Project Introduction

Projects

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.

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

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...