schedules, to enable design and construction ・Structures that streamline work by utilizing information for maintenance and managementSpace that is close to people and envisions their future concept design philosophyAndo has been involved in everything from architecture to interior design, and has developed a unique approach to the pursuit of people's lives. In his work from architecture to interior design, Ando has pursued a concept design that is close to people's lives. The most rewarding part of his work, he says, is the moment when a client is pleased with his work. Ando: "In architecture, it is difficult to see the whole picture until completion, and it is a repetitive process of hypothesis and verification. In the process, I find it very rewarding when I realize that my hypothesis was correct, or when I gain the client's sympathy for my attention to detail. The moment when I feel that I have made even a small contribution to people's happiness is a moment that gives me an irreplaceable joy. Ando: "I studied architecture as a student, but I joined NOMURA Co.,Ltd. because I wanted to work on concept design, which is closer to consumers and their daily lives. On the other hand, I have always wanted to be involved in architecture from a people-centered perspective. Recently, I have been entrusted with more and more architectural projects, and I feel that I am getting closer to the ideal I had envisioned when I was a student. NOMURA Co.,Ltd. I would like to continue to pursue concept design, always with people at the center of my thinking, while expanding the scope of my work from areas close to people, such as consumers and interior design, to architecture and urban development. Ando: "Looking back, NOMURA Co.,Ltd. provided an environment that gave me many opportunities as long as I was willing to learn and challenge myself. I am very grateful that I was allowed to work on what I was interested in and wanted to challenge myself at each milestone, such as the introduction of digital tools or a change in departments. I am grateful for the opportunities I was given. Believing that "space has the power to change people's behavior," Ando continues to take on new challenges in the field today. The above information is current as of May 2025.

Mizuki Ogura joined NOMURA Co.,Ltd. in 2018 as a development sales representative. Currently, she is a team leader involved in the conceptualization of mixed-use developments in Japan. Ogura, who previously worked at a trust bank managing domestic securities assets for institutional investors, talks about the background of her career change after encountering space creation and the sense of fulfillment she has found in her new environment. Mizuki Ogura belongs to the Yokohama Sales Office, Development Department 1, First Division, Business Produce Headquarters, and is involved in the development of various businesses as a business producer. Ogura: "In my department, we support the planning and consideration of mixed-use developments and new facility developments in urban areas, mainly for domestic developers. We mainly receive consultations on conceptualization work, including the land acquisition stage and business decision stage, which are at the very beginning of the project." Among these, Ogura is in charge of building a network with developers mainly in the Yokohama area and developing new businesses. Ogura: "We're involved in a variety of development projects, including commercial facilities, offices, entertainment facilities, hot spring facilities, and parks. Sometimes we get consultations at the planning stage, with vague ideas like, 'We're not sure what kind of use or scale would be best for this location, or what we should do,' while other times clients have already done some research and are asking for our professional opinion." In response to these consultations, we assemble a team, mainly consisting of our in-house planning staff, to analyze the area and location. We then derive a direction that takes into account the needs of the region and the intentions of the client. He says that what he values most in this work is "information editing ability." Ogura: "Because we never know what angle a consultation will come from, we make an effort to gather information from a wide range of genres. We exchange information with our clients on a regular basis, picking up on the characteristics of their business and what they might be interested in, so that we can respond immediately when they come to us for a consultation. Sometimes, bringing up a topic ourselves can lead to new business. As part of our information gathering, we actively participate in seminars and inter-industry networking events. Whenever we come across keywords that are currently in the news, such as 'sustainable' or 'agriculture and food,' we go and check them out, building networks with people that our clients might not otherwise have contact with. We sometimes meet mutual acquaintances in unexpected places or connect with unexpected people. We then edit the knowledge and information we have gained in this way and proceed with conversations with our clients, searching for the key to solving their problems." NOMURA Co.,Ltd. says that its strength lies in having employees with diverse know-how and expertise, and being able to assign the appropriate personnel according to the needs of each client. Ogura: "We have a diverse range of talent, allowing us to create appropriate teams and provide a sense of security and comprehensive capabilities. Furthermore, when originality or industry-specific expertise is required, we can also assemble teams by utilizing our external network. NOMURA Co.,Ltd. takes on the overall direction and project management, enabling us to create optimal teams that leverage both internal and external networks." The need for a balance in the workplace opened the door to spatial concept design for Ogura, who previously worked in asset management at a trust bank. Feeling that a space for refreshing oneself is necessary in a workplace that requires concentration and accuracy, he began studying spatial concept design at a concept design school for working adults around 2015. After leaving the bank in 2017, he gained experience through internships at concept design and architectural firms. Ogura: "Through my experiences at concept design school and internships, I realized the significant psychological effect that changes in space have on how people's moods change. I also learned about the power of concept design and wanted to meet the needs of this industry." Realizing that she could utilize her skills from her previous job through project management work, Ogura aimed for a sales position at a company related to space creation, and in 2018 she encountered NOMURA Co.,Ltd. Ogura: "The job opening was for 'Development Sales,' and I was attracted to the fact that I could be involved in the upstream processes of a wide range of conceptual projects, such as developing new customers and new business models. My previous job mainly involved working with a fixed group of people and following established rules, but I wanted to team up with more diverse people and challenge myself with new approaches to work." For Ogura, who started this new career, the first symbolic project as a salesperson was the project related to the "Sumitomo Life 'Vitality' Plaza." Ogura: "Our relationship started around the summer of 2018 when I approached them at displays show where they were promoting health-promoting insurance, and we exchanged information. As I listened to them, I realized that they didn't just want to sell a new product, but wanted to collaborate with the community and provide health support that was tailored to people's lifestyles. At the time, NOMURA Co.,Ltd. had a track record of community development that focused on regional revitalization, so we continued to communicate from that perspective. Then, they mentioned wanting to have a physical base to realize that philosophy, which led to them consulting with us." After about a year of communication, they received the order to develop the business model, and instead of a store that sells insurance, they opened the first store in 2019 as an information hub where people can experience and support health-promoting activities, followed by the second and third stores, and finally the flagship store in Ginza in 2021. From this experience, Ogura gained an important insight. Ogura: "Instead of proposing methods such as store design from the start, I learned that by focusing on understanding the customer's vision and mission, and engaging in repeated discussions as an advisor, we can ultimately build trust and achieve success." The "value of networking" is common to different challenges: new product development and anniversary projects. ▲Yokohama Landmark Plaza "Yokobaru" From 2021, as a challenge in a new field, we have been involved in the development project of "(tentative name) WOOD FLOOR UNIT 3.2," a product utilizing domestically produced timber. Ogura: "We were approached by a client with whom we had a long-standing business relationship regarding the development of a new product for a group company that operates a comprehensive forestry business. What was unique was that we aimed to create a product that could be mass-produced as an off-the-shelf item, rather than a custom-made one. We started by holding idea exchange meetings within the company to gather knowledge from each department. We also reached out to external companies such as a comprehensive metal building materials manufacturer and a wax manufacturer, and ultimately formed a development team with six companies, including Mitsubishi Estate and MEC Industry, and were 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 the forestry industry and the cycle of forests. Various verifications were necessary, such as balancing price and strength, and achieving the load-bearing capacity level of a typical floor. Product development was a first for me, but I worked in cooperation with experienced members of the company, as well as the legal and public relations departments, and completed it in two and a half years. Currently, with the growing awareness of environmental considerations, we are receiving inquiries for large-scale projects such as 'we want to adopt it for an entire building.'" Another project that we have been working on since 2021 is one that was created to commemorate the 30th anniversary of Yokohama Landmark Plaza. Ogura: "As a facility representing Yokohama, we have been discussing with our customers for several years how we can continue to be a driving force in the city. What was distinctive about this project was that we interviewed experts in multiple fields and incorporated external perspectives in an unbiased way. Usually, we decide on the direction of the project and then conduct interviews for verification, but in this project we decided on the big framework and adopted an approach of listening to opinions without preconceived notions." As a result, creating a place that showcases the charm of the region and its food was chosen as the theme for the first phase, and "Yokobaru" opened on May 29, 2025. Ogura: "The reason our client chose 'food' from among many themes was because it's something that visitors can easily relate to. Also, we were able to ask Yokohama-based artist Ryohei Yamashita to create the mural thanks to an introduction from someone who was in management at concept design school where I was studying. Through this project, I realized that by having regular contact with people from various fields, new approaches to work and proposals can be born, which was a great learning experience." Ogura says this about the appeal of development sales, which involves picking up on a client's words and finding clues to solutions based on information from both inside and outside the company. Ogura: "I find it rewarding when we can move forward with a client's 'unclear project.' It's interesting to work together with the client, racking our brains together, and although there is pressure at times, it is also rewarding." In building trust, Ogura keeps in mind a deep understanding of the business and a flexible approach. Ogura: "It's important to delve deeply into our clients' businesses and thoroughly understand their concerns and needs. Even for issues that come up in casual conversation, we don't say 'we can't do it,' but first explore feasible ways to implement them. In situations where there is no single right answer, I believe the mission of development sales is to make the best decisions based on the client's needs and the information gathered both inside and outside the company." Regarding future prospects, he says he wants to advance business development along two axes. Ogura: "The first is to propose spaces and projects that not only espouse themes such as 'sustainable society' and 'coexisting with the Earth,' but actually translate them into people's daily lives and lifestyles. The second is to incorporate extraordinary elements such as entertainment into everyday life. I feel that these elements are in demand when considering how to attract customers. Ultimately, I want to combine both axes to create new spaces. In the future, I hope to involve everyone and take on new challenges regardless of genre." Ogura speaks about the appeal of NOMURA Co.,Ltd. as follows. Ogura: "I feel that there are many people who are working in a way that makes the most of their individuality. Rather than having uniform knowledge and skills, there are many people who have made their interests, passions, and areas of expertise their specialized skills. Especially in development sales, the team changes with each project, so you are constantly required to build teams with new members. I think it is a suitable environment for people who want to meet various people, incorporate diverse ideas, and update their own way of working." Ogura himself has a clear vision of what he wants to achieve within the organization. Ogura: "I want to be the kind of person that people think, 'If I just consult with Ogura, he'll probably be able to create a good team,' 'I'll probably get some ideas from him,' and 'If I ask him, I'll probably get some useful information.' I consider my own individuality to be that I am very curious and interested in everything. I want to continue to be interested in a wide range of fields and express my true self." *The information is current as of May 2025.

Taku Sugimoto joined NOMURA Co.,Ltd. in 2019 through an experienced hire program. He is currently involved in planning hotels, displays spaces, and facilities that collaborate with local communities. Sugimoto has a unique background, having previously worked at a foreign financial institution. He talks about the reasons for his career change, the sense of fulfillment he has found in his new job, and his outlook for the future. Bringing the "greenery" of Odaiba into the building. Creating a space that changes with the passage of time ▲ Sugimoto belongs to the Planning and Production Center of the Creative Headquarters of ARTBAY TOKYO. He works on projects in various fields, including commercial facilities, libraries, and exhibitions, mainly in the hospitality field centered on hotels. Sugimoto: "Currently, I mainly handle work for hotels, commercial facilities, and exhibitions, but from there I am also working on urban development and branding for new facilities." One of his representative achievements is "ARTBAY TOKYO" (ended), which was held in Odaiba. This was an art-based urban development project based in the waterfront sub-center area, and it challenged itself to create a space that brings out the charm of the land. Sugimoto: "What was interesting about this project was that my team, in a producer-like role, collaborated with a wide variety of creators, including external architects, artists, and designers. I received a lot of inspiration in the process of creating it together with various people, from world-renowned artists to up-and-coming architects of my generation." The project began with research in 2018 and was carried out over approximately two years until its completion in the latter half of 2020. Sugimoto: "Odaiba has many commercial facilities, but it doesn't have the same strong historical context as other cities. So, we had in-depth discussions with architect Motosuke Bandai, whom we invited to design the ARTBAYHOUSE pavilion, which symbolizes the project, about 'what kind of space and experience is characteristic of Odaiba?' In fact, Odaiba still has an island that was created in the Edo period, which is the origin of its name. By transplanting plants that grow there into the pavilion and letting them grow, the entire building becomes covered in greenery over time, creating a space that changes. There are open spaces with no roofs, and rooms where the way the light enters differs. Nature comes in and changes. We have created an interesting space where you can experience a new relationship between people and greenery." The opening took place during the COVID-19 pandemic, which limited traditional public relations activities, but the response through social media was greater than expected. Sugimoto: "We took advantage of the striking white walls of the building's concept design, and it became a hot topic, with young people using it as a photo spot for social media and being featured in architectural magazines. We also made new connections with designers and creators through the cafe that was located inside. I think the gravel texture used for the flooring particularly stimulated the senses of children and elicited various reactions from visitors. Word of mouth spread through social media and other channels, and it eventually became such a popular pavilion that there were long lines of people waiting to enter." The happiest job in the world, an extension of what he loves Sugimoto is currently active as a professional in space creation. The origin of this lies in the television programs he watched as a child. Sugimoto: "When I was in elementary school, I loved watching TV programs that introduced houses, and I was always fascinated whenever a building full of attention to detail was introduced. As the youngest child in a family of five and not having my own room, I even thought about rebuilding my parents' house and presented a simple floor plan to my parents." Sugimoto's desire to study architecture grew stronger, and he majored in architecture at university. He later studied abroad in Switzerland, where he gained a new perspective on architecture. Sugimoto: "In Switzerland, I learned the fundamental way of thinking about architecture. For example, when designing schools or museums, the approach is to start by considering the very nature of the facility itself. Switzerland is a politically and economically stable country, so there was an environment where I could purely pursue the interest and beauty of space and architecture, asking myself, 'What is good architecture?' and 'What is a beautiful space?'" During his studies in Switzerland, there was an event that greatly changed Sugimoto's values. Sugimoto: "In Japan, it is common to get a job immediately after graduating from university, but it was completely different in Switzerland. Many people were building their lives at their own pace, such as studying sociology before studying architecture, or going back to school in their mid-30s. They carefully considered what they wanted to cherish and decided on their path while gaining various experiences. I was surprised and impressed by that attitude." His experience of visiting Sri Lanka during his travels around the world as a student also had a great influence on Sugimoto's career. Sugimoto: "I was very impressed by a cultural facility near a World Heritage site that I saw in Sri Lanka. It had displays showing the restoration work and interactive/experiential displays, and it was very well done. When I learned that it was a Japanese ODA (Official Development Assistance) project, I was strongly drawn to the idea that there is also this way of contributing to international affairs." Drawn to international contribution, Sugimoto first began working as an intern at an international organization while still a student. There, he received advice from the director of his internship site that "knowledge of finance and economics is important not only for architecture but also for a career in an international organization," which led him to aspire to work for a foreign financial institution as his next step. Sugimoto: "I joined an international comprehensive financial services company, but it was a very demanding environment with a small number of people handling many tasks. I learned the importance of individual professionalism and producing results every day, but finance was a field far removed from my interests. It was a valuable experience, but I didn't feel that it was a job I wanted to do for the rest of my life." Amidst all this, a series of coincidences led him to NOMURA Co.,Ltd. Sugimoto: "One of the first projects I worked on 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 experience with in my previous job. I became engrossed in the project, going through trial and error, studying the historical changes of commercial spaces and the latest examples from Japan and abroad. In the end, it became a very substantial document, as voluminous as a dictionary, and was well-received by the client. The members assigned to the project were all unique individuals, and being able to think about and concept design the future of spaces with such interesting people was the best job I could ask for." Questioning the ordinary and going beyond preconceived notions. Creating new spaces that connect with the community ▲The Royal Park Canvas Sapporo Odori Park Sugimoto's first major project was the condominium gallery "Brillia Shinagawa Minami Ooi Communication Salon oooi." He re-examined the concept of a condominium gallery and proposed a new form. Sugimoto: "We felt that traditional condominium galleries are like 'black boxes' that suddenly appear before sales begin and are removed once sales are over. We questioned this approach and started with the question, 'What kind of new condominium gallery would be appropriate for the coming era?'" The project aimed to create a space that is open not only to prospective condominium buyers but also to local residents. Sugimoto: "What's important is whether you can imagine what it would be like to live in that area. So, we divided the space into the first and second floors, making the first floor a communication space that can also be used by local residents. When people who are thinking of buying a condominium come down to the first floor after seeing the model room, they can see local residents talking and doing activities, get a feel for the atmosphere of the area, and get a realistic image of what it would be like to live there. We aimed to create a place where relationships between new residents and local residents can gradually be built even before the condominium is completed. We created a space that connects the inside and outside, like a 'veranda,' making it a facility that is open both visually and psychologically, where connections between people are physically visible from the outside." This initiative won the Good concept design Award. The company was highly praised for providing new value that connects people, businesses, and communities, and for its emphasis on solving social issues. Another representative achievement is "The Royal Park Canvas Sapporo Odori Park." In this hotel project, they tackled two major challenges. Sugimoto: "One was to use Hokkaido timber in a variety of ways. The other was to position the hotel as a showcase for the region. We introduced a system where guests can purchase furniture, art, photographs, plants, etc., made by craftsmen and artists associated with Hokkaido. By connecting local creators with hotel guests, we aimed to create a cycle in the local economy, and for the hotel to become a hub in a small economic zone, a starting point for value creation." In addition, among many new initiatives, they deliberately chose not to put televisions in any of the guest rooms, targeting millennials and Gen Z under the age of 30. Sugimoto: "Sapporo is a city of music where the Jazz Festival is held. We installed record players instead of TVs, which has sparked both praise and criticism. Business users have expressed negative opinions, but on the other hand, the younger generation has praised the novelty of actually dropping the needle and listening to music. A good hotel is a place where you can feel the personality of the creators. We aim to be a memorable hotel by providing cutting-edge experiences, rather than a safe, commonplace space." Creativity born from collective intelligence. Because it is a company with interesting people, challenges and encounters are endless. Sugimoto speaks about his future goals, aiming to realize a dream he has nurtured for a long time. Sugimoto: "I have always wanted to contribute to the international community through culture, so I would like to go beyond Japan and work in the world, especially in the Asian region. It doesn't matter if it's a hotel or a cultural facility, but I would like to create a facility or space that can be involved in nation-building." Sugimoto was promoted to Room Chief in March 2025 and took on a team management position. He speaks about his aspirations as a leader as follows. Sugimoto: "What I feel since joining NOMURA Co.,Ltd. is the richness of collective intelligence as a team. The wonderful creativity that is born from coming together. Rather than being led by one outstanding talent, it is a collection of unique individuals, and interesting ideas and new spaces are born from the combination of those individualities. I want to cherish creating spaces that make the most of each person's interesting individuality and characteristics, both in projects and for the members of the rooms." Sugimoto says that the strength of NOMURA Co.,Ltd. lies in being able to utilize the long history of spaces that our predecessors have built. Sugimoto: "What I 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 woven together a step further through the spaces that we create. Of course, we do our best to respond to the challenges from our customers, but at the same time, as creators, we value what we can leave behind for the next generation while inheriting history." Sugimoto sends a message of encouragement to those who are interested in this field. Sugimoto: "As someone who joined from the outside, I can say that this company is full of fascinating people. Not just designers, but people in any profession have had many invaluable encounters that seem like they will last a lifetime. Since members are assembled for each project, you can meet new people all the time. It's a company where you can work on projects of all sizes and genres with truly interesting people." Sugimoto says that it's okay even if you haven't studied architecture or spatial concept design professionally. Sugimoto: "People with diverse backgrounds, such as those with a background in literature, are thriving here. It's a place where you can find work that is an extension of what you love. If you're interested, I'd love for you to jump in." *The information 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 will remain 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. The uncompromising design and management of every detail is essential, as even a single flaw in the design will directly affect the overall completeness of the project. 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 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, wire them electrically, and assemble them, we calculate the work order and number of workers, and take the weather and other factors into consideration. The judgment and efficient work progression skills I developed at these sites 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, gave us 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 my 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 are well known to everyone, will continue to create experiences that go beyond "Delight and Passion." 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.

Naoki Nomura joined the company in 2017 as an experienced hire. Building on the connections he cultivated in his previous jobs, he has further expanded his network and is creating various businesses through space design. Nomura, who describes his work as "lighting a fire where smoke is about to rise," talks about his thoughts and passion for his work. New possibilities born from dialogue. Creating new spaces woven with diverse stakeholders. Nomura is the manager of the Development Section, New Area Project Development Department, First Division, Business Production Headquarters. His work has a unique breadth that goes beyond the typical scope of NOMURA Co.,Ltd., Ltd.'s operations. Nomura: "In the New Area Project Development Department, we keep our eyes peeled for plans that are about to be released to the world. Our main job is to gather information, build relationships with stakeholders, and create opportunities and positions for our participation in projects. The projects we are involved in range from the planning and development of mixed-use facilities, offices, and parks to national projects. Leveraging NOMURA Co.,Ltd., Ltd.'s strength in creating spaces in various fields, we work together with stakeholders from the initial stages of a project to create attractive spaces." When talking about Nomura's work, "connections with people" are indispensable. Nomura: "The core of our work is communication. We talk with a wide range of people, including various business companies, developers, financial institutions, and even landowners. Our role is to take into account the intentions of various people and work together to build plans from the initial stages of facility, space creation, and urban development." Nomura describes his work as "going to light a fire where smoke is about to rise." This refers to the role of finding potential and creating business opportunities there, and to that end, he says he is always striving to gather a wide range of information and build a network of people. Nomura: "I make discoveries by meeting people. It's natural to get information from various sources, but I gain so much more from talking to people. I think about how I can get insights and hints from that and try new things. If I don't put myself in the midst of a whirlwind of information, I don't know what's happening in the world, and I feel anxious when I talk to people. I always try to keep my antenna up and be exposed to various things." Nomura's intellectual curiosity extends to people as well. Nomura: "I often wonder, 'Why do they think that way?' or 'Why did they feel that way?' So I make a point of asking about the roots, hobbies, and way of thinking of the people I work with when we communicate. By deeply understanding the other person, we can naturally build trust, and it's also useful when working together. However, I believe that this starts with getting them to understand me first. Also, when I work, of course I think 'for the company,' but first I think about things from the perspective of 'what can I do for the world?' If I only think about the company, my possibilities will narrow. I value thinking about things not only for the company, but also for the world and stakeholders." Curiosity led him down the path to NOMURA Co.,Ltd.. Looking back at the career of Nomura, who is now at his seventh company, NOMURA Co.,Ltd., a company that leverages its network and knowledge to create new businesses, there has been a consistent theme throughout: "creating something from nothing." Nomura: "Even before joining NOMURA Co.,Ltd., I was involved in planning and development work that created something from nothing at various companies. However, there was no particular trigger or clear inclination; before I knew it, I was working on creating towns, facilities, and new types of stores." Nomura, who values "altruism" in his communication, talks about an event that was particularly memorable for him. Nomura: "A client approached me with a request to build a commercial facility here. However, after considering various options, I felt it wasn't suitable, so I suggested, 'Wouldn't it be better to give up?' It would have been profitable for the company if we had accepted, but I believe it's our role to stop a client if we determine it's not the best option for them. I ended up upsetting the client at first, but later they told me, 'I was glad you took that seriously back then.' I still receive consultations from that client, and we've maintained contact." Having accumulated such deep connections and experiences, Nomura decided to join NOMURA Co.,Ltd. because he wanted to experience working for a leading company. Nomura: "I simply wanted to know what kind of work NOMURA Co.,Ltd. does, so I joined out of curiosity." Even after joining NOMURA Co.,Ltd., Nomura's work style hasn't changed. Nomura: "Since joining the company, I've continued to work in basically the same field, although the form has changed. I've been using my existing network and knowledge to 'light a fire where smoke is about to rise.' I've been involved in a certain national project given to me by the company since I joined, and it's a long-term project. This project has also led to opportunities to get involved in other national projects, creating new opportunities, and I'm happy that my work has expanded in new ways." A chain of success created by connections. Creating spaces for a new era as seen in the Tokyo Metropolitan Meiji Park project ▲ Nomura works in his own unique style while bearing the sign of NOMURA Co.,Ltd.. The real appeal of his work lies in leveraging connections between people and creating new value. One example of this is the Tokyo Metropolitan Meiji Park project. Nomura: "Fortunately, many of the people I've interacted with in the past are active in various fields, and we've been able to form a network. The Tokyo Metropolitan Meiji Park project also started because former colleagues and juniors from my previous company were working for the development company. Tokyo Metropolitan Meiji Park is one of the public-private partnership park revitalization projects promoted by the Tokyo Metropolitan Government. This project finally came to fruition after deepening our cooperation with the development company and applying to various local competitions." NOMURA Co.,Ltd. was in charge of the overall concept and planning for this project, and also supervised concept design. Nomura: "While we were working on the Tokyo Metropolitan Meiji Park project, a client expressed interest in starting a new business. Since our company already had expertise in developing hot spring facilities, the conversation expanded from there and led to the development of 'TOTOPA,' an urban spa facility within the park. My role, not just in this project, is to participate from the conceptual stage of the business and to support the project by connecting the right people and resources. For example, we introduced a planner who seemed like a good fit. This led to a real estate company and a planner hitting it off, and they continue to work together to this day. In addition, through connections with project members, we introduced the facility to the media, which resulted in it being featured on television. In this way, I find joy in using my network and ideas without reservation to advance projects." Nomura's work is not limited to simply creating spaces. He talks about what he keeps in mind when he works. Nomura: "I approach my work with the image of creating businesses rather than just creating spaces. Even if you create a space, if it doesn't generate money, it ultimately doesn't become a business, right? There are many jobs in the world that involve creating businesses, but I see myself as talking about businesses with space as the central axis." Overflowing curiosity—endless challenges to new possibilities What is the future outlook for Nomura, who is striving to create spaces and, by extension, businesses, while cherishing the connections and trust he has built with people so far? 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 form, such as new projects. People are often surprised, but I have hardly done any sales activities until now. By constantly interacting with people and keeping my antennae high, interesting opportunities naturally come my way. That's how I work." Our company is Nomura's seventh company. Through the connections he has cultivated with people so far, he has connections with experts in a wide range of fields. Nomura: "Thanks to my long-standing relationships with people, I am currently in an environment where I can approach the fields I want to be involved in through various connections. In the future, I would like to further expand these connections." Nomura has a strong desire to become the "starting point" of NOMURA Co.,Ltd. Nomura: "I aim to be someone that people inside and outside the company think, 'If I work with Nomura, we can do something,' or 'If I ask Nomura, we can figure something out.' I don't want to give up this position to anyone. I feel that I need to always be on the lookout 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. They have allowed me to go to various places and have provided me with opportunities to make many connections. Thanks to this environment, I have been able to meet even more diverse people and acquire a wide range of knowledge and information. Another attractive thing is that there are many colleagues who agree with my ideas and act together with me. For example, when I suddenly suggested, 'Let's go to this event,' because I was interested in a certain business, there were colleagues who showed interest and joined me. It makes me happy to think that they see potential in me." Nomura's vision for the future is not merely about personal growth, but has the potential to bring a breath of fresh air to NOMURA Co.,Ltd. as a whole and to the entire industry. His attitude of valuing connections with people and constantly taking on new challenges may be said to embody the ideal image required in the coming era. *The information is as of September 2024.

The 2025 World Exposition, Japan (Osaka-Kansai Expo), is also a competition of architecture. In one corner of the venue, filled with uniquely concept design pavilions, stands a small, futuristic wooden structure that looks ahead to practical use in the very near future. It is the guidance hall of RITE Mirai-no-Mori, a demonstration plant that captures carbon dioxide from the atmosphere. With wooden architecture now attracting global attention from a sustainable perspective, the project team was the first in Japan to attempt a building with what could be called the ultimate in simple structure, but which also poses challenges precisely because of its simplicity.

Chiba City Zoological Park, which opened in 1985 as a zoo close to the hearts of the citizens, has had an animal science museum attached to it since its opening, where visitors can learn mainly about tropical animals, making it a pioneer in Japan. In March 2025, to commemorate its 40th anniversary, the animal science museum underwent a complete renovation of its displays. While pursuing a high level of academic excellence, it was reborn as a facility where visitors can learn while experiencing the tropical rainforest, reminiscent of a theme park.

Chiba City Zoological Park, which opened in 1985 as a zoo close to the hearts of the citizens, has had an animal science museum attached to it since its opening, where visitors can learn mainly about tropical animals, making it a pioneer in Japan. In March 2025, to commemorate its 40th anniversary, the animal science museum underwent a complete renovation of its displays. While pursuing a high level of academic excellence, it was reborn as a facility where visitors can learn while experiencing the tropical rainforest, reminiscent of a theme park.

Kuniyasu Hiraiwa, the founder of the after-school NPO Afterschool, has been working to create safe spaces for children after school. Yuha Nakamura and Aoi Okabe of NOMURA Co.,Ltd., who make solving local social issues one of their jobs, discussed the ingenuity they used in their first joint project and what they learned about the future of safe spaces in society.

For NOMURA Co.,Ltd., computational concept design is one of the most important tools for expanding the possibilities of creativity. Rather than using computer capabilities primarily for efficiency and labor saving, they utilize computers to enhance the creative power of creators. This opens up new possibilities for "spatial concept design" and "spatial experience." What exactly does computational concept design entail? We asked them to talk about the practical aspects of concept design production.

Kubota AgriFront is a unique agricultural learning facility where children can learn about current issues in food and agriculture and come up with multiple solutions together. Despite the theme that tends to be rather serious, the children who participated all seemed to enjoy themselves. Even children who don't know each other quickly become friendly and engrossed in the program. How did this facility come about? We followed the facility from concept creation to operation.

There are over 20 large hotels in the area surrounding Tokyo Disney Resort. Urayasu City has approximately 12,000 guest rooms. It is the number one theme park town in Japan, and also one of the largest concentrations of hotels in the country. One of these large hotels has undergone a revolutionary renovation with a new perspective and ideas, following a change in management company. A convenient and comfortable hotel designed with the customer in mind has been born.

Fumito Matsuda, CEO of Heralbony, a company that handles art by people with disabilities, and Akane Yamaguchi, a designer at NOMURA Co.,Ltd. Ltd., who has been exploring spatial concept design that fosters various forms of communication, are collaborating to discuss what new value they hope to create.

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 being in that place, to discuss with Asako Harayama NOMURA Co.,Ltd. the new relationship between architecture and interiors, and sustainable architecture for the future.

The Amami Rabbit Museum Quru Guru, which opened in April 2025, is a conservation and research facility that treats and rehabilitates injured Amami rabbits (hereinafter referred to as "rabbits") with the aim of returning them to the wild. It also uses interactive displays to promote research on the rabbit's ecology, environmental education, and coexistence with humans...

In July 2025, "mirocco," an indoor children's playground planned, designed, and operated by NOMURA Co.,Ltd. Group for approximately 11 years, opened. This is our first time operating a children's playground, despite our extensive experience in creating various spaces. *Project details here: Located on the 22nd Century Hill "Tamari..." owned by Kakegawa City, Shizuoka Prefecture.

The "Osaka-Kansai Expo concept design Exhibition" was held at the Osaka Prefectural Enokojima Cultural and Artistic Creation Center (enoco) from October 1st to 19th. This article introduces a discussion from the talk program "See You Again, Expo—What Does an Expo Leave Behind for Society?" held on October 11th. After the opening of the Osaka-Kansai Expo, derivative works by visitors and fans were created on social media...

NOMURA Co.,Ltd. As a comprehensive space production company, the Group not only designs and construction spaces, but also manages facilities after they open. The Facility Business Operation Department of the Business Produce Division comprehensively manages entire facilities such as museums, science museums, and art museums, including research and curatorial divisions. Our facility operation business opened on November 3, 2005...

NOMURA Co.,Ltd. As a comprehensive space production company, the Group not only designs and construction spaces, but also manages facilities after they open. The Facility Business Operation Department of the Business Produce Division comprehensively manages entire facilities such as museums, science museums, and art museums, including research and curatorial divisions. Our facility operation business opened on November 3, 2005...

In early August 2025, we opened the EXPO GALLERY at our Osaka office to the public. Until now, the EXPO GALLERY has been open to a limited audience, primarily customers and researchers. However, with the 2025 World Expo in Japan (Osaka-Kansai Expo) approaching, we hope to have more people experience the significance of the Expo and the power of spatial design...

Introduction Hello. I am in charge of recruiting new graduates at NOMURA Co.,Ltd.. We hold various events for students throughout the year to convey the appeal of the NOMURA Co.,Ltd. of "delivering "Delight and Passion" to people through space creation. In this sales one-day internship, sales professionals who promote projects at the forefront of space creation...

"Inclusive concept design"—the vague image and concept that this term evokes—is there a better way to share this idea concretely and give it form in the function and concept design of better spaces? With this in mind, the members of the Future Creation Institute R&D "Inclusion & Art" team, who were searching for such a method every day, encountered...

The HERALBONY Art Prize 2025 is an international art award established by HERALBONY, a creative company whose mission is to "Unleash your unique style." The award will be held on January 31, 2024, "Isai Day," with the aim of enabling people with disabilities to be recognized for their talent as artists and pave the way for further success.

NOMURA Co.,Ltd. As a comprehensive space production company, the group not only designs and construction spaces, but also manages facilities after they open. The Facility Business Operation Department of the Business Production Division provides comprehensive and comprehensive operation, management services for entire facilities, including research and curatorial departments, focusing on cultural facilities such as museums, science museums, and art museums. Magic Literature Museum (E...