Project Introduction

Projects

Tomoaki Onuki joined the company in 2020 as a salesperson with experience. As a person in charge of the hotel market, I promote project management. Onuki, who has been working calmly to organize the team well and taking on big projects since shortly joining the company, looks back on the past and talks about his work ethic and vision for the future. Connecting customers and internal members, sales as a project leaderOnuki joined NOMURA in 2020. The Sales Department 1, Sales Division 2, Sales Promotion Division, to which I belong, handles projects for hotels in Japan and overseas. There are 15 members in the two sections, and each of them is responsible for project management as the leader of each project. Onuki: My role is to communicate with customers, understand their needs, and promote projects while taking into account deadlines and budgets. The main work is coordination work with in-house designers, designers, and production teams. When it comes to a large project, we have a regular meeting once a week for the entire project, and there are many internal meetings and preliminary meetings with customers to prepare for it. concept design is generally left up to the designers, but if the concept design has a material that doesn't fit the budget or has difficult specifications, we may ask them to adjust it to fit the budget." NOMURA 's strength lies in its ongoing customer relationships and high repeat business rate. Onuki: "Cultivating new business is one of our roles, but we also receive many referrals from existing customers, developers, and design offices, and I think that the high repeat rate is proof that our company is trusted." There are things that Onuki values in his work. That is, to be positive. It's the key to facilitating complex projects. Onuki: "In the course of a project, there are many times when new requests arise from customers during the project, and even in such cases, we respond calmly without panicking. If it is difficult to achieve, we will discuss with the in-house designers and directors (production management) where to find the pitfalls and make a proposal to the customer. I think about what roles our members can play and make sure that everyone can work in a good atmosphere," says Onuki, who is sincere with both customers and internal members. In the background is the presence of family. Onuki: "I have a son, but I don't want him to work in a way that makes him think it's 'uncool,' so I want to work honestly and be myself that I can always be proud of." Accomplish it with the support of the members ▲ Hotel Okura Kyoto After graduating from Okazaki Bettei University, Onuki gained experience in the interiors business at a curtain manufacturer and a interiors construction company. Onuki: "I learned the basics of the industry through my work as a salesperson at a curtain manufacturer, handling flooring and other products. interiors construction At the company, I was in charge of sales for the first two years, and then I was in charge of production as a result of job rotation. interiors I was able to experience the entire construction process at the site." When he was involved in the sales and production of overseas luxury brand stores at a interiors company specializing in commercial stores, a certain feeling was born in Onuki. Onuki: "I started to think that I wanted to work in more different fields, and with the milestone of 40 years old, I wanted to further pursue my abilities and jump into an environment where I could realize them, which led to my determination to take on new challenges NOMURA." The deciding factor was the breadth of projects we were working on. Onuki: "I was attracted to NOMURA because it covers a wide range of projects, including commercial and cultural facilities, and has the potential to be involved in projects in a variety of markets." This is a project of "Hotel Okura Kyoto Okazaki Bettei". Onuki: I joined the project at a time when the design was completed and we were promoting construction. At that time, due to the influence of Corona, there was a change in plans, and we had to look at everything from the design of the guest room and lobby restaurant to the construction. About 12 employees in Tokyo and Osaka were involved in this project, and for the first six months or so, I accompanied my previous sales representative, and after that, I was in charge alone. At that time, in addition to the fact that we were mainly communicating online due to the Corona disaster, there were many confusions, such as participating in a project that was already being promoted in the middle of the project, and working with members in Osaka who were even further away. If there was anything that bothered me even a little, I tried to communicate with them, but most of all, I was able to put it all together safely by having the designers and directors (production management) follow up on how to proceed." Onuki: "Commercial stores are often designed mainly from the perspective of the staff, but I felt that the difference was that hotels emphasized the perspective of the guests as well as the staff. I was able to learn the difficulties of the scale by doing it NOMURA." After joining the company, he completed several large projects that involved both design and construction, so he was selected as a JOB leader in a renovation project of a foreign-affiliated luxury hotel. Onuki: It was one of the largest hotel projects for our company to date. We received a total order from design to construction, and I was in charge of three main areas: guest rooms, lower floors, and the 22nd floor. It was an extremely difficult project to completely renovate the hotel in about 10 months while operating it. The hardest part was the number of people involved. It was necessary to coordinate with about 100 members both inside and outside the company. In addition to in-house designers and designers, there are also PM (*1) companies and AM (*2) companies. While considering who to approve and get consensus from, as well as human relations, we appropriately allocated the information to meet the customer's request." In order to lead the large-scale project to success, Onuki focused on "increasing the amount of action." Onuki "I took the initiative and communicated with various people to do what I needed to do. In about a year and a half of this project, I used a total of four notebooks." Onuki: "It's hard to have a large number of people involved, but it's also fun. There is a limit to what I can do on my own, but I find it rewarding to be able to put together a big project while assigning the right people to the right place." *1 Project management. A company that comprehensively manages and promotes project quality, process, cost, etc. *2 Asset management. A company that acts as an agent for the management and preservation of investment assets on behalf of the owner While enriching his private life, Onuki has been taking on new challenges at NOMURA for four years since he joined NOMURA. Now that we have successfully completed a large-scale hotel project, we are aiming for even greater heights. Onuki: "I want to be a company that makes people think, 'I can rest assured if I leave large-scale hotel projects to Onuki,' and eventually I would like to take on the challenge of fields other than hotels. One of the reasons for changing jobs, "I want to work in more different fields," is now being realized. In projects in different fields of scale and large amounts, we pursue the best manufacturing together with the unique members of the company. I feel like it's exactly the kind of environment I'm looking for." One of the attractions of NOMURA is its good work-life balance. Onuki: "Compared to my previous job, the way I work has improved a lot, and thanks to this, I was able to start getting a dog, which my son wanted, and I enjoy walking with the dog in the park on weekends NOMURA." Onuki: "I think it's especially suitable for people who want to try various jobs and have the desire to do big work. It is an opportunity and a responsibility, but I think we have an environment where we can grow through such challenges. I'm looking forward to working with people who want to take on new challenges just like me." NOMURA Onuki has only just begun his new challenge. Onuki's work to unite the power of members and give shape to customers' dreams will further enhance the true value of NOMURA. * The information is current as of June 2024.

After joining the company in 2007, Yoshimura Mineto is currently working as a room chief at the Nomura concept design Center No. 1, Creative Headquarters. He has worked on a wide range concept design from commercial spaces to private residences, and is committed to creating spaces that move people's hearts with his unique philosophy of "concept design the entire air." He talks about his passion for his work and his new challenges as a designer. "concept design the entire air." Behind the scenes of projects that create new value Anniversaire Omotesando Yoshimura belongs to concept design Division 5 of NOMURA concept design Center No. 1, Creative Headquarters. As a room chief, he works with the planning team on a wide range of concept design from commercial spaces to residences. Yoshimura: "Specifically, in addition to concept design more than 10 homes, including private residences, we also design casual Italian restaurants, high-end watch stores in Ginza, and members-only salons for the wealthy. We are involved in a wide range of projects, from large spaces to small spaces related to lifestyles." Yoshimura's work is not limited to simply creating spaces. There is a consistent desire to concept design people's emotions and the atmosphere. Yoshimura: "I often tell my clients that I will 'concept design the entire atmosphere,' but that doesn't mean I'm just trying to make the space look cool and innovative. I focus on how the space will create a wonderful atmosphere for the time spent there, and carefully consider the floor plan. This is true not only for residential buildings, but also for restaurants and hotels." One of the distinctive features of Yoshimura's work is his collaboration with the planning team in charge of the project. This effect is particularly evident in projects that aim to create new value. Yoshimura: "For example, Anniversaire Omotesando. For the large-scale renovation project to mark the 25th anniversary of the opening, the client wanted the venue to be more open to the town and to try new ways of using the venue beyond just as a wedding venue. With the involvement of the planning team, we were able to conduct an in-depth analysis of related data from perspectives other than concept design, such as the characteristics of the people visiting Omotesando, trends in the wedding market, and the atmosphere desired at corporate parties. They were also good at putting concept design into words, which added depth to concept design of each floor and made it easier to communicate to clients. I think what makes NOMURA so interesting is the environment where we can cooperate beyond team boundaries, and I have learned a lot myself." Yoshimura's attitude towards work is filled with a spirit of adventure, always trying to create something new. Yoshimura: "Almost all of our clients want to create new ways of using things and scenes that have never been seen before, and we expect them to propose new worldviews and ways of thinking. Sometimes we are asked to have a global perspective, not just a Japanese one. When working on such challenging projects, I always keep in mind to enjoy concept design. When you try to create something new, you will hit many obstacles. But I think it is important to enjoy even that process. When you start to hear people say, 'I'm looking forward to the finished product,' that is a sign that you are heading towards a good concept design. Ultimately, the important indicator is whether it is a space that you want to take your loved ones to and whether you are excited about it." "A space that blends into people's lives." Passion for concept design that connects people and spacesYoshimura says that what led him to pursue spatial concept design was an experience he had in high school. Yoshimura: "When I was in high school, I often went to a local coffee chain to study. I noticed that the space that I spent 140 yen on a cup of coffee was part of the lives of many people. There was a regular old man who came at a certain time every week, a person who teaches English conversation, and a couple who always sat at the same table and talked. The space that people could spend 140 yen in enriches people's lives. The moment I realized this, I wanted to concept design the space of a store like this. So I talked to my art teacher, and the day after he told me about art school, I started going to an art school." With a strong passion for spatial concept design he went on to art school. During his time at school, he had the opportunity to take a class from Shigechiyo Suzuki, the current executive creative director of NOMURA, and through his interactions after class, he began to become interested in the company. Yoshimura: "Every time we met, he would talk about his work with a smile on his face and look like he was having fun. Suzuki was in his mid-50s at the time. Seeing someone with many subordinates talking about their work with such enthusiasm made me think, 'This company has lively designers and a sense of momentum.' So I started researching NOMURA, interviewed, and decided to join the company." After joining the company, Yoshimura began his career as concept design in the commercial environment company. In 2010, he joined the concept design team called "AND." Yoshimura: "AND is a group of designers led by Kosaka Ryu (Senior Executive Officer concept design Officer at NOMURA), who specializes in creating high-quality spaces. For around 10 years, Kosaka thoroughly drilled into me the essence of concept design. During that time, I will never forget the first time we were entrusted with the project of the restaurant, GENIE'S TOKYO. I learned the difficulty of creating a restaurant while considering various things such as the profitability and facilities of the restaurant, and the movement of staff and customers. As a designer, I don't just draw pictures, but also collaborate with people from all kinds of industries to create a store." Through this experience, Yoshimura realized the dynamism of how a single line drawn by him can move many people and money, and the weight of responsibility that comes with it. Yoshimura: "There was one time when I had them make something based on the pictures and drawings I had made, but a mistake occurred...I had to bow my head and ask them to fix it, and it was a project where I really felt the weight of failure. At the same time, I learned a lot about the importance of connections with people. I was thankful to have become friends with the people on site, and they helped me out when I was in trouble later on in the job. I really felt the importance of not just concept design, but relationships with the people on site."Dear Homes Mita, envisioning the future of rich housing with an innovative concept design approachYoshimura returned to NOMURA in 2021, formed his own team, and took on the role of room chief. He would then go on to work on two memorable projects. Yoshimura: "The first one was Dear Homes Mita (a renovation project for an apartment building for the wealthy). It all started with my work at AND, and the client I was in charge of contacted me and said, 'I heard you've returned to NOMURA Ltd. We'd love to work with you again.' To be honest, I was surprised. They asked me to do the work personally, not as a member of AND, the team that Kosaka was on. I was very happy that they appreciated my careful work and my approach to concept design." Yoshimura says that it was a project he put a lot of energy into in order to meet the client's expectations. He took on the challenge of residence concept design from a new perspective. Yoshimura: "In the housing market for wealthy people, calm tones and colors that seek comfort were mainstream. However, based on my experience in restaurants and commercial facilities, I thought it would be good to incorporate more upbeat and uplifting colors and concept design into homes. For example, I proposed using color in the main areas that are usually white, or flipping over a shelf to change from wood to colorful leather, making it easy to redecorate like changing clothes." This innovative approach led to the next big project. Yoshimura: "When I spoke with art director Shun Kawakami in a talk show for nomlog*, he was very interested in the design process of this house and the way it expresses the richness of the house, and asked me to work with him, which led to the job of concept design a new bathroom concept for LIXIL." This project gave Yoshimura the opportunity to fundamentally rethink the concept of bathroom space. Yoshimura: "I realized that while I carefully consider the layout of the living room and bedroom, such as the position of the walls, the visibility of the storage, the movement of the eyes, and colors, I had not given much thought to the spatial composition of the bathroom. I wanted to propose a way for users to enjoy the bath in a variety of ways, so I concept design based on the time axis. By simply installing a small curved wall in the bath, I proposed an idea that would change the mood between the time spent washing the body and the time spent soaking in the water. I also emphasized the importance of expanding the range of options. Although a home is one of the most expensive purchases in life, I feel that there are limited concept design. I thought that reflecting the breadth of options when choosing a cell phone or clothes in bathroom concept design would lead to the richness of the home, so I increased the options for colors and designs." Through these projects, Yoshimura deeply considers the richness of the home and proposes new values. It creates a change in the hearts of the people who spend time in that space. *nomlog: https://www.nomlog.nomurakougei.co.jp/ NOMURA Group's media that pursues the possibilities of "space" and "experience". Professional space creators will share the behind-the-scenes of projects, their daily efforts, and their own unique thoughts. "Aiming to be a designer team that people choose." Yoshimura Room's challenge to connect with people and create spacesYoshimura says that the rewarding part of his job is the connections he makes with people. Yoshimura: "I strongly feel that creating a space cannot be done by one person. No matter how talented a designer you are, it won't come to fruition without the craftsmen who can give it shape. Of course, it won't start without customers. That's why I love the sense of accomplishment of creating something together, and that's why I continue to do this job. When a long-term project is over, we sometimes make a photo album as a gift for the customer. It includes sketches of concept design that have never been shown before, inspections at the factory, and photos that have been taken up until now. I really love the moments when we can share that we have all made something good together." Yoshimura, who has always valued connections with people, talks about his vision for the future. Yoshimura: "I want to challenge myself to see how well we can be accepted on the world stage in a few years. Even if I'm in charge of a facility in Japan, the customers who use it are those who have seen wonderful places all over the world. I have to create something that many different people will find wonderful. With that in mind, I'm feeling more and more eager to see if my aesthetic sense and sensibility can really be accepted overseas." Yoshimura Room also has a clear goal. Yoshimura: "For the past four years, our goal has been to become a design team that is chosen. This is a pretty big word, and it's not easy to achieve. But we will continue to set big goals, and ultimately we aim to become designers who are requested by name from overseas." Finally, Yoshimura talks about the appeal of NOMURA Yoshimura: "The appeal of NOMURA is that there are so many people who are willing to help, as well as seniors I can respect and juniors who inspire me. It's probably not often that you can immediately think of a senior in your own company that you respect or a junior who you think is excellent. I feel very blessed to be able to improve myself in an environment where we can discuss concept design on a daily basis. That's what's great about our company, which is why I'm still here." With his sights set on the world in a stimulating and growing environment, Yoshimura will continue to pave the way for the future of spatial concept design as he carefully deals with each and every space. *The content is current as of September 2024.

Momoko Sagawa joined the company in 2019. After gaining on-site experience in the sales department, she made a career change and is now involved in formulating short- to mid-term business strategies and providing support to executives in the Corporate Strategy Office. Sagawa believes in the power of concept design and has worked to solve problems from the other person's perspective throughout her career. She will talk about the future vision of business that only NOMURA can paint. Synergy created by diverse backgrounds. Sagawa is a member of the Corporate Strategy Office, with the aim of realizing strategic management with an eye to the future. Her main responsibilities include formulating short- to mid-term business strategies and supporting executive decision-making. Sagawa: "Our mission is to formulate a management strategy while analyzing the environment in which our company finds itself from a bird's-eye view by grasping the trends of society, industry, customers, competitors, and all stakeholders. In doing so, we aim to contribute to management by considering what our company should be like in light of the current situation within the company and changes in the external environment, and by considering and implementing appropriate measures. The Management Strategy Office was established only a few months ago. We work closely with various departments within the company, including the business division as well as the Management Planning Office, which is responsible for mid- to long-term management strategies." The Management Strategy Office is made up of professionals with diverse backgrounds, including sales, business planning, and directors (production management). They each utilize their expertise in their work. Sagawa: "I'm currently in charge of the Sales Promotion Department, which is the largest organization in the company. The Sales Promotion Department is responsible for working with customers to create each and every space. My main job is to understand the strategies and initiatives of Executive Officers and each business division that are leading the strengthening of the business, and to consider how to develop the business as a whole company based on that. Data management is also an important role, and I am working on effective ways to utilize accumulated data and improve its accuracy. In the early stages of strategy planning, I mainly communicate with management, including the executive Executive Officers, but in the concrete phase, I move forward while maintaining close communication with each business division manager and team member." Sagawa is in his sixth year at the company. Throughout his career, he has valued the idea of concept design. Sagawa: "concept design is not just about drawing up plans or creating designs, but a process of grasping the essence of a problem and finding a solution while engaging with people's hearts and sensibilities. I believe that concept design thinking can be applied to any business, and as a universal value, it has been the foundation of my work. For example, data shows facts, but it is only one element for decision-making. In dialogue with others, it is important to understand the true meaning of the words, their true causes, and the background, while at the same time, by grasping the facts, I believe that we can correctly understand the current situation and make the best decision regarding the essence of the problem." A book paved the way to solving problems. Sagawa became interested in concept design when he was in high school, in search of creativity without boundaries. It all started with a book given to him by his father. Sagawa: "Through the book 'concept design that Works for Energy Issues' that my father, who works in concept design, gave me, I learned that thinking itself is concept design, and that it can be a means to solve various social issues. I remember being greatly shocked, because until then I had thought that concept design was the domain of a select few people with good taste." After that, Sagawa studied spatial concept design at university, and a wide range of subjects from product concept design to urban development at graduate school. After graduating, he was looking for an environment where he could work on creating something from nothing, and he ended up at NOMURA Sagawa: "After considering other industries, I decided to work in the display industry. I thought that by being involved in creating spaces that are closer to people's lives and have many points of contact, I could move the hearts of many people. The reason I chose NOMURA Ltd. was because I felt that there was a possibility for me to try something new and unprecedented. Even if it was an unprecedented project, we could make innovative proposals for customers and work on a wide range of concept design because we are at the top of the industry. The wide range of value we could provide was very attractive. I was also attracted to the organizational culture. During the interview, I was impressed by the fact that we were able to talk to each other as people, beyond the relationship between student and interviewer. I was impressed by how strongly the freedom, flexibility, and customer-first attitude were conveyed through our conversation." After joining the company, Sagawa was assigned to the sales department, which was his own request. Sagawa: "I wanted to work in a position where I could directly communicate with clients, deeply understand the essence of their issues, and provide value in ways other than spatial design. I also wanted to use my knowledge of architecture and concept design concept design which is my strength, to understand the client's requests in detail and then consult with the in-house director (production management) on how to create them, or to digest the designer's intentions and explain them to the client as clearly as possible. I also wanted to play the role of an interpreter, so to speak." Sagawa gained on-site experience for about four years. What he learned was the importance of putting yourself in the other person's shoes. Sagawa: "Customers have different levels of understanding of spatial creation. Some can read blueprints, and some can't. Depending on the characteristics of the client, I made an effort to create materials with image diagrams and attach a separate sheet of an outline to the estimate. I was conscious of not just submitting blueprints according to the client's requests, but also of working in a way that would be easy for the person in charge to explain when they brought them back to the company. My experience as a salesperson, understanding what the client really needs, is still useful in my current work." From the sales field to the strategy department. Using his field experience as a weapon, Sagawa took on the challenge of resolving organizational issues. In his sales position, he was in charge of a variety of cases, mainly commercial-related. He worked hard to ensure the success of projects, including obtaining a commercial facility license. Sagawa: "Even in stores that operate nationwide, detailed customization is required according to regional characteristics, customer attributes, and store features. I wanted to use all my knowledge to help customers solve their problems, so I worked to acquire a wide range of knowledge, from commercial facility design and planning to store operation and marketing. As a result, customers trusted me as a partner, and I felt a great sense of responsibility and fulfillment in being asked for my opinion as a space production professional." Furthermore, Sagawa's work led to him deepening his knowledge of business strategy and management. His desire to contribute to the organization led to a major turning point in his career. Sagawa: "I thought that by incorporating my sales experience and field perspective into the work of the corporate division, the entire company could work more as a team, so I used the self-reporting system (※) to apply for a transfer to the Management Strategy Office (formerly the Business Strategy Department). There are many people with practical experience in the Management Strategy Office, but I think that my self-reporting request was accepted because the perspective of young talent was needed in the flow of strengthening strategies across the company." His driving force was the desire to "be useful to someone." Sagawa's feelings toward the seniors who have trained him and his customers, and the society beyond, have driven him. Sagawa: "I'm the type of person who gets emotional when it comes to doing something for someone else. When I was in sales, I was focused on customers, but now I'm focused on the company and my colleagues, so nothing has fundamentally changed. Since I moved to the Business Strategy Office, the range of people I interact with has expanded dramatically. When I was in sales, it was very rewarding to see the smiles of customers and end users after the properties were completed and to hear their words of gratitude, and I feel like I was in a position where I could have an impact on society through customers. Now, I feel the same way rewarded when I think that the measures I was involved in have helped employees and the company's decision-making, and when I think that many employees are making an impact on society through customers, just like I did before, I feel that my influence has spread, even indirectly. That's why I feel a great sense of responsibility as well as a sense of reward, and I work with the desire to have a positive impact as soon as possible." Sagawa has been in the Business Strategy Office for over a year. He says that his experience from his sales days has been very useful in his current job. Sagawa: "Until now, there was an issue that valuable information collected through the efforts of the field was simply accumulated and not fully utilized in business operations. Therefore, we proposed a system that automatically visualizes the data collected by field employees and allows the inputter to use it in practice, and developed a data utilization tool. As a result, we were able to improve the productivity of employees and the quality of strategy planning, and we received high praise from many stakeholders, including the business department. It was a very happy experience to be able to demonstrate the field perspective I developed during my time in sales." * Self-reporting system: A system that allows employees with three or more years of service to request a transfer to another department as part of their career development. Turning the power of each employee into the power of the organization. Future vision of the organizational structure drawn by the strategy department One of the roles we aim to play as the strategy department is to show guidelines and wave the flag for the entire company to move in the same direction. As a member of the Management Strategy Office, there is a future that Sagawa wants to achieve. Sagawa: "I feel like the activities of the corporate division are hard to see from the business divisions. By increasing transparency, we can make it clear that we are all facing the same direction as the business divisions, and we aim to build an organization where each employee can feel that the entire company is working together." This is something that can only be achieved at NOMURA. Sagawa has the following to say about the appeal of the company and what it should be like: Sagawa: "I think the greatest appeal of NOMURA is its ability to demonstrate teamwork in the face of unprecedented challenges and create innovative solutions with a unique approach. Looking around, I'm confident that there are few companies that contribute to society through such interesting manufacturing. I believe that this creative problem-solving ability is the source of our competitive advantage. If we can take the lead in creating an environment where each employee in the business division that provides spaces to customers can continue to work happily and with a place where they can fully utilize their abilities, I believe that the potential of the organization will increase even more and we will be able to continue to provide customers with richer, happier spaces." Going forward, Sagawa will continue to support the evolution of NOMURA and the creation of new value by utilizing concept design thinking and focusing on the essence of the challenges. *The content of this article is as of July 2024.

Rather than the scale and impact of the work, the time spent working with the members is more impressive, says Keiko Kamoda with a smile. As a salesperson who leads multiple projects, I deal with many stakeholders on a daily basis. Kamoda, who has also started walking as a manager who organizes a team, talks about the real thrill of sales, the appeal of NOMURA. Sales Section 1 has many projects. What is important is the daily communication, and the person who serves as the manager of the 1st section of the Sales Department 1 of the 5th Division of the Sales Promotion Headquarters. The department is in charge of the specialty store market, and together with six members, we are constantly promoting multiple projects. Suzuta: "Our section is in charge of a wide range of areas, including apparel shops and merchandise stores in commercial facilities, banquets at bridal facilities, restaurants at resort facilities, vocational schools, and history museums. NOMURA Each project is called a "job," and one of the characteristics of our section is that the number of jobs is extremely large even within the company. As a section manager, it is an important role not only to manage the sales and attendance of the team, but also to grasp the progress of each JOB that the section staff is in charge of and support the promotion of the project, including advice." Suzuta: Basically, we ask them to record the progress of each project in the weekly report and share it with the subcommittee meetings held every week, but what is more important is daily communication. I believe that by increasing such daily conversations, we can create an atmosphere and relationships where we can consult at any time." On the other hand, as a player, he is currently in charge of 3~4 major projects. The division of roles with members is explained as follows. Kamoda: When NOMURA comes to us for consultation, there are many cases where the content of the request is not clearly decided from the beginning, such as "I would like to ask you to do the work from here to here" or "I would like to ask you to do this kind of construction at this price." For this reason, our sales team first organizes the customer's request in detail, clarifies the roles, responsibilities, and business contents of both parties, and presents an estimate. Recently, the number of projects has become larger, so the initial arrangement has become even more important. In many cases, I lead this arrangement, and when the JOB begins to take shape, the members take the lead." Even in a big pinch, I dare to smile. It has been about 11 years since I was in charge of sales at a large-scale project NOMURA that I survived with such colleagues. He has been involved in a number of projects, but he says that the large-scale renovation of a certain facility left a particularly strong impression on him. Suzuta: "The reason why I feel that this work was rewarding is not so much because of the scale of the project or the results itself, but because of how much time I was able to spend with the JOB members before it was completed. Of course, the impact on the company and society is important, but I am more impressed by the work that overcomes difficulties and creates something of value together with the members. In that sense, I will never forget this project, which I was involved in as a JOB leader for about one year and six months. In fact, we had to make significant adjustments to our budget after we presented the perspective, and it was an unprecedentedly difficult situation." How to keep the necessary functions and concept design in place and within the budget was a process of trial and error. Kamoda: "We changed the structure under the floor, changed the finishing materials, and shared our wisdom to see if there were any parts that could be removed, taking care not to affect the quality and appearance. As a result of three months of VE adjustments, such as repurposing furniture from the customer's existing store, we managed to make it within our budget. Even though it was such a difficult situation, when the members got together, they talked about each other and laughed (laughs). I think that's why I was able to overcome it, and it was a particularly memorable job for me." The project had separate phases of design and construction, and Kamita joined from the construction phase and led the team. While many of the members were working together for the first time, there was one thing they kept in mind. "First of all, I focused on getting to know me and building a relationship of trust, clarifying what I want to achieve and what I want to achieve in this team, and unifying the common language and tools used by the team to say, 'Let's all perform well!' It was also important to create a mood. In addition, I think that I gained the trust and cooperation of the members by facing each issue with a strong will to 'I will follow up no matter what failures I make' and 'I will work for everyone and for the team.'" Taking on the challenge of a new career in an environment where she can balance child-rearing With her father being a craftsman who makes Japanese-style lighting fixtures, she grew up in an environment where "manufacturing" was familiar from an early age. "Since I was a child, I have seen large pieces of lumber brought into my father's workshop, and after a while, they are shipped as products. There, he became interested in store displays and moved to interiors company. After working there for about 6 years, I chose to retire when I got married. Kamoda: "My previous job was at a small company, so I was involved not only in sales but also in production work, from ordering to on-site support. Although I felt that it was worthwhile, I wanted to work a little more slowly after marriage, so I found a job offer for an office job at NOMURA and got a job as a temporary employee. However, it seems that office work was not suitable for my personality (laughs). I finished working as a temporary employee when I gave birth to my first child, and after giving birth, I joined the company again as a salesperson." Although she felt the difficulty of raising children, she was supported by understanding friends around her. Kamoda: "When I suddenly had to take a break due to my child's illness, everyone would say, 'I'll pick you up because it's okay,' or 'I'll be able to manage because I'm working as a team,' which was really helpful. In addition, there are many seniors in the company who have returned to work after maternity and childcare leave, so it was easy for me to have an image of what it would be like to return to work. I think it is because of this environment of mutual support and an atmosphere that accepts diverse work styles that I have been able to continue working." I look back on my thoughts up to that point as follows. Kamoda: "A few years ago, I gained confidence that I could manage to clear even the most difficult projects in my sales job at NOMURA, but I ...... having a hard time finding my next goal. I wanted to try something new and find something that would serve as a foundation for my career, and my boss recommended me to a managerial position. To be honest, I was hesitant, but I decided that if I was given the chance, I would give it a try. I'm still in my early days as a section manager, but I would be happy if I could build a career that will serve as an indicator for the members in the future, including the way they work." The real thrill of meeting the expectations of a full order. When asked about the appeal of working in sales at NOMURA to Kamita, who wants to continue to grow with his colleagues who love manufacturing, he says with a twinkle in his eye: Kamoda: "It's about getting a request from a customer for a complete full order every time. The real pleasure of this job is to draw out the customer's request and explore what we can do to meet it. I feel that the process of planning and concept design invisible issues in the NOMURA and creating the space I am aiming for is the most enjoyable. In addition, I can meet customers from various industries through my work, so it seems that I am learning about society every day, which is very stimulating. Every time I meet with a customer, I learn something like, 'I don't know this kind of business,' or 'I didn't know this kind of information,' and I'm happy that my knowledge expands by doing my own research." "There are many people who have a passion for manufacturing, even if they have different occupations and positions, such as sales and designers, and because they are all people who care about those around them, good teamwork is born, and that is why we can overcome any difficulties together. Finally, he has a powerful message for students who are interested in sales jobs and those who want to change jobs. Kamita: When you hear the word "sales," you may have an image of being mentally and physically demanding, such as standing at the front desk as a coordinator with customers. But NOMURA salespeople don't have to deal with it alone. If you have a problem, the members of the team will support you, your boss and seniors will consult with you, and sometimes they will accompany you to the customer to support you in negotiations. Just because you're a salesperson, you don't have to think and make decisions alone, and you can work with peace of mind because you have a system in place to support the entire organization. What is required of sales is not the vitality to do everything alone, but the attention to detail. Both customers and colleagues in the company are happy to be able to notice and consider small things, and I would be happy to work with such people." Her words brighten up the entire team and give us the courage to look forward even in difficult situations, and I believe that her brilliance will continue to illuminate the future of NOMURA. * The information is current as of July 2024.

Representative Director President and CEO Kiyotaka Okumoto, who has been involved in space creation for over 130 years since the company was founded, talks about the type of space he would like to challenge in the future.

Those who have not visited Yebisu Garden Place for a long time will surely be surprised. At first glance, it seems like a large covered plaza surrounded by cafes, restaurants, shops, etc.

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How will lifestyles and spaces change in 2030? NOMURA 's Future Creation Research Institute is working on a project to gain insight into "future spaces" by analyzing "signs" that are currently appearing in the world. The first result of this project is the release of a future insight report called "Re:ZONIN" that predicts "11 behavioral changes in consumers."

Matsumoto City Museum relocated from Matsumoto Castle Park to the center of Matsumoto city on October 7, 2023. NOMURA was in charge of planning, concept design, and production. Yasutaka Senga, who was in charge of preparing for the establishment of the new museum, spoke with NOMURA, Ltd.'s planning director Yuichi Kameyama, and designer Tomonori Fukano. New Matsumoto City Museum...

Introduction: The Fukanuma Sea Plaza opened in October 2023 in the Fukanuma (Arahama) district, located on the coast of Sendai City, Miyagi Prefecture, an area still devastated by the earthquake disaster. In this project, a pre-event was held before the facility opened to build connections with local residents and businesses. The facility's opening event included a playground...

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