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空間創造の最前線で幾多の困難なプロジェクトを牽引する加藤 優至。2026年春からは東京に異動となり、最大手デベロッパーを担当する部署で手腕を振るっています。配属のギャップからキャリアをスタートさせ、いかに独自のスタイルを確立したのか。未知の領域に挑む突破力と空間の未来を切り拓く強いビジョンに迫ります。最適解を考え抜く。条件を削ぎ落とし、顧客の“本質”を見極めるスタンスアーバン・リテール推進本部に所属し、主任としてプロジェクトの推進を担う加藤。日々、レベルの高い案件と向き合う中で、自身の役割についてこう語ります。加藤「クライアントの営業窓口という立場と、プロジェクトの推進担当の二刀流で各種案件に従事しています。すでに受注している案件の進行だけでなく、今後の仕事を開発するための販促も行っています。現在の部署は少数精鋭で、量・質ともに高いレベルが求められる環境です。だからこそ、私自身が率先してプラスアルファの価値を体現しなければなりません。また、大阪時代に多くのデベロッパー様を担当して得た知見をチームへ還元し、業務を抱えるメンバーをサポートすることも、私の重要な役割だと考えています」最大手デベロッパーが手掛ける、量・質ともに求められる水準が高いプロジェクトを進行していく上で、加藤が仕事の根底に置いている価値観があります。加藤「常に心がけているのは、物事の本質を見極める視点です。相手が発している言葉の裏にある本音や、顕在的・潜在的なニーズがどこにあるのかを考えるんです。利益やコスト、労力といった条件ありきで提案の方向性が決まることも多いビジネスの世界だからこそ、一度そういった条件をすべて取り払い、『何が本当に最善か』を考え抜き、その後に条件を加味して着地点を探っていく。そんな複合的な思考プロセスを大切にしています」さらに、その価値観は加藤の業務範囲を自ら広げていく営業スタイルにも表れています。加藤「自らの業務範囲を限定せず、常に領域を広げる姿勢を大切にしています。未経験の領域であっても自ら問いを立て、新たな価値につながるアイデアを積極的に提案し、自発的に推進する方が自分らしく働けます。だからこそ、目先の利益にとらわれず、未来を見据えた好奇心を持ってコミュニケーションの幅を広げていく。そうした率先したアクションが、結果的にお客さまの期待を超える価値提供につながると実感しています」 新たな領域へ飛び込む。配属のギャップを乗り越え、“基礎・基本”を土台に挑んだ若手 ▲「阪堺電車花田口停留場上屋改修工事」阪堺電車提供学生時代は、世の中に影響を与える仕事を志し、広告代理店などを目指していたと話す加藤。就職活動の中で乃村工藝社に入社を決めた経緯について、次のように振り返ります。加藤「実は就職活動中、いただいた内定を承諾するか迷う場面もあったのですが、私の状況や考えを正直にお伝えしたところ、誠実に向き合っていただけたんです。その人間味と私への期待の高さが入社の決め手となりました。当時はイベント会社という認識で応募しましたが、入社後には空間プロデュースというディスプレイ業界の想定以上の奥深さに触れ、新しい環境で挑戦する面白さに気づくことができました」勤務地や担当市場は、当初の希望とは異なる環境でのスタートとなりました。しかし、その環境下において、加藤は独自の視点でモチベーションを高めていきます。加藤「当初の希望とは異なる環境からのスタートでしたが、どのような場所でも自ら楽しみを見出し、創り出していく発想を持っていました。まずは与えられた場所で全力を尽くそうと考えたんです。私は幼少期にサッカーをしていたのですが、父の仕事の都合で転勤族として育ったことから、行く先々で新しいサッカーチームに加わる経験をしてきました。そのことから、どんなコミュニティでも目立つ能力に頼る前に『基礎・基本』を備えて輪に入っていく姿勢が不可欠だということを学びました。仕事も同様で、まずはどこでも通用する土台を固めるべく『10年は修行』と捉え、誰よりも実務の数をこなすことを意識しました」土台を築きつつも、持ち前の好奇心で新しい仕事を開拓していきます。入社数年目には、前例のない路面電車の駅舎改修プロジェクトにも自ら手を挙げたと加藤は振り返ります。加藤「行政からのご相談で、コンセプトやデザインといった企画部分の費用が限られた枠組みでの案件でしたが、『前例のない新しいチャレンジとしてやってみたい』と強く惹かれました。道路を掘り返して駅舎を建て直すという大掛かりな工事だったため、社内からは『空間ディスプレイの会社が受ける仕事ではなく、建設や土木業界の領域だ』との懸念も出ましたが、だからこそ挑む意義があると感じたのです」社内の懸念や厳しい予算の壁に対しても、加藤は強い熱量をもって道を切り拓いていきます。加藤「予算の壁を越えるほどの熱量やビジョンを伝え、若いメンバーと共に新たな経験を積みたいと上司を説得しました。結果的に新入社員とタッグを組み、実直に現場を完遂しました。予算や前例がない中でも、熱量を伝えて周囲を巻き込み形にしていく。未知の領域へ踏み出したこの時の経験は、今の私の大きな原点であり、自ら業務範囲を広げ、新たな価値を提案していく現在の働き方に直結しています」 複雑な利害をまとめ上げる。実直な調整と情熱が生み出した、空間創造のダイナミズム▲「中座くいだおれビル」数々の現場を通じて実直に経験を積み重ねてきた加藤は、やがて巨大なプロジェクトを牽引するようになります。入社4年目で自ら志願して担当した「中座くいだおれビル」のリニューアル案件について、当時の想いを語ります。加藤「この案件は、私の20代から30代を象徴するプロジェクトであり、社内やお客さまに一番育てていただいた仕事です。当時、これだけ規模の大きなプロジェクトを若手に任せてもらえること自体が非常にうれしかったですし、ワクワクしました。コロナ禍を経て再始動した際には、お客さまから『加藤さんにこのまま任せ続けたい』と言っていただき、強い責任感を持って取り組みました」長期にわたるプロジェクトではプランの全面変更もありましたが、お客さまからデザインの方向性について全幅の信頼を寄せてもらい、当社のクリエイティビティに委ねていただくことができたと加藤は語ります。加藤「当社のデザイナーも含め、チーム全員でお客さまの領域までしっかりとケアしながらプロジェクトに従事していたことが大きかったと思います。また、社内外含め総勢40名にもおよぶ関係各社が集まる中で、幹事的な立場でそれぞれの意見をすり合わせ、お互いの意見を尊重しながら着地点を見出す経験を積めたことは、自分自身の大きな成長につながりました」また、2023年に着手した「日楽座相撲ホール」のプロジェクトでは、施設側と出店者側の間に立ち、複雑な状況下での調整が求められました。加藤「スケジュールや施設側の要望など、高い次元のオーダーが重なる案件でした。私はすべての条件を整理し、メリット・デメリットを可視化して、関係者全員が納得して決断できるプロセス構築を心がけました。各部署の意図を丁寧に汲み取り、全体会議で最適な着地点を見出すなど、クライアント内の調整をサポートしたことがスムーズな推進の鍵になったと感じます」この案件では、予算をいかに捻出するかという課題に対しても、加藤ならではの柔軟な発想が活かされました。加藤「オープンの祝い花を装飾に活かす『祝い提灯』のアイデアを提案し、採用していただきました。誠意をもって考え抜いた提案であれば、困難な状況でも必ず受け入れていただけます。自らの行動で事態を好転させ、仲間を増やしていけることこそが、この仕事の最大の醍醐味です」迷ったら厳しい方を選ぶ。前例のない領域へと枠を広げ、空間の未来を先導する営業という役割に留まらず、幅広い業務を自ら巻き取っていく加藤。そうした立ち回りを実現するためには、社内での連携や仲間づくりが欠かせません。加藤「思いや熱量をしっかり伝えれば、周りは必ず耳を傾けてくれます。そのためにも、プロジェクトメンバーだけでなく、同じフロアや建物にいる人たちとの仲間づくりを日頃から意識しています。オフのコミュニケーションも大切にし、フットワーク軽くさまざまな場に顔を出すようにしています。そして何より、言葉に説得力を持たせるために、しっかりと実績を残すことにもこだわっています。実績が伴ってこそ、影響力を持って新しい挑戦ができると考えています」実績と社内外の信頼を積み重ねてきた加藤は、今後挑戦していきたい目標についてこう語ります。加藤「これまでは空間をつくることが主でしたが、今後は建築的な知見も交えながら、ブランディングや運営を見据えて全体最適を提案できる、『コンサルをコンサルする』ような新しいビジネスモデルを作りたいと考えています。また、チームとしても、常に先の展開を見据え、自ら『船を先導していく』ような集団にしていきたいです。自分たち主導で考える時間を生み出し、より本質的な価値の提供に時間を使える組織を、自分のチームから広げていきたいですね」空間の未来を先導し続ける加藤は、乃村工藝社で働く魅力と自身のビジネスの哲学を胸に、これから出会う仲間との共創を見据えています。加藤「この業界は、常に未知の壁に立ち向かう環境ですが、それを面白いと思える方には最高の会社です。まずは着実に『基礎・基本』を徹底し、その土台の上に自分なりの挑戦を重ねていってください。また、もし選択肢が2つ現れたなら、ぜひ自分にとって『厳しい方』を選んでみてください。リスクを恐れずその選択を積み重ねることが、気づけば大きな財産となります。私たちが生み出す空間は、エンドユーザーに直接喜びを届け、世の中に大きな影響をもたらすことができます。この想いを共有し、共に挑戦できる方と働ける日を楽しみにしています」決して枠に収まらず、真摯に相手と向き合い続ける加藤。リスクを恐れず前例のない領域へと踏み出すその情熱は、これからも周囲のプロフェッショナルたちの知見や熱量を引き出しながら、新たな空間の可能性を力強く先導していきます。※ 記載内容は2026年4月時点のものです

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

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.

Kuniyasu Hiraiwa, the founder of the after-school NPO Afterschool, has been working to create safe spaces for children after school. Yuha Nakamura and Aoi Okabe of NOMURA Co.,Ltd., who make solving local social issues one of their jobs, discussed the ingenuity they used in their first joint project and what they learned about the future of safe spaces in society.

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...