New Graduate

New graduate recruitment

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, hoping to work in the cultural market, including museums and public facilities. As the sales manager of the Cultural Environment Division, she handles numerous projects. Having experienced childbirth and child-rearing, Amano also engages in R&D activities focused on the psychological and emotional accessibility of cultural facilities for a diverse range of users. Here, she shares her career and aspirations. "Being the customer's best friend is key," she says. Amano's Sales Promotion Division, Cultural Environment Division, Sales Department 1, Section 2, handles projects for public facilities, including museums, art galleries, science museums, libraries, and childcare support centers, with national and local government clients. "We cover a nationwide area, from Hokkaido to Kyushu. I'm primarily responsible for projects within Tokyo, and I'm currently working on multiple projects, including the design of a national displays facility and consulting for a ward tourist center and library," she says. A large-scale national displays facility project is currently in the schematic design stage. We carefully listen to the client's requests for the space and displays they want, and then work with the designers and planners on our team to incorporate these into the planning and concept design. Amano: "As a salesperson, I'm responsible for the detailed interactions with the client. This starts with project management, and I'm also responsible for drawing out the client's true feelings. As a salesperson, I want to be the client's best understanding partner. I want them to feel that they're easy to talk to and that they can understand what I'm saying, and I try to be closer to the client than anyone else in the company, not just listening to them but also understanding the thoughts behind what they say. For some of the clients in this project, it was their first time creating a museum displays. That's why I believe that listening carefully and thoroughly to their essential needs will lead to realizing what the client really wants to do." Amano adds that public facilities present different challenges than corporate projects. Amano: "Public facilities are operated using precious tax money, so we must first consider how they should be used by users such as citizens (taxpayers). A common method for doing this is to hold workshops with citizens and other users. Recently, we've been holding interviews with people with visual or hearing impairments, families with small children, and others who previously felt that visiting museums was a high hurdle and felt they couldn't, even though they wanted to. There's a growing movement to make museums more inclusive." While coming into contact with social issues and national efforts to realize a symbiotic society through her work, Amano herself became aware of these issues. For the past three years, she has been participating in an in-house R&D activity called "Inclusion & Art." Amano: "Under the themes of 'creating a symbiotic society' and 'creating systems for co-creation' through creative activities, I'm conducting research on how to improve the psychological and physical accessibility of destinations for all people." For example, we are developing "Inclusive concept design Patterns," a card-based workshop tool that allows for space creation through dialogue with users, and new tools that allow for art appreciation through touch and sound rather than relying on sight." She combined development and proposal skills learned at cultural facilities across the country. After maternity and childcare leave, she embarked on a new way of working. At NOMURA Co.,Ltd., even sales positions typically spend their first year working in the production department, before moving on to a sales position in their second year. However, Amano's case was a little different. "I was interested in planning positions even before joining the company. With the understanding of my superiors at the time, I was able to gain experience in the planning department in my second year." While this type of career path is not generally offered under the current system, Amano was given a special exception at the time, where she worked as a planner for one year, and then in her third year began working in sales, working on projects for cultural facilities across the country. Between 2016 and 2019, Amano worked on a wide range of projects, including displays design for Kumamoto Castle's main tower and Matsumoto City Museum, and construction work for Kikuchi City Central Library. "One of the defining features of government projects is that there are no ongoing customer relationships like with businesses. Once one job is finished, you have to start from scratch and build relationships with the customer again, and create new businesses and work yourself. I learned that 'development ability' is extremely important in sales in the Cultural Environment Business Division. Also, having experienced planning in my second year, I began to think that by combining 'development ability' with 'proposal ability', I could become a salesperson who could better draw out the essential needs and aspirations of customers. For example, if someone wants to create digital content, not only can I introduce trends and case studies, but I can also suggest alternative methods in a variety of directions, which will elicit the thought, 'That's what I really wanted to do,' and lead to concrete work. I felt that I wanted to improve my ability to present possibilities for turning ideas into reality." She then took maternity leave from 2019 to 2021. Before returning to work, she met with her supervisor and carefully discussed her future work style, which she says gave her peace of mind. "I told her that I wanted to work shorter hours, that before giving birth, I was in charge of projects nationwide and traveled a lot, but from now on, I'd like to be assigned to projects in the Kanto region, which would require less travel, and that I'd like to gradually increase my workload." After returning to work, Amano became more conscious of working more efficiently, with the support of those around her. "With the understanding of my supervisor and colleagues, I'm in an environment where it's easy to communicate my requests and circumstances. Currently, I leave work on time, without overtime, to coincide with my child's daycare pick-up time. I've become more strict with my schedule management than before, so that I can respond to sudden fevers or urgent work. I prioritize based on urgency and importance, and manage my daily schedule down to the minute." Leveraging her knowledge of inclusion and art, Amano takes on a new challenge. Her cultivated proposal skills blossom ▲ Miraikan's permanent displays "Nanairo Quest: A Tale of a Future Living with Robots." Immediately after returning from maternity and childcare leave, Amano gradually adapted to her new work style thanks to her supervisor's supportive role. Gradually, he says, he began to feel a growing desire to "run the business on my own and take on more challenges." One of the projects he was tasked with working on was the Miraikan (National Museum of Emerging Science and Innovation) permanent displays "Hello! Robot," "Nanairo Quest - A Tale of Living with Robots in the Future," and "Nobel Q." It took him roughly two years to tackle this large-scale project, from the development stage through to proposal acquisition, displays, and construction. "It was a cross-sectional effort involving members I had never worked with before, including our internal content and graphics teams, and there were many people involved, so coordinating it was a challenge," says Amano. "displays in particular were unprecedented, combining robots with puzzle-solving and displays that allowed people to experience aging, so it was a new and unprecedented endeavor, and we worked closely with our internal team and our customers to create it." This project also placed emphasis on the perspective of inclusive concept design. "We conducted numerous demonstrations of displays, inviting people with visual and hearing impairments, wheelchair users, children, and the elderly, and incorporated various opinions that emerged. While this was a field I had a personal interest in, this was my first time fully involved in it professionally. I learned a lot from the many discoveries and insights I gained from the opinions of those involved." After being promoted to senior manager in 2023, Amano will take on the next challenge as a supervisor of the Tokyo National Museum's "Play Station ☺ Talk" project. ▲ Tokyo National Museum "Play Station ☺ Talk" © Nacasa & Partners. "In November 2024, the museum will open a limited-time space where children and parents can play freely together, a first for the museum. NOMURA Co.,Ltd. was in charge of planning and supervision. 'We want the children who represent the future to have fun at the museum and go home feeling like they had a great time!' We also want to provide a comfortable space for parents who visit with their children, where they don't have to worry about others. "This project was planned by the Tokyo National Museum with this in mind. Leveraging our in-house R&D expertise in "Inclusion & Art," we proposed safety measures for the fixtures and furniture for children's play spaces, as well as graphics, signage, and a calming down area. It was wonderful to see children having fun playing there after the opening." "Aiming for a cultural facility that's open to a wide range of users in an environment that supports their aspirations," says Amano. "In the future, I want to realize a cultural facility that's open to a wider range of people." Amano says, "Cultural facilities should be open to everyone, but I feel like the number of visitors is biased. In order to broaden the base and boost the cultural market, I want to propose a space that's accessible to everyone, leaving no one behind. My goal is to create a world where museums and other cultural facilities are a popular choice for people's outings. I hope that it will become a casual, familiar spot, rather than a difficult place to visit." Amano's passion for the cultural market is deeply rooted in his experiences in his hometown of Kumamoto. Amano: "I moved to Tokyo to enter university, and it was only after leaving my hometown that I really appreciated Kumamoto. From that experience, I thought that if there was a museum that could communicate the charms of a region, perhaps people could fall in love with the area without having to leave it. This is also why I wanted to aim for NOMURA Co.,Ltd., Ltd. and be involved in the cultural market." Amano talks about 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 project for a cultural facility, which was my dream, and if you want to try inclusive concept design or something new, colleagues will come together to help you master it and put it to use in your work. I feel that it's a company that not only helps you complete the tasks at hand, but also helps you achieve self-realization. Another attraction is the open atmosphere that makes it easy to work in a way that suits various life stages, such as an environment that makes it easy to return to work smoothly after maternity leave or childcare leave, and relationships with superiors." Finally, what does Amano think is the fun part of working in sales? Amano: "I get the most excited when I'm working on a competition or proposal. That's because it tests how well I understand the client's vision. Having my proposal adopted is proof that I've become the client's best friend. When I can truly feel that, that's the happiest moment for me." *The information is current as of May 2025.

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 opened in 1985 as a zoo close to the local community. Since its opening, the zoo has housed an Animal Science Museum where visitors can learn about tropical animals, making it a pioneering institution in Japan. To mark its 40th anniversary in March 2025, the museum will be completely renovating its displays. While striving for a high level of academic excellence, the facility has been reborn as a theme park-like facility where visitors can learn while experiencing the tropical rainforest.

Chiba City Zoological Park opened in 1985 as a zoo close to the local community. Since its opening, the zoo has housed an Animal Science Museum where visitors can learn about tropical animals, making it a pioneering institution in Japan. To mark its 40th anniversary in March 2025, the museum will be completely renovating its displays. While striving for a high level of academic excellence, the facility has been reborn as a theme park-like facility where visitors can learn while experiencing the tropical rainforest.

Hiraiwa Kuniyasu, founder of the NPO After School, has been working to create a place for children to hang out after school. Nakamura Tomoe and Okabe Aoi of NOMURA Co.,Ltd., whose work involves solving social issues in their local communities, spoke to us about the ingenuity behind their first joint project and what it has revealed about places in society in the future.

The Amami Rabbit Museum, Quru Guru, opened in April 2025. While serving as a conservation and research facility for treating and rehabilitating injured Amami rabbits (hereafter referred to as "black rabbits") with the aim of returning them to the wild, it also conducts hands-on displays to study the rabbit's ecology, promote environmental education, and promote coexistence with humans.

In July 2025, NOMURA Co.,Ltd. Group opened "mirocco," an indoor children's playground planned and designed by the Nomura Group and operated for approximately 11 years. This marks the first time we, a company with a history of creating a variety of spaces, have operated a children's playground. For more information on the project, click here. Located on "Tamari Hill," a 22nd Century Hill owned by Kakegawa City in Shizuoka Prefecture...

The "Osaka-Kansai Expo concept design Exhibition" was held at the Osaka Prefectural Enokojima Cultural Arts Creation Center (enoco) from October 1st to 19th. This article introduces the discussion from the talk program held on October 11th, "See you, Expo—What legacy will the Expo leave for society?" After the opening of the Osaka-Kansai Expo, visitors and fans created derivative works on social media...

As a comprehensive space production company, NOMURA Co.,Ltd. Group not only designs and construction spaces, but also manages facilities after they open. The Facilities Business Management Department of the Business Production Headquarters comprehensively manages museums, science museums, art galleries, and other facilities, including research and curatorial departments. Our facility management business began on November 3, 2005...