New Graduate

New graduate recruitment

After graduating from architecture school, Tomoko Yokota studied design in Milan and has built a diverse career in video production, product design, and book editing. In 2018, she joined Nomura Co., Ltd., and currently works as a planner, mainly involved in the planning and experience design of facilities for children. We delve into Yokota's work philosophy, which values universal human sensibilities and feelings. Sensibility is the best blueprint. The work of a planner who incorporates the feeling of experience into the planning of spaces Yokota belongs to the Planning and Production Department 2 of the Planning Center, Creative Production Headquarters. This department mainly handles projects related to corporate communication (brand communication), and Yokota is active as a planner. "As a planner, I often get involved in the entire process of a project, from start to finish. For example, if it's a new facility like a museum, I participate from the initial concept stage, and once the concept is decided, I work alongside the team on everything from designing the exhibits for each area, considering the content of the graphics and videos, and collaborating with external partners to create experiential content if needed. Long projects can take two to three years from start to finish." Currently, Yokota also serves as a room chief, managing eight members with diverse backgrounds. "The members are a diverse group, including people who are good at basic project concepts, professionals in planning and designing cultural facilities, and people skilled in creating office spaces, but I think they all share a common interest in 'communication and creating spaces.' Because they have different areas of expertise and methods of output, I try to find out who is best suited to which project and how they should be involved, and then I entrust them with the work or we work together." What Yokota values most in his work is "his own experience and feelings." "I believe there must be universal elements that are common to all people when they feel a space is 'comfortable, I want to come back here again,' and when they feel happy. To cherish that feeling, I visit various places, let my senses be moved, and incorporate the positive feelings I experience into my projects, which I believe allows me to make realistic and compelling proposals. While valuing people's feelings, I try not to be too biased, and sometimes I filter things through my colleagues or listen to the opinions of our customers to make better proposals." A "selfish career" pursued through love. Diverse experiences connect at Nomura Co., Ltd. After graduating from the architecture department, Yokota studied design at the Domus Academy in Milan. There, he had the experience of delving deeply into the concept and essence of "what is design?" "In Japanese schools, we often study different fields such as architecture, interior design, and graphic design separately, but in Milan, the idea was that creating something tangible is also design, and that processes, strategies, and systems are all part of design. The scope of the word 'design' broadened considerably, and I was shocked, as if my senses had opened up, realizing, 'The creative field is so vast, and I can think more freely!'" After returning to Japan, she joined a major video and event production company as a design producer trainee. Starting from there, she has moved through a variety of fields, including director positions at a world-renowned design firm, book editing at an architectural publishing company, and overall design management of VI (Visual Identity) at a branding firm. "Looking back, my career has been rather egoistic, as I've always pursued what I truly love and am interested in (laughs). I always had the core desire to 'do creative work,' but after learning in Milan that design is a broad concept, I didn't insist on doing the hands-on work myself. Instead, I tried various roles depending on the opportunity, such as supporting others, contributing ideas, and working in teams. I also made sure that the work stimulated my senses and that the environment fostered high levels of creativity when choosing a job." Then, in 2018, Yokota decided to change jobs again after the birth of her child. She was looking for a job where she could make use of her diverse experiences, and that's when she was hired as a planner at Nomura Co., Ltd. "After joining the company, I was given the opportunity to work on a much wider range of tasks than I had imagined. From the basic concept of large-scale developments overseas to proposing ways to utilize mixed-use buildings, planning PR for art events, and creating brochures for corporate tour facilities—the fun of this job is that I face completely different challenges each time and use completely different sensibilities and minds to produce output." Two children's facility projects that she worked on, drawing on her "real-life experiences" as a parent ▲ JUNOPARK, a residential education edutainment facility that nurtures children's sensibilities, created by Sekisui House Photo: Nakasa & Partners In recent years, Yokota has mainly been in charge of planning and designing experiences for children's facilities. In 2025, two facilities opened: JUNOPARK, a residential education edutainment facility by Sekisui House, and mirocco, an indoor playground in Kakegawa City, Shizuoka Prefecture. "JUNOPARK is a residential education edutainment facility planned by Sekisui House with the aim of 'providing experiences that nurture children's sensibilities.' The first floor is a cafe and library that can be used by local people, and the second to fourth floors are paid experience areas. We were in charge of translating the themes of each floor into experience programs and spaces. It was a two-and-a-half-year project involving about 50 people from both inside and outside the company, and we thoroughly considered, 'Is this experience really fun for children?' During the pre-verification, we invited children from nearby elementary schools to actually experience it. Through repeated verification and improvement, we believe we have created a facility like no other before. It is not a facility where children learn passively, but a place where children can learn while playing, and where they can be a catalyst for developing various insights and sensibilities. We were able to create this together with the entire project team, both inside and outside the company." Meanwhile, mirocco was awarded through a proposal by Kakegawa City using the DBO (Design Build Operate) method, which includes design, construction, and operation after opening. Yokota was involved from the facility's concept and zoning considerations, and designed the plans and experiences with post-construction operation in mind. "One of the features we put a lot of effort into is a corner where children can touch and play with discarded interior materials and samples. We collected materials that children don't usually get to touch, such as carpets, wallpaper, scraps of vinyl chloride, and cork, in collaboration with our partner manufacturers and other childcare facilities, hoping to open up new senses in the children by showing them, 'There are materials like this in the world!' I think we were able to bring to life an idea that is unique to a facility designed and operated by Nomura Kogeisha." Yokota says that her perspective as a mother was particularly useful in both projects. At mirocco, she selected toys and considered corner names based on her experience as a parent, always thinking, "How would my own child play if I brought them here?" "When you're raising children, you make all sorts of discoveries every day, like, 'This is what excites kids,' or 'This is what makes them want to run off.' It's fun to incorporate these feelings that adults don't have into projects because I've seen them up close, and because it's something I've experienced as a parent, I was able to move forward with confidence." Yokota, who works as a planner at Nomura Kogeisha, leverages her diverse career to take on further challenges in a work environment that is also easy for working mothers.▲The "Creative Lab" is a craft corner that uses discarded materials and samples of interior materials from mirocco as materials. She also had her own children cooperate in verifying the value of the experience and as models for the photo shoot. When asked about what she wants to challenge herself with next, Yokota gave the following answer. "JUNOPARK and mirocco were truly memorable projects for me. In my own experience raising children, I've found that they're much more motivated when they learn through games rather than when I tell them to 'study.' I'm sure parents would be happy if the fun things they learned and experienced during their childhood remain in their memories and connect to their future, and I want to continue to be involved in creating such spaces. However, I don't want to limit myself to projects for children; I want to challenge myself with new social issues and new fields more than ever before." Yokota also has a desire to create an environment where the team can improve and grow together as a room chief. "Personally, I really enjoy working in teams. Since each member has different areas of expertise, we haven't really had many opportunities to 'work on something together as a room.' In the future, I want to create a space and atmosphere where we can share stories and ideas about the work each of us has done, and exchange opinions, aiming for an open-minded team." Finally, Yokota describes the appeal of Nomura Kogeisha as follows. "If you clearly communicate the themes you want to work on and your areas of expertise to those around you, there's a culture where you'll be assigned to projects that take that into account, so I think it's a company where you can work with high motivation. Also, there's a flexible work system, so it's easy for working mothers to work, and the number of men taking paternity leave is increasing. Not only are there systems in place, but there's also a culture where many people understand and support the situation of raising children, which I'm very grateful for. I think that as a planner, it's important to convey experiential value with a real sense of it, not just information on paper. We would love to have people who enjoy proactively gaining new experiences and translating those experiences into planning spaces and experiences join our team." *The information is current as of June 2026.

Join the Nomura Co., Ltd. Group, which handles every aspect of spatial creation. Maki Amano works tirelessly in the Corporate Planning Office, which is responsible for the company's future strategy. After gaining experience in the Human Resources Department, she joined the Corporate Planning Office last year. She played a significant role in formulating the medium-term management plan and the company-wide presentation. She speaks about her ideal self, aligning her own philosophy of "enriching people's hearts" with Nomura Co., Ltd.'s business. The Corporate Planning Office, which paints the shape of the future, focuses on the management planning of the entire Nomura Co., Ltd. Group, drawing a blueprint for the future by combining the strengths of each individual. The department to which Amano belongs promotes company-wide operations in close cooperation with each department. Amano: "The role of the Corporate Planning Office is to handle corporate planning for the entire group. Among those tasks, last year our main job was to formulate the medium-term management plan that would start the following year and to inform employees of its contents. This year, as it is the first year of the medium-term management plan, we are in charge of managing and promoting the overall process so that the plan is put into action and the desired future is realized." The Corporate Planning Office at Nomura Co., Ltd. is made up of members with diverse backgrounds. Amano: "Half of the members come from business divisions and the other half from administrative divisions, so we have members with diverse strengths. Unusually for a corporate planning office, we also have many young members, which is a distinctive feature. Everyone is very positive and full of vitality." As the department works together to think about the future of the company, there is a policy that Amano values. Amano: "It's about carefully considering, thinking about, and communicating the background behind things, 'why we do it.' We tend to focus on what we're doing, but if we only do that, everyone will end up going in different directions. When I first transferred to this department, I often felt that I lacked knowledge about the business. At that time, the members of the Corporate Planning Department shared the history and background with me, which deepened my understanding of the business. This attitude and way of thinking is deeply rooted in the department. In corporate planning, which requires collaboration with various departments, we are more conscious of sharing the background in order to ensure that everyone is moving in the same direction." Attracted by the company's humane culture, she joined the company. Her experience in human resources led her to believe that "it could be even better," and she moved into corporate planning. During her university years, Amano studied international business administration in the Faculty of Business Administration. She says that she encountered Nomura Co., Ltd. at a joint company information session she attended during her job search, and was drawn to the company as she went through the selection process. Amano: "During my job search, I focused on finding a job that could 'bring richness to people's hearts.' I've been practicing modern ballet since I was three years old, and I've always believed that the emotional shifts and experiences I feel through the real space of the stage contribute to a richer life. So, encountering Nomura Kogeisha, a company that makes a living creating spaces, felt like a miraculous twist of fate. As the selection process progressed, I became increasingly drawn to the employees. For example, instead of asking standard questions, the interviewers actively asked questions about things they were interested in, and seeing how vividly they talked about themselves, I thought their culture, full of humanity, was wonderful." She joined the company as a staff member in 2020. For the first six months, she was assigned to the Quality, Environment and Safety Promotion Department to learn about Nomura Kogeisha's foundational manufacturing processes. For the following four and a half years, she gained experience in two departments within the Human Resources Division. Amano: "In the Human Resources Planning Department, I was mainly in charge of work related to work style reform. It was early in my career, but I felt a sense of fulfillment in the environment that allowed me to take on challenges from a young age, such as conducting and analyzing employee surveys across the entire group, and traveling to offices and branches nationwide for town hall meetings where management directly interacted with employees." In 2022, due to a departmental reorganization, he was transferred to the Human Resources Development Department. This was a challenge in the field of human resource development, which he had been interested in since his university days. Amano: "It was an area I had no practical experience in, but thanks to our company's culture that encourages challenges, and with the support of external partners, I spent three years going through trial and error. During the previous medium-term plan period, we were particularly focused on strengthening human resource development, and it was the period when we launched the 'Nomura Training Program,' so the experience of thinking about various training programs from scratch and going through the planning and execution cycle many times has become invaluable to me today." There was a sentiment that Amano cherished while being involved in company-wide training. Amano: "My top priority is that every single employee at Nomura Kogeisha shines. Through my work in the Human Resources Development Department, I met many employees. The appeal of the employees that I felt during my job search became an even stronger feeling as I became involved in company-wide training. My motivation was to create an environment and system where individuals can continuously demonstrate their value in their own unique way amidst a diverse group of talent." Amano gained experience in human resources for about four and a half years. From the insights and challenges she saw while working on company-wide surveys and human resource development, she took action with the passion that "we can do even better." Amano: "I thought that in the Corporate Planning Office, which has a cross-departmental role, I could connect the challenges I felt and the information I had seen so far and contribute to the company. So I took advantage of the 'self-declaration system' which allows you to express your career aspirations, and I was able to transfer to the Corporate Planning Office in 2025." The essence of the business as felt in formulating the medium-term management plan. To reach all employees, they create the best possible stage. Photography: Ken Nagare After his transfer, Amano was involved in formulating the medium-term management plan and was entrusted with the analysis that would become the cornerstone of the human resources strategy. Amano: "Because the employee surveys I was in charge of when I was in HR had been accumulated as historical data, I conducted a multifaceted analysis by combining it with various business data from the perspective of management planning. I was able to contribute to the analysis that would become the foundation of HR policies by utilizing my past experience, such as the problem-solving approach I learned in university and the data analysis skills I cultivated in HR, and I felt that 'everything I had faced up until now had connected.'" As they held numerous meetings with management to refine the plan, one realization left a deep impression on Amano. Amano: "During the discussions, we had to return to our company's management philosophy. That's when I truly understood the essence of Nomura Co., Ltd.'s business: it's not just about designing floors, walls, and ceilings to create spaces, but about designing human-scale spaces that facilitate communication between people, between people and things, and between people and information. I remember someone saying during the meeting, 'This company might be the best in Japan at increasing happiness,' and that really stuck with me. It was a moment when my own desire to 'enrich people's hearts' aligned with the essence of the company's business." In order to disseminate this completed medium-term management plan to all employees of the group, Amano was selected to be the main person in charge of the company-wide presentation held in February 2026. Amano: "I started with the theme of 'making this a meeting where all employees can fully understand the direction the company will aim for in the next three years.' I struggled a lot with how to get employees from all positions to understand and empathize." As someone in a position to manage a project, Amano had a variety of tasks, both big and small, but what motivated him to move forward was his strong feelings for the employees he had supported up until then. Amano: "Through formulating the medium-term management plan, I was able to rediscover the appeal and potential of the Nomura Kogeisha Group, and that's why I approached this event with the determination to deliver a truly great experience. My driving force was my desire to create an opportunity for employees to once again realize, 'I'm so glad I work for this company.'" Amano's wish came to fruition with the positive feedback from the employees who participated on the day. Amano: "The mid-term plan presentation was held in two venues, Tokyo and Osaka, and approximately 1,900 employees from the Nomura Kogeisha Group from all over the country participated. I was nervous as the day approached, but the sight of all the employees gathered together was overwhelming, and I was relieved by the enthusiasm of the reception that followed. From the post-event survey, we received comments such as, 'It was very easy to understand as we could see the overall picture of where the group is headed,' and 'I felt that if we can combine the strengths of so many individuals, we can achieve even big goals.' What made me happiest was when a new employee said, 'After listening to today's talk, I understood that the work I am in charge of is a challenge in a new field that the company is aiming for.' It was a moment when I felt that the vision the company is striving for had been conveyed, regardless of years of service. Furthermore, at the regular meetings held in each department on a later date, the contents of the mid-term management plan were cascaded, and I felt the effect of the mid-term plan presentation." Working in the Corporate Planning Office, where he looks to the future of the company, Amano contemplates even greater possibilities, wanting to expand the company's potential together with colleagues who think through things without compromise for the future. Amano: "While aiming to achieve our medium-term management plan, we have also begun considering the long-term future. As stated in this medium-term plan, 'The Nomura Kogeisha Group is responsible for every aspect of space,' and space creation is still an area with many possibilities. I want to explore those possibilities further and deliver 'richness to people's hearts.' The work in the management planning office, where I can take on such challenges, is very rewarding. Personally, I want to broaden my horizons even more and be someone who is constantly updating themselves, perhaps by taking on global work in the future." Amano is excited about the future because of the unique charm of the people and business at Nomura Kogeisha. Amano: "There are many people who are very curious and live with a sense of excitement. They are all people with unique sensibilities, and conversations expand from casual small talk, which is very enjoyable. As a business, we are proud of our ability to deliver value to the world, starting with our achievements at last year's Osaka-Kansai Expo, and the greatest appeal is our uniqueness that cannot be confined to the framework of the display industry." What kind of person can thrive in such a one-of-a-kind corporate group? Finally, Amano shared the mindset he looks for in new team members: "I think the ideal candidate is someone who is passionate about making society a little bit better, and who can think seriously and persistently without compromise. I believe that this unwavering commitment to quality until the very end is what has earned us the respect of our customers and society as a whole. We would love to have someone who enjoys thinking, pondering, and bringing ideas to life join our team." *The information provided is current as of June 2026.

Junichiro Yoshida is involved in business development at Nomura Co., Ltd., which handles every aspect of space creation. Currently, he is in charge of business development for indoor playgrounds in the Business Produce Division. In the diverse phases of space creation, Yoshida is also challenging himself in the operation and revitalization of facilities. We asked him about the mindset for maximizing the power of the team and how to balance work and family life. Creating and revitalizing spaces. Expanding a new cycle of space creation from the perspective of "operation" At Nomura Co., Ltd., we are involved in a wide range of spaces where people gather, from conception, research and planning, design and planning, production and construction, to operation and revitalization. Even after the completion of a space, we are challenging ourselves in new business areas centered on "operation and revitalization" to further enhance its value. Yoshida is the manager of the Business Development Produce Department, Business Development Division, Business Produce Division, which is at the forefront of this. He has set his mission as developing new businesses and expanding areas centered on operation businesses, and is challenging himself to create a circular cycle of space creation. "Until now, the mainstream business model was to create a space and then complete the project upon handing it over to the client. However, in the projects we are currently working on, we take the lead in managing the space ourselves for a long term of more than 10 years after it has been created. We think about how to make it a facility that will be loved by the local people, and then we take action. Being involved in every step of that process is the greatest appeal and joy of my current job." He forms teams with various local companies and organizations, and builds relationships by traveling around the community. His previous career experience is also proving useful in designing the entire business from upstream to downstream. "I have gained a wide range of experience, mainly working on corporate facilities. At first glance, these may seem like different fields, but the production management knowledge, sales approach, and ability to act as a bridge from a third-party perspective that I learned through project management (PM) work have formed a solid foundation for my current business development, which involves many stakeholders. Being involved not only in the design, planning, production, and construction of spaces, but also in their operation and revitalization, and being able to witness firsthand how happy customers are to use the facilities they actually visit is the greatest driving force of this job. Currently, I am involved in the operation of an indoor playground, and it is a great encouragement to me to see parents chatting amicably with each other and local businesses interacting with local residents." A challenge to an unprecedented "self-investment x operation" model. A symbolic example of a project led by Yoshida as PM, woven from an uncompromising concept, is "mirocco," an indoor playground in Kakegawa City, Shizuoka Prefecture. This facility, based on the concept of "a place you'll want to visit 365 days a year," represents a challenge for the company in the DBO (Design-Build-Operate) business, where they handle everything from conception, planning, research, design, and construction to partial self-investment and designated management*₁. It's not just a place for physical activity; every detail has been carefully considered, from the balance between dynamic and static play to spaces where children can retreat. "Initially, we planned to proceed using only the city's budget, but we determined that it would be difficult to create a facility with high visitor appeal with just that. So, in addition to the DBO business, which handles design, construction, and operation, our company, as a private enterprise, took on some capital investment, proposing a business scheme that is unprecedented nationwide for similar facilities. The fact that we were able to develop a total package business, including operational aspects, by incorporating various ingenious ideas has become a success story for me." In promoting this unprecedented project, what Yoshida struggled with the most was establishing the essential concept of "what kind of playground should it be, one that Nomura Kogeisha invests in and operates itself?" "Through thorough inspections and analyses of various facilities across the country, we observed that while some facilities may be comfortable for children, they can be less relaxing for parents, and they often isolate people from outside the child-rearing generation. Therefore, our goal was to create a place where parents could feel comfortable and where people of other generations could naturally gather and interact. We established a subcommittee within the company where planning, design, and operations departments could freely exchange opinions, and we spent over three months thoroughly discussing the concept." We didn't want to create something half-baked by prioritizing the schedule. With that strong conviction, we meticulously formulated the concept for our directly managed brand, "Creative Play Park*₂," paying attention to every single word. At its core, we proposed a "Creative Lab" where visitors can experience crafting using leftover and recycled materials from the interior. This space has now become a community co-creation area where local companies and organizations hold workshops, and it is the facility's biggest differentiating factor. "When I spoke with local government officials and business owners, I found that many were concerned about the fact that children have few opportunities to interact with local businesses and companies during their early years, and grow up without knowing what kinds of jobs and companies exist in the region where they were born and raised, and then move to another city when they get older. That's why when we approached local businesses, they were very enthusiastic and empathetic. I feel that the fact that we didn't compromise on the concept, creating a strong foundation for the local community and Nomura Kogeisha to face the same future, led to the success of the project."*₁ A project in which private companies and others comprehensively take on the management and operation of public facilities established by local governments.*₂ The name of the indoor playground project for children led by the Business Produce Division to which Yoshida belongs. Planned to be expanded throughout Japan in the future Making the most of professional members. Uniting the team through active listening and empathy Yoshida emphasizes "active listening and empathy" as the key to leading large-scale public-private partnership projects and new business development to success. Yoshida himself analyzes his own leadership style not as a "leader who takes the lead by example," but as a "balance-oriented type." "The members of Nomura Co., Ltd. are top-class professionals, each with their own specialized field. Each person has strong convictions and rich sensibilities. That's why, rather than me giving orders from above and leading from the top, I prioritize creating an environment where I can fully understand each person's opinion, trust in the members' initiative, and bring out their full potential." After carefully sharing the purpose and background, he creates a relaxed environment where members can think and act for themselves. He says that this fosters a strong sense of ownership in each person, and as a result, the overall results of the team are maximized. "I believe that the most important thing is to carefully listen to and empathize with the opinions of the members, and then create a team with the same worldview as quickly as possible. If we can establish a 'common language' such as a common concept and visual design from an early stage, we can create a strong team that stays focused until the end." In addition, Yoshida reflects that he learned anew about how to interact with stakeholders through this indoor playground project. "In projects like this one, involving multiple companies and local governments, disagreements and conflicts of interest can arise between organizations. If you only prioritize your own company's interests, your partners won't follow you. I learned firsthand that it's essential to constantly consider what's best for the entire project and for the region, and how to stay close to the community so that you're not seen as 'an unfamiliar company from out there.' Currently, I'm often in charge of indoor playground projects, but in the future, as a team, we want to further develop this know-how and take on more challenging projects, such as developing 'complex social education facilities' that combine indoor playgrounds with other functions, and expand community spaces that become the core of vibrancy in communities throughout the country." A parenting perspective is a "weapon" in business. A work style that turns changes in life stages into strengths While continuing to take on new challenges in his work, Yoshida is also a father of two and in the midst of raising children. In particular, his daily life has been changing rapidly recently, as his second child was just born. However, Yoshida does not view the relationship between work and family as a trade-off structure where one is sacrificed for the other. "I often discuss this with my colleagues, but I don't want to think that I have to cut back on work because I'm taking time off for childcare. Our company has a flexible work system and remote work options, and we have a culture where we respect each other's family circumstances within the team, so I'm trying to balance work and family by making good use of these. At work, I focus on how to produce results within a limited time, and at home, I thoroughly share household chores and childcare with my partner, and I manage to switch my mindset effectively to live my life." Yoshida has also sublimated his own childcare experience and perspective as a father into a powerful "weapon" for business development. When planning "mirocco," he incorporated an idea based on his own experience of wanting to "create a facility where even fathers can easily bring their children," and created a lounge space where parents can take a break while keeping an eye on their children. "I believe that changes in life stages are not a hindrance to one's career, but rather a multiplication of unique strengths and perspectives that only that person can bring. I would be happy if I could be a role model for younger members who follow me by showing them how I balance work and family and work vibrantly." What kind of future does Yoshida, who always looks to the future and pushes forward, envision at Nomura Co., Ltd.? "For example, I would like to eliminate the 'experience gap,' where the opportunities for experiences that can be obtained differ depending on the area in which one lives. I would like to help create an environment where children can meet diverse people, values, and experiences from a young age, and discover and develop what they like. I would be happy if the diverse play activities and involvement with local companies that we are currently working on in indoor playgrounds could be of some help in that regard." Her solid foundation cultivated through experience in diverse occupations and her flexible attitude that even transforms changes in life stages into value will surely expand the possibilities of Nomura Co., Ltd. and the future of space creation indefinitely. *The information provided is as of June 2026.

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.

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...