New Graduate

New graduate recruitment

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

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

仙台駅から東北本線で南へ約20分。豊かな田園地帯が広がる岩沼市に竹駒神社はある。平安時代に創建されたこの神社は、全国でも有数の存在。古来より日本三稲荷のひとつに数えられ、地域の氏神様として広く尊崇を集めてきた。しかし、時代の遷り変わりとともに、参拝者の数が漸減。地域活性化の核とすべく、地元の人々が協力して境内のにぎわいを取り戻すプロジェクトに挑戦した。

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

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

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

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...