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空間創造のあらゆるシーンを担う、乃村工藝社の事業開発に取り組む吉田 潤一郎。現在はビジネスプロデュース本部で、屋内遊び場の事業開発を担当しています。多岐にわたる空間づくりのフェーズの中で、施設の運営・活性にも挑戦する吉田に、チームの力を最大限に引き出す心得や家庭と仕事を両立する働き方について聞きました。空間をつくり、活性化させる。「運営」の視点で広げる、空間創造の新しいサイクル乃村工藝社では人が集う多様な空間において、構想から調査・企画、デザイン・設計、制作・施工、運営・活性化まで携わっています。空間完成後もその価値をさらに高めるための「運営・活性」を核とした新たな事業領域への挑戦が繰り広げられています。その最前線であるビジネスプロデュース本部 事業開発統括部 事業開発プロデュース部で課長を務めるのが吉田です。運営事業を軸とした新規事業の開発や領域拡大をミッションとして掲げ、空間創造の循環型サイクルづくりにチャレンジしています。「これまでは、空間をつくり上げてお客さまへの引き渡しをもって完了というビジネスが主流でした。しかし現在、私たちが取り組んでいる事業では、空間をつくった後に10年以上の長期スパンで自社が主体となって運営までを担います。どのように地域の人々に愛される施設にしていくかを考え、行動する。そのプロセスすべてに関われることが、今の仕事の最大の魅力であり醍醐味ですね」地域の多様な企業や団体とチームを組成し、地域を回りながら関係性を構築していく。事業の川上から川下までをトータルでデザインする中で、これまでのキャリアも活きています。「私は企業系の施設を中心に担当し、幅広い経験を積んできました。一見すると異なる領域に見えますが、そこで培った制作管理の知識や営業としてのアプローチ、そしてプロジェクトマネジメント（PM）業務を通じて学んだ第三者的な視点での橋渡し役としての動きが、多くのステークホルダーを巻き込む現在の事業開発において、確かな土台となっています。空間のデザイン・設計、制作・施工だけでなく運営・活性にも携わることで、実際に足を運んでくださるお客さまが喜んでその施設を使っている様子を目の当たりにできることがこの仕事の最大の原動力です。現在、屋内遊び場の運営に携わっているのですが、そこで出会った親御さん同士が仲良く会話している姿や地域企業と地域にお住まいの方々が交流している様子を見ると、大きな励みになります」前例のない「自社投資×運営」への挑戦。妥協なきコンセプトが紡ぐ地域共創吉田がPMとしてプロジェクトを牽引した象徴的な事例が、静岡県掛川市にある屋内遊び場「mirocco（みろっこ）」です。「365日通いたくなる施設」というコンセプトを掲げるこの場所は、同社が構想、企画・調査、デザイン・設計から制作・施工、一部自社投資、そして指定管理事業*₁までを一貫して手がけるDBO事業への挑戦となりました。単に体を動かすだけの場ではなく、動的・静的な遊びのバランスや子どもがこもれる空間など、細部まで工夫が凝らされています。「当初は市の予算だけで進めていく予定だったのですが、それだけでは集客力の高い施設をつくるのは難しいと判断し、設計（Design）・建設（Build）・運営（Operate）を担うDBO事業に加え、民間企業である当社が一部設備投資を担い、類似施設では全国的にも事例のない事業スキームの提案を行いました。さまざまな工夫を凝らし、運営面を含めたトータルパッケージの事業開発を行えたことが、自身の成功体験になっています」この前例なきプロジェクトを推進する上で、吉田がもっとも苦慮したのは「乃村工藝社が自社で投資し、運営する遊び場はどうあるべきか」という本質的なコンセプトの確立でした。「全国のさまざまな施設を徹底的に視察・分析する中で、子どもにとっては居心地がよくても親御さんにとっては少しくつろぎにくかったり、子育て世代以外を遮断してしまったりしている現状が見えてきました。そこで私たちがめざしたのは、親御さんも心地よく過ごせて、他世代の人々も自然と集える交流の場です。社内でプランニング、デザイン、運営の各部門がフラットに意見を交わす分科会を立ち上げ、3カ月以上かけて徹底的に議論を重ねました」スケジュールを優先して中途半端なものはつくりたくない。その強い想いから、一言一句にこだわって直営ブランド「Creative Play Park*₂」のコンセプトを策定しました。その中核として、内装のマテリアルの端材や廃材を活用して工作体験ができる「クリエイティブラボ」を提案しました。この場所は今、地域の企業や団体がワークショップを開催する地域共創のスペースとして、施設最大の差別化ポイントとなっています。「自治体や企業の方々と話してみると、幼少期に地域の仕事や企業に触れる機会が少なく、自分が生まれ育った地域にどんな仕事や企業があるか知らないまま成長して、大きくなったら別の都市へ移り住んでしまう人が多いことに課題感を持っている方がたくさんいました。そのため、地元の企業にお話を持ちかけると、非常に強い熱意をもって共感していただけたのです。地域の皆さまと乃村工藝社が同じ未来を向くための強固な軸として、コンセプトを妥協せずにつくり込んだことが、プロジェクトの成功を導いたのだと感じています」*₁　地方自治体が設置する公共施設の管理運営を民間事業者などが包括的に担う事業*₂　吉田が所属するビジネスプロデュース本部が主導する子どものための屋内遊び場事業の名称。今後全国各地に展開予定プロフェッショナルなメンバーたちを最大限活かす。傾聴と共感でチームを一つに大規模な公民連携事業や新規の事業開発を成功に導く鍵として、吉田は「傾聴と共感」を掲げます。吉田自身、自分のリーダー像を「背中で引っ張るタイプ」ではなく、「バランス重視型」だと分析しています。「乃村工藝社のメンバーは、それぞれ異なる専門領域を持つトップクラスのプロフェッショナルです。一人ひとりが強いこだわりや豊かな感性を持っています。だからこそ、私が上から指示を出して引っ張っていくのではなく、それぞれの意見をしっかり汲み取り、メンバーの主体性を信じて力を最大限に引き出す環境づくりを何よりも大切にしています」目的や背景を丁寧に共有した上で、メンバーが自ら考えて動けるのびのびとした場を整える。すると、それぞれに強い当事者意識が芽生え、結果としてチーム全体の成果が最大化していくと言います。「メンバーの意見をしっかり傾聴し、共感する。その上でできるだけ早く同じ世界観を持ったチームをつくることが一番大切だと思っています。早い段階から共通のコンセプトやビジュアルデザインといった『共通言語』を確立できれば、最後まで軸がぶれない強いチームになります」加えて、今回の屋内遊び場事業を通じて、ステークホルダーとの関わり方をあらためて学んだと吉田は振り返ります。「今回のように複数の企業や自治体が関わるプロジェクトでは、組織間の意見のすれ違いや利益相反も起こり得ます。自社の利益だけを優先していては、周囲のパートナーはついてきません。『他所から来た見知らぬ会社だ』と思われないよう、どのように地域に寄り添うか。プロジェクト全体にとって、そしてその地域にとって何が最適最善なのかを常に考え続ける姿勢が不可欠だということを、身をもって学びました。現在は屋内遊び場単体の事業を担当することが多いのですが、今後、チームとしてはこのノウハウをさらに発展させ、屋内遊び場に他の機能を掛け合わせた『社会教育複合施設』のような高難易度の開発にも挑戦し、全国に地域にぎわいの核となるコミュニティ空間を展開していきたいですね」育児の視点はビジネスの「武器」。ライフステージの変化を強みに変える働き方業務の中で新たな挑戦を続ける一方で、プライベートでは二児の父親であり、子育て真っ只中の吉田。とくに最近は第二子が生まれたばかりで、日々の生活は目まぐるしく変化しています。しかし吉田は、仕事と家庭の関係を「どちらかのためにどちらかを犠牲にする」というトレードオフの構造では捉えていません。「会社のメンバーともよく話しているのですが、子育てに時間を割くから仕事をセーブするという考え方はしたくありません。当社にはフレックス制度やリモートワークを活用しつつ、チーム内でお互いの家庭環境を尊重し合える風土があるため、それらをうまく活用し仕事と家庭の両立をめざしています。仕事では限られた時間の中でいかに成果を出すかに重きを置き、家庭ではパートナーと家事・育児を徹底して分担しながら、うまく気持ちを切り替えて生活しています」また吉田は自身の育児経験や父親としての目線を、そのまま事業開発の強力な「武器」として昇華させています。「mirocco」の計画時にも「お父さん1人でも子どもを連れてきやすい施設にしたい」という実体験に基づいたアイデアを反映させ、子どもを視界に入れながら親も一息つけるラウンジスペースを整備しました。「ライフステージの変化はキャリアの足枷ではなく、むしろその人にしか出せない『強み』や視点のかけ算になると信じています。自分が仕事と家庭を両立していきいきと働く姿を見せることで、後に続く若いメンバーたちにとって1つのロールモデルになれたらうれしいですね」常に未来を見据えて突き進む吉田が、乃村工藝社で描きたい未来とは。「たとえば、住んでいる地域によって、得られる体験の機会に差が出てしまう『体験格差』をなくしていきたいですね。子どものうちから多様な人や価値観、経験と出会い、その子の好きなものを発見して伸ばしていけるような環境をつくるお手伝いをしたいです。今取り組んでいる屋内遊び場における多様な遊びや地域企業との関わりがその一助になっていたら幸いです」多様な職種を経験して培った確固たる基盤と、ライフステージの変化さえも価値に変える柔軟な姿勢は、これからの乃村工藝社、そして未来の空間創造の可能性をどこまでも広げていくことでしょう。 ※ 記載内容は2026年6月時点のものです

Shohei Suzuki, Room Chief at the Creative Design Headquarters Design Collective Center "no.10," is in charge of a wide range of spatial designs, including commercial facilities, specialty stores, residences, and offices. Suzuki, who pursues quality and consistently proposes solutions that exceed expectations, talks about the rewards and beliefs of his work. Aligning perspectives and developing individual strengths: The secrets of team management that leads large-scale projects to success ▲Japan Pavilion, 2025 Japan International Exposition Scope of responsibility: Exhibition design (basic design, detailed design), construction, operation / Client: Ministry of Economy, Trade and Industry, Japan Association for the 2025 World Exposition * Promoted as a joint venture with Tanseisha Inside the beautiful arched building of the Japan Pavilion at the 2025 Osaka-Kansai World Expo, a consortium (joint venture) of Tanseisha and Nomura Kogeisha was formed to carry out exhibition design work. In this large-scale project, Suzuki led the creative work on the Nomura Kogeisha side. Suzuki: "We were tasked with the mission of realizing the exhibition space based on the concept set forth by the general producer, Oki Sato. Tanseisha and Nomura Kogeisha, each with their own different strengths, worked together to advance the design work. The key point was how to fine-tune each area toward the concept and obtain approval from a wide range of stakeholders." In order to implement the exhibition space, concerns were identified through regular meetings, and for forms and staging that are difficult to judge from words and drawings alone, a "temporary assembly" was carried out, almost assembling the actual space, to build up thorough risk hedging. Suzuki: "We made it a point to confirm with the clients and producers and envision the same finished product. We valued the process of aligning our perspectives in this way. I think we were able to smoothly advance the project because we addressed each confirmation item one by one while making necessary adjustments." Alongside such large-scale projects, Suzuki is always working on around 10 projects in parallel, both domestically and internationally, and in different industries. He says that the key to smoothly managing multitasking is close communication with stakeholders. Suzuki: "When there's a discrepancy in the perceptions of the people involved, it can take time to correct course and make adjustments. Whether it's an online meeting or just a phone call, it's crucial to constantly check that everyone is moving in the same direction and taking the shortest route, especially as the number of projects increases." Currently, Suzuki belongs to Nomura Co., Ltd.'s design team "no.10" and leads the Suzuki Room. He manages the team to maximize overall performance while drawing out the individuality of members with diverse ages and careers. Suzuki: "Each member has different areas of expertise, such as CG, drawings, and sketches. When assigning tasks and projects, we take these into consideration, but we also take into account the individual's wishes and direction of growth, and in some cases, we ask them to challenge themselves in new areas. Sometimes we even intentionally put them into areas they are not good at to encourage growth. We try to control the schedule with ample room while assessing each individual's workload and pace, so as not to lose motivation." "Belief" and "Determination" supported his growth. The foundation of a designer honed in tough work environments Although Suzuki now handles numerous spatial designs simultaneously, during his university days he was enrolled in the Faculty of Business Administration, far removed from design. However, a turning point came when he suddenly became interested in the interior design of his own room. Suzuki: "I became interested in the world of interiors from a small trigger. From there I learned that there are jobs related to space in the world, and I wanted to pursue such a profession. After obtaining all the credits in my third year of university, I spent my fourth year working part-time and then went on to a vocational school. Even when those around me were job hunting, I didn't hesitate. I'm the kind of person who 'moves forward once I've decided on something.'" After graduating from vocational school, he joined a design office that mainly handles store design in 2008. Although his major in vocational school was residential design, he deliberately chose the field of commercial spaces, where project cycles are fast, because he had a strong sense of urgency. Suzuki: "Looking back now, I don't see why, but at the time, having gone to a vocational school after university, I think I was anxious. I thought I had to gain experience by doing as much as I could, so I deliberately sought out a fast-paced and demanding environment. After joining the company, I was always juggling more than 10 projects simultaneously, and I spent very intense days on a tight schedule. There were busy times, but those five years of handling an overwhelming number of projects are undoubtedly the foundation of who I am today." Every project he was involved in had its own difficulties, and there were troubles and obstacles. Suzuki made the decisive choice to say, "If I don't do it, who will?" and overcame them. He says that after going through a tough apprenticeship, he developed an intuition for sensing and anticipating risks in project management. In 2013, Suzuki took his next step. To acquire the language skills he felt were "necessary for his future work," he turned his attention overseas, combining it with a five-year break from his intense work. Suzuki: "I spent six months studying English in Cebu, Philippines, and then interned at an architectural design firm in Colorado, USA. I was alone in a foreign country with a different language and culture, and I went there to seize new things. I think the experience itself was important. My perspective broadened, and I felt like I was breaking free from my previous frameworks and opening up. After returning to Japan, I worked as a freelancer before joining Nomura Co., Ltd., and I had no hesitation in jumping into a completely new environment that I didn't know at all, precisely because of my overseas experience." Going one step beyond expectations. A design process that raises quality without compromise ▲% Arabica Jakarta PIK Drive Thru After joining Nomura Co., Ltd., the project that became symbolic of Suzuki's career was the global coffee brand "% Arabica." While "no.10" currently handles more than 130 stores in total for the brand, Suzuki herself is in charge of the design of nearly 50 stores, including ongoing projects. Based on the beautiful brand image that is common all over the world, she is shaping localization to suit each country and store. The process of bringing designs to life in cities around the world is a constant series of challenges. Suzuki: "We carefully build a concept for what kind of store we want to create in each country and area, and then proceed with the design. We feel that this project is full of challenges and new discoveries, as we are able to embody conceptual designs and spaces that are unique to each store in each country around the world. When we receive requests from clients, we organize them based on their requests, and then propose options that go one step further than their needs. I believe that repeatedly meeting expectations will ultimately lead to further requests and large-scale projects that involve handling everything from architecture." At the heart of this sincere work lies Suzuki's unwavering belief in thoroughly engaging with every creation. Suzuki: "I don't just finish the drawings and designs once; I look at them over and over again. Even if I worked hard to finish something last night, if I look at it again in the morning and think, 'No, that's not quite right,' I'll redraw it. To make it a better design, I refine what I've created until it's ready to submit. I believe that this accumulation of processes is directly linked to high quality." "The same level of quality anywhere in the world." As a professional who inspires others with outstanding colleagues, Suzuki has accumulated many achievements both domestically and internationally, and in recent years has also been actively challenging himself with awards. Through applying for and winning numerous prestigious design awards, he not only increases the social recognition of himself and his company, but also uses it as valuable input to hone his own creativity. Suzuki: "In the process of applying, I have many opportunities to get a deep understanding of the trends and developments, seeing what kind of designs other people are working on and what kind of projects have won awards. Inevitably, my eye becomes more discerning, and it's a good opportunity to objectively re-examine my own designs. It's an essential challenge in order to continue to be conscious of improving not only quantity but also quality." Currently, Suzuki's activities easily transcend the boundaries of commercial spaces. We handle a wide variety of spaces, from homes to offices, including domestic residences for people associated with overseas brands and headquarters relocation projects for well-known companies. Suzuki explains why he has been able to continue working at this company for over 10 years since joining the company: Suzuki: "I feel that there are abundant opportunities to be involved in projects of various scales, and an environment in which I can collaborate with talented members who have specialized skills. Even though we are in the same company, when I take a peek at the work of the people around me, there are many moments when I am overwhelmed and think, 'Wow.' I think that the more you grow, the more you learn by looking at the designs of others, and I think that Nomura Kogeisha is a field where talented colleagues who can inspire each other in a good way are crowded together." Suzuki has forged his career through his own decisiveness and accumulated experience. To future creators who aspire to a career in design, he conveys the potential of the environment at Nomura Kogeisha, which has a rich and vast field of work. Suzuki: "I wouldn't say it's easy to jump in from another genre, but Nomura Co., Ltd. offers a diverse environment full of opportunities that will show new paths to those who take the plunge and provide a place where they can shine. Now that I'm involved in an equal number of projects both domestically and internationally, I want to continue to challenge myself in new genres while also steadily progressing with the projects in front of me each day, and honestly engaging with spaces and the people involved so that I can achieve the same level of quality in any region of the world as I do in Japan." *The information provided is as of June 2026.

Hikaru Sato has led numerous projects at the forefront of space creation. Currently, as the section chief of the Cultural Environment Business Division, he is demonstrating his skills in a new field with government as a client. How did he establish his unique style of engaging those around him after painful failures in his younger days? We delve into the trajectory of his never-give-up challenges and his passionate feelings about creating spaces. Aligning the team's direction starting from imagination. Facing the challenge of creating spaces with no right answer. Since joining the company in 2014, Sato has consistently been in charge of PR facilities such as corporate showrooms and displays. In 2026, he moved to a department in charge of cultural facilities such as museums and science museums, and is now in an environment that requires a different approach from his previous work with private companies. Sato: "I was assigned to my current department this year, and I'm serving as section chief despite having little experience in cultural facilities. Our clients are mainly government officials, so unlike private sector projects where we are continuously contacted as an extension of established trust, we need to acquire projects from a flat starting point each time, through fair proposals and other processes. Therefore, it requires a perspective that looks ahead to societal trends several years into the future, conducting broad research on social issues and subsidy trends, formulating hypotheses, and finding the seeds of work. The approach is very different from what I've done before, so I make new discoveries every day." In a department with many experienced veteran employees, Sato sees his role as "bringing an outside perspective and expanding the organization," and says the following: Sato: "While inheriting the best practices unique to cultural facilities, I also want to explore new markets that we haven't been able to fully pursue until now. The department I've been newly assigned to has many experienced members who have been involved in cultural facilities for many years. I hope to combine that with a new perspective, based on the knowledge I've cultivated in the private sector. To that end, I want to actively communicate with other departments and expand the scope of our business by involving everyone." Sato, who takes on the role of job leader, bringing together diverse experts from both inside and outside the company and driving the progress of projects, says that there are values that underlie his daily work. Sato: "When we create spaces, there isn't a clear right answer from the start. That's why, even from a sales position, I value imagining how we can solve problems and proposing those ideas to the creative members. I also try to deeply imagine the intentions behind concept design that come in and align with how they connect to solving the client's problems as a team. To that end, I always strive to be someone who understands the project more deeply than anyone else and can show the direction." He earned his place at the company through his proactive approach. The professional responsibility learned from a painful mistake Sato says that during his student days, he took a leave of absence to travel the world as a backpacker. Behind that action was a strong feeling he had at the time. Sato: "I was troubled by the gap between the university life I had initially envisioned and the reality, and I felt impatient and frustrated with those around me. In that situation, I worked backward from the fact that I needed to be able to compete by the time I got a job, and I decided to grow by having experiences that others hadn't had. I saved up money myself, took a leave of absence from school, and went on a backpacking trip to various countries, starting with South America." After returning to Japan, when it was time to look for a job, Sato recalls a certain encounter. Sato: "Seeing me backpacking all over the place, my professor at the seminar I belonged to at the time introduced me to an alumnus who was working in the display industry. I was strongly attracted to the way that person spoke about their work with such enjoyment and pride, and I decided to aspire to work in this industry." Interested in NOMURA Co.,Ltd. during his job search, Sato sought out opportunities himself, even without any connections for alumni visits, and actively tried to deepen his understanding of the company by interacting with people. Sato: "I had a strong desire to work at NOMURA Co.,Ltd., so I explored various ways to find opportunities to talk with employees. Looking back now, it was a lot of trial and error, but as a result I was able to meet with several employees, and they sincerely taught me about the rewards and appeal of their work. I was deeply moved by their warm response and generosity, and I became determined to join the company." After joining the company, Sato was assigned to Osaka, and while busy with his daily tasks, he experienced an event that made him realize the true responsibility of his work. This happened when he was in his fifth year at the company and was in charge of an important project: the 100th-anniversary event of a leading Japanese general electronics manufacturer. Sato: "At the time, I was in charge of a part of a large-scale event. I successfully completed the site work, and the morning of the opening day finally arrived, but at that crucial moment, I failed to fulfill my responsibilities, and my superior severely reprimanded me. Furthermore, at a subsequent overseas displays, I made a series of mistakes that made me painfully aware of my lax approach to the most important moment for the customers. At the time, I felt that I had 'fulfilled my role,' but my superior pointed out that 'work is not just about completing the site work, but also about handing it over to the customer and seeing it through,' and I realized how naive my understanding had been. I realized that I had not been able to empathize with the customer and work from the same perspective, and I deeply regretted it." This experience prompted Sato to reflect on his attitude and change his approach to work. Sato: "Until then, my focus had been on 'completing the tasks,' but I realized that the essence of sales work is not that. What's important is building trust through the work, always looking at the project from a bird's-eye view, not leaving any gray areas that I don't understand unresolved, and increasing the resolution of each detail until I can fully explain it in my own words. The attitude of taking responsibility for the entire scope as a leader is something I acquired because of this failure, which made me painfully aware of my own immaturity." He drew a picture himself to join the discussion. Honest direction that led the JV project ▲Provided by: Osaka Pavilion, Public Interest Incorporated Association, Osaka Healthcare Pavilion Nest for Reborn, Japan International Exposition 2025 / Scope of responsibility: displays design, construction, and maintenance of the entire pavilion, and displays design and construction of the booths of 10 companies Client: Osaka Pavilion Promotion Committee for the Japan International Exposition 2025, Public Interest Incorporated Association, Osaka Pavilion, Japan International Exposition 2025 Having diligently accumulated experience by learning from failures, Sato will take part as a key member in the Osaka Healthcare Pavilion Nest for Reborn, Japan International Exposition 2025, an extremely challenging JV (Joint Venture) project in which multiple companies work together. Sato: "I joined an already-running project midway through, starting with a severe lack of information. Despite my lack of understanding, I took the initiative to organize the information, visualized each piece of information I grasped, and aligned my understanding with members both inside and outside the company. By honestly admitting what I didn't know and leading discussions based on what I did understand, I gradually built trust, and those around me began to listen to my suggestions." Sato's strength lies in his style of deeply engaging in creative discussions despite being in sales, and visualizing ideas by drawing pictures himself. Sato: "I believe that having a shared understanding is paramount for members with diverse backgrounds to move in the same direction. To look at vague information from the same perspective, I led discussions using pictures, diagrams, and analogies. In meetings, both internal and external, whenever I felt that the conversation was going off track, I would draw a picture and say, 'For example, it's like this, right?' to try and align our understanding in detail. Sometimes the response would be, 'That's right,' and sometimes, 'No, no, I was thinking it like this,' but I think it's an important process because it allows us to find discrepancies early and build the discussion from there. I would join the creative members when they were discussing late into the night, and together as a team, we would align on the direction we should take as a company. This style of working alongside the team, which we had cultivated through past projects, became a great driving force in advancing this complex project." After overcoming numerous difficulties, when the project took shape, an overwhelming sense of emotion unique to creating a space awaited them. Sato: "When the Expo opened and visitors actually entered the pavilions we created, and I saw the flow of experiences we had always imagined, and the sight of them enjoying themselves, I was overcome with emotion. It was a continuous series of tough adjustments and dirty work, but it was a moment when I felt that everything had been rewarded, and I thought, 'Ah, we worked so hard to see these smiles.'" Sato says that the greatest appeal of working at NOMURA Co.,Ltd. is the people and the joy of creating something as a team. Sato: "This job absolutely cannot be done alone. I am surrounded by many passionate members who not only teach me the hardships of the job but also genuinely try to enjoy it. To be able to stand at the heart of manufacturing and create spaces together with such warm yet professional people, that is what I feel is the greatest reward of working in sales at NOMURA Co.,Ltd." Accumulating failures makes you stronger. An insatiable desire to explore "experience creation" that goes beyond the framework of space Having experienced numerous sites, Sato is now in a position to lead the organization in his newly assigned department. Looking ahead to his future career, he says the following, with an eye on creating new value that is not bound by the framework of space. Sato: "At the core of my work is always the desire to keep challenging myself with things I've never done before. Our company's work is not just about creating spaces, but about designing the 'thoughts,' 'behavior,' and 'relationships' of the people that are born there. In the future, I want to expand the means of solving our clients' problems by combining the perspective of creating experiences and communication that arise there, in addition to creating the space itself. To that end, I myself want to continue to eagerly absorb new markets and knowledge and keep challenging myself." Furthermore, Sato sends this passionate message based on his own experience: Sato: "The greatest energy source for working is a strong desire to do this. At NOMURA Co.,Ltd., there are many colleagues who will embrace your enthusiasm and work alongside you to make it a reality. If you have even the slightest desire to do it, cherish that feeling and take that first step." And finally, he adds a word of encouragement based on his own experience to everyone who is about to jump into a new environment. Sato: "When you look at the people around you who are successful, it might seem like they are all excellent and never make mistakes. But in reality, everyone struggles behind the scenes and experiences many failures. At first, I also had a period where nothing went right and I was troubled. The fact I learned during this failure-filled working life is the obvious: growth only comes through challenges! If you face your challenges head-on and carefully build up your actions one by one, you will surely be able to do more. That's why I urge you to jump in without fear of failure." Starting his career with unwavering enthusiasm, Sato has grown into a leader who drives projects in cooperation with others, using numerous failures and self-reflection as fuel for growth. His sincere attitude of continuing to challenge himself honestly will continue to open up new possibilities for space while accompanying diverse professionals. *The information provided is as of April 2026.

Yuji Kato has led numerous challenging projects at the forefront of space creation. From spring 2026, he will be transferred to Tokyo, where he will be showcasing his skills in a department that handles the largest developers. Starting his career with a gap between his initial assignment and his current role, how has he established his own unique style? We delve into his breakthrough power to challenge uncharted territory and his strong vision for shaping the future of space. Thinking through the optimal solution. A stance of stripping away conditions and discerning the "essence" of the customer. Kato belongs to the Urban Retail Promotion Headquarters and is in charge of promoting projects as a chief. He talks about his role as he deals with high-level projects on a daily basis. Kato: "I'm involved in various projects, taking on two roles: as the client's sales contact and as the project manager. I'm not only managing the progress of projects that have already been awarded, but also doing sales promotion to develop future work. My current department is small but highly skilled, and the environment demands a high level of both quantity and quality. That's why I myself must take the lead in embodying added value. I also believe it's an important role of mine to give back to the team the knowledge I gained from working with many developers during my time in Osaka, and to support members who are busy with their work." Kato has certain values that underlie his work as he manages projects handled by the largest developers, projects that demand high standards in both quantity and quality. Kato: "What I always keep in mind is the perspective to discern the essence of things. I think about the true feelings behind the words the other person is saying, and where their explicit and implicit needs lie. In the business world, the direction of proposals is often determined by conditions such as profit, cost, and effort, so I make it a point to remove all those conditions, think through 'what is truly best,' and then add the conditions to find a solution. I value this kind of complex thinking process." Furthermore, this value is also reflected in Kato's sales style of expanding his own scope of work. Kato: "I value not limiting my own scope of work and always expanding my field. Even in unfamiliar areas, I can work in a way that is true to myself by asking questions, proactively proposing ideas that lead to new value, and driving them forward on my own initiative. That's why I don't get caught up in short-term profits, but broaden the scope of communication with a curiosity that looks to the future. I feel that such proactive actions ultimately lead to providing value that exceeds customer expectations." Jumping into new fields. Overcoming the gap between expectations and reality, this young employee took on the challenge based on fundamental skills. ▲ "Hankai Tramway Hanadaguchi Station Canopy Renovation Work" Provided by Hankai Tramway Kato says that during his student days, he aspired to work in a field that would have an impact on society and aimed to work for an advertising agency. He reflects on how he decided to join NOMURA Co.,Ltd. during his job search as follows: Kato: "Actually, during my job search, there were times when I hesitated about accepting the job offer I received, but when I honestly explained my situation and thoughts, they treated me with sincerity. Their humanity and high expectations of me were the deciding factors in my joining the company. At the time, I applied with the understanding that it was an event company, but after joining, I was exposed to the unexpected depth of the display industry, specifically spatial production, and I realized the excitement of taking on challenges in a new environment." His workplace and assigned market were different from what he had initially hoped for. However, in that environment, Kato increased his motivation with his unique perspective. Kato: "Although I started in an environment different from what I had initially hoped for, I had the mindset to find and create enjoyment wherever I was. First, I thought I would do my best wherever I was given. I played soccer when I was a child, but because my father's job required us to move around a lot, I had the experience of joining new soccer teams wherever we went. From that, I learned that in any community, it is essential to have a solid foundation and the basics before relying on any outstanding abilities. The same applies to work, so I considered the first 10 years as a period of training to build a solid foundation that would be useful anywhere, and I focused on doing more practical work than anyone else." While building that foundation, he also explored new work with his natural curiosity. Kato recalls that a few years after joining the company, he volunteered for an unprecedented project to renovate a streetcar station. Kato: "The project came from the government, and the budget for the planning aspects, such as the concept and concept design, was limited. However, I was strongly drawn to it because I wanted to take on a new challenge with no precedent. It was a large-scale construction project that involved digging up roads and rebuilding the station, so there were concerns within the company that it was 'not a job for a spatial display company, but rather in the realm of the construction and civil engineering industry.' But that's precisely why I felt it was worth taking on." Despite internal concerns and strict budget constraints, Kato forged a path forward with great enthusiasm. Kato: "I conveyed my passion and vision to overcome the budget hurdles and persuaded my superiors that I wanted to gain new experience together with younger members. In the end, I teamed up with new employees and diligently completed the project. Even without a budget or precedent, I conveyed my passion and involved those around me to bring it to fruition. This experience of stepping into uncharted territory is a major starting point for me today, and it directly leads to my current work style of expanding my scope of work and proposing new value." Bringing together complex interests. The dynamism of space creation born from honest adjustments and passion ▲ "Nakaza Kuidaore Building" Kato, who has steadily accumulated experience through numerous projects, will eventually come to lead massive projects. He talks about his feelings at the time regarding the renovation project of the "Nakaza Kuidaore Building," which he volunteered to be in charge of in his fourth year at the company. Kato: "This project is symbolic of my 20s and 30s, and it is the work that helped me grow the most, both within the company and with the client. At the time, I was very happy and excited to be entrusted with such a large-scale project as a young person. When it restarted after the COVID-19 pandemic, the client told me, 'We want to continue to leave it to you, Kato,' so I took on the project with a strong sense of responsibility." Kato says that although there were complete changes to the plan during the long-term project, the client placed complete trust in the direction of concept design and entrusted it to our company's creativity. Kato: "I think a major factor was that the entire team, including our own designers, worked on the project while carefully considering the client's domain. Also, in a situation where a total of 40 people from various companies, both inside and outside the company, were gathered, I gained experience in a coordinating role, bridging the gap between their opinions, and finding common ground while respecting each other's views, which contributed greatly to my own growth." Furthermore, in the "Nichirakuza Sumo Hall" project, which began in 2023, he was required to act as an intermediary between the facility management and the tenants, coordinating under complex circumstances. Kato: "It was a project with many high-level demands, such as schedules and the facility's requests. I made sure to organize all the conditions, visualize the advantages and disadvantages, and build a process that would allow all stakeholders to make decisions with agreement. I feel that carefully understanding the intentions of each department and supporting internal coordination within the client, such as finding the optimal solution in the overall meeting, was key to the smooth progress of the project." In this project, Kato's unique flexible thinking was also put to good use in addressing the challenge of how to secure the budget. Kato: "I proposed the idea of using celebratory flowers from the opening as decorations to create 'celebratory lanterns,' and it was adopted. If you make a proposal that you have thought through with sincerity, it will surely be accepted even in difficult situations. The greatest appeal of this job is being able to improve the situation through your own actions and increase the number of allies." When in doubt, choose the difficult path. Kato expands his scope into unprecedented areas and leads the future of space, not only in his role as a salesperson but also taking on a wide range of tasks himself. In order to be able to do this, collaboration and building relationships within the company are indispensable. Kato: "If you clearly convey your thoughts and passion, people around you will surely listen. That's why I am always conscious of building relationships not only with project members but also with people on the same floor or in the building. I also value communication outside of work and try to be agile and show up at various events. And above all, I am committed to leaving a solid track record in order to make my words persuasive. I believe that only with a track record can I have the influence to take on new challenges." Having accumulated a track record and trust both inside and outside the company, Kato says this about the goals he wants to take on in the future. Kato: "Until now, our focus has been on creating spaces, but going forward, I want to create a new business model that is like 'consulting consultants,' where we can propose overall optimization while considering branding and operations, incorporating architectural expertise. Also, as a team, I want us to be a group that always looks ahead and 'leads the ship' ourselves. I want to create time for us to think independently and use that time to provide more essential value, and I want to spread this organization from my own team." Kato, who continues to lead the future of space, looks ahead to co-creation with colleagues he will meet in the future, with the appeal of working at NOMURA Co.,Ltd. and his own business philosophy in mind. Kato: "This industry is an environment where you are constantly facing unknown challenges, but for those who find that exciting, this is the perfect company. First, steadily master the 'basics and fundamentals,' and then build upon that foundation with your own challenges. Also, if you are presented with two options, please choose the one that is 'more difficult' for you. By making choices without fear of risk, you will find that it becomes a great asset before you know it. The spaces we create can directly bring joy to end users and have a significant impact on the world. I look forward to working with people who share this vision and are willing to take on challenges together." Kato never confines himself to a box and continues to sincerely engage with others. His passion for stepping into unprecedented territory without fear of risk will continue to draw out the knowledge and enthusiasm of the professionals around him, powerfully leading the way in exploring new possibilities for spaces. *The information provided is as of April 2026.

How do you blend the enjoyment of visitors with the message a company wants to convey? This is a common challenge for many facilities established by companies. We thoroughly discussed what "happiness" means to children and broke it down into a concrete image. We then created a concept that would captivate children. A new and unprecedented corporate communication space, "JUNOPARK," was born.

The 2025 Japan International Exposition (Osaka-Kansai Expo), held over six months from April 2025, attracted approximately 25,578,900 general visitors. The venue, surrounded by the iconic large roof ring, was filled with unique pavilions, each showcasing its own vision of the future society. NOMURA Co.,Ltd., Ltd. was in charge of more than 50 projects at the Osaka-Kansai Expo, including 25 pavilions. They approached this large-scale international exposition, the first in 55 years, with an unprecedented level of involvement. How did NOMURA Co.,Ltd. manage to bring together, support, and create more than 50 projects scattered across the vast venue? We spoke with five members of the Osaka-Kansai Expo Promotion Division, who were key players in this effort.

Takekoma Shrine is located about 20 minutes south of Sendai Station on the Tohoku Main Line in Iwanuma City, a city surrounded by lush countryside. Founded in the Heian period, this shrine is one of the most prominent in the country. Since ancient times, it has been counted as one of Japan's three great Inari shrines and has been widely revered as the local guardian deity. However, with the passage of time, the number of visitors has gradually decreased. In order to make it a core for revitalizing the area, local people have come together to take on a project to bring back the vitality of the shrine grounds.

The 2025 Japan International Exposition (Osaka-Kansai Expo) is also a competition of architecture. In a corner of the venue, which is filled with pavilions with unique concept design, there is a small but futuristic wooden building that looks ahead to practical use in the very near future. It is the guidance hall of the demonstration plant [RITE Future Forest] which captures carbon dioxide from the atmosphere. Now, as wooden architecture is attracting global attention from a sustainable perspective, the project team has taken on the challenge of building an architectural structure that is extremely simple, yet difficult precisely because of its simplicity, for the first time in Japan.

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...