Project Introduction

Projects

クリエイティブ・デザイン本部デザインコレクティブセンター“no.10”でルームチーフを務める鈴木 祥平は、商業施設や専門店、住宅やオフィスなど、幅広い空間デザインを担当しています。クオリティを追求し、期待の一歩先を提案する姿勢を貫く鈴木が、仕事のやりがいと信念を語ります。目線を揃え、個を伸ばす。大型プロジェクトを成功に導くチームマネジメントの極意▲2025年日本国際博覧会　日本館担当範囲：展示デザイン（基本設計、実施設計）、施工、運営　/　クライアント：経済産業省、公益社団法人2025年日本国際博覧会協会※ 丹青社とのJVにて推進2025年大阪・関西万博の日本館、アーチを描く美しい建築の内部では、丹青社と乃村工藝社によるコンソーシアム（共同企業体）が組まれ、展示デザイン業務が進められていました。この大きなプロジェクトにおいて、乃村工藝社側のクリエイティブを主導したのが鈴木です。鈴木「総合プロデューサーである佐藤オオキ氏が掲げるコンセプトをベースに、展示空間を具現化していくというミッションを担うことになりました。それぞれ異なる強みを持つ丹青社と乃村工藝社が足並みを揃えてデザインワークを進めていきました。コンセプトに向かって各エリアをどうチューニングし、多岐に渡る関係者の承諾を得ていくか。そこが大きなポイントでしたね」展示空間の実装に向けて、定期的な打ち合わせの中で懸念点を洗い出し、言葉や図面だけでは判断が難しい造形や演出については、ほぼ実空間を組み上げる「仮組（かりぐみ）」を行うことで、徹底したリスクヘッジを積み重ねていきます。鈴木「クライアントの皆さまや、プロデューサーと一緒に確認し、同じ完成像を描く。そうして目線を合わせていくプロセスを何より大切にしました。必要な対応を重ねながら確認項目を1つずつ潰していったからこそ、円滑にプロジェクトを推進することができたのだと思います」こうした大型プロジェクトの一方で、鈴木は国内のみならず国外においても、また業態も異なる案件を常に10件前後並行して推進しています。マルチタスクを円滑に進行させる鍵は、関係者との密なコミュニケーションだと言います。鈴木「関わる人々の認識にずれが生じると、軌道修正や調整に時間がかかることがあります。オンラインでの打ち合わせでも、電話1本でもいい。とにかく全員が同じ方向を向いて最短距離で進んでいるかを確認し続けることが、案件数が多くなればなるほど重要になります」現在鈴木は、乃村工藝社のデザインチーム“no.10”に所属し、鈴木ルームを率いています。年齢やキャリアも多様なメンバーの個性を引き出しながら、チーム全体のパフォーマンスを最大化するマネジメントを行っています。鈴木「メンバーによって、CG、図面、スケッチなど、得意分野はそれぞれ異なります。業務や案件の振り分けの際はそうした点も加味しますが、本人の希望や成長の方向性も踏まえ、場合によっては新しい領域にも挑戦してもらうことがあります。ときにはあえて苦手な領域に入ってもらい成長を促すことも。個人の稼働状況や作業のペースを見極めながら余裕を持って調整し、モチベーションを損なわないようなスケジュールコントロールを心がけています」 成長を支えた「信念」と「一念発起」。タフな現場で磨かれたデザイナーの礎今でこそ数々の空間デザインを同時に手掛ける鈴木ですが、大学時代はデザインとは遠く離れた経営学部に在籍していました。しかしふと、自分の部屋のインテリアに興味を持ち始めたのが転機となりました。鈴木「些細なきっかけからインテリアの世界に興味を持ち始めました。そこから空間に関わる仕事が世の中にあるのだと知り、そういった職業に就いてみたいと思いました。大学3年で単位を全て取得した後は、4年次の1年間をアルバイトに費やし専門学校に進学しました。周囲が就職活動をしていくなかでも、躊躇はなかったですね。『自分で一度決めたら進む』そういう性格なので」専門学校を卒業後、2008年に店舗デザインを中心に手掛けるデザイン事務所へ入社します。専門学校の専攻は住宅でしたが、あえてプロジェクトのサイクルが早い商業空間の領域を選んだのには、強い危機感がありました。鈴木「今思えばそんなことはないのですが、当時は大学を経ての専門学校ということで、焦りがあったのだと思います。とにかく数をこなして経験を積んでいかなければならないと考え、あえてサイクルが早くて厳しい環境を志望しました。入社後は常に10件以上の案件を並行して抱え、タイトなスケジュールの中で非常に密度の濃い日々を送っていました。忙しい時期もありましたが、あの圧倒的な数をこなした5年間が、間違いなく今のベースになっています」携わった全てのプロジェクトにそれぞれの難しさがあり、トラブルや壁が存在しました。それを鈴木は「自分がやらずに誰がやるんだ」と潔く決断し、突破してきました。過酷な下積み時代を経て、プロジェクトを進行する上でのリスクを察知し、先読みをする嗅覚も身についたと言います。そんな鈴木は、2013年に次なる一歩を踏み出します。「これからの仕事に必要」と感じた語学力を身につけるため、濃密な5年間の休暇も兼ねて海外へと目を向けました。鈴木「フィリピン・セブ島での半年間の語学留学、そしてアメリカ・コロラド州の設計事務所でのインターンシップを経験しました。単身で言葉も文化も違う異国の地に身を置き、新しいものをつかみにいく。その経験自体が大切だったのだと思います。視野が広がり、それまでの自分の枠組みのようなものが外れて開かれる感覚がありました。帰国後にフリーランスを経て乃村工藝社へ入社しましたが、まったく知らない新しい環境へ飛び込むことにも、海外経験を経た後だったからこそ迷いはありませんでした」 求められる期待の一歩先へ。クオリティを高めていく、妥協なきデザインプロセス▲% Arabica Jakarta PIK Drive Thru乃村工藝社への入社後、鈴木のキャリアを象徴するプロジェクトとなったのが、グローバルコーヒーブランド「% Arabica（アラビカ）」です。“no.10”がブランド全体で現在130店舗以上を手掛けるなか、鈴木自身は進行中のプロジェクトを含め50店舗近いデザインを担当。世界各国に共通する美しいブランドイメージをベースとしながら、それぞれの国や店舗に合わせたローカライズをカタチにしています。世界各国の都市でデザインをカタチにしていくプロセスは、常に挑戦の連続です。鈴木「それぞれの国やエリアごとにどのような店舗にしていくかしっかりとコンセプトを構築し、デザインを進めていきます。世界各国、その店舗ならではのコンセプチュアルなデザインや空間を具現化できるということも踏まえて、挑戦や新たな発見があるプロジェクトだと感じています。お客さまから要望をいただいた際は、ご要望に沿ったプランをベースとして整理したうえで、ニーズの一歩先を行く選択肢もあわせてご提案します。期待に応えることの繰り返しが、結果としてさらなる依頼や、建築から手掛けるような大規模プロジェクトへとつながっていくのだと思います」こうした真摯な仕事ぶりの根底には、全ての制作物に対して徹底的に向き合い続けるという、鈴木の確固たる信念があります。鈴木「仕上げた図面やデザインを、一度で終わらせずに何度も見返します。昨晩必死に仕上げたものでも、朝起きて見直したときに『いや、ちょっと違うな』と思えば描き直す。より良いデザインにするために、自分が一度作り上げたものを提出まで練り上げていく。そのプロセスの積み重ねこそが、クオリティの高さに直結すると信じています」 世界のどこでも「同水準のクオリティ」を。卓越した仲間と刺激し合うプロフェッショナルとして国内外を問わず多くの実績を重ねる鈴木は、近年、アワードへの積極的な挑戦も続けています。数々の権威あるデザイン賞への応募や受賞を通じて、個人や会社の社会的認知度を高めるだけでなく、自身のクリエイティビティを研ぎ澄ます貴重なインプットとなっています。鈴木「応募する過程で他の人たちがどんなデザインを手掛け、どんなプロジェクトが受賞したのか、その潮流やトレンドに深く触れる機会が多くなります。必然的に目が肥えていきますし、自分のデザインを客観的に見つめ直す良い機会になっています。量だけではなく質の向上を意識し続けるためには欠かせない挑戦ですね」現在、鈴木の活躍は商業空間の枠を軽々と飛び越えています。海外ブランド関係者の国内住宅や、有名企業の本社移転プロジェクトなど、住宅からオフィスまで多様な空間を手掛けています。入社以来10年以上にわたって、この場所で走り続けられる理由を、鈴木はこう語ります。鈴木「多様な規模のプロジェクトに携われる機会が豊富にあり、専門性を持つ優秀なメンバーと協働できる環境があると感じています。同じ会社にいながら、周りのメンバーの仕事を少しのぞくと、『すごい』と圧倒される瞬間がたくさんあります。成長する人ほど他の人たちのデザインを見て学んでいると思いますし、そうやってお互いを刺激し合える優秀な仲間達が良い意味でひしめき合っているのが乃村工藝社というフィールドだと思います」自身の決断力と、積み重ねた経験によってキャリアを切り拓いてきた鈴木。デザインの道を志す未来のクリエイターたちに向けて、豊かで広大なフィールドを持つ乃村工藝社という環境の可能性を伝えます。鈴木「他ジャンルからでも簡単に飛び込める、とは言いませんが、ただ、乃村工藝社が持つ多様な機会に溢れた環境は、飛び込んだ人に対して新しい道を示してくれますし、その人自身が輝ける場所を提供してくれます。国内と国外、同等数のプロジェクトに携わっている今、自分としては新しいジャンルへ挑戦することと同時に、日々目の前にある案件を確実に進行させ、世界のどの地域でも国内と同水準のクオリティを実現できるよう、これからも実直に空間や関わる人々と向き合っていきたいです」※ 記載内容は2026年6月時点のものです

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.

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

Kohei Hirota joined the company in 2017 and began his career as a planner. He has supported numerous projects as a planner in settings that require a multifaceted perspective, such as corporate museums and international expositions. He talks about the essence of creating spaces that move the hearts of visitors, which he discovered through coordination, and his determination for the next stage. Inspired by the DNA of passion and challenge behind the technology Hirota, who belongs to the Planning and Production Center of the Creative Division, is currently in charge of project promotion as a Room Chief. One of the projects he is working on is the basic plan for a new museum to be built within the headquarters of a major domestic technology company. Hirota: "We're not just displays the latest technology; we aim to create a space where working people and children can interact with technology and have their inner 'creativity and curiosity' stimulated. We want it to be a place where people can experience the DNA of passion and challenge, and be inspired to think about what they too can do for society. We carefully uncover the 'human thoughts' behind the technology, such as the decisions and challenges of the developers, and re-edit them into displays and experiences that everyone can relate to, regardless of their expertise. And by giving them 'shape' as a space, we are trying to create a place that deeply resonates with visitors." In this process, what Hirota pays the most attention to is matching the "pace" of the dialogue with the customers. Hirota: "Instead of using technical jargon, we choose words that are easy for customers to understand, and we thoroughly share the 'sense of progress'—what stage the project is at and what has been built up. Every time, we carefully start by reviewing the previous meeting, breaking things down and making the progress visible." In parallel, the renovation of the training facility for medical professionals is also underway, which requires a high level of expertise. Beyond simply organizing the necessary functions for the facility, they are required to design a wide range of functions, from displays the company's history to providing lectures on home healthcare. Hirota: "We want to understand our clients' needs and create a facility that aims to contribute to patient safety and the advancement of medicine, not just for medical training. We want it to be a place for valuable communication with diverse stakeholders and to generate new business opportunities. To that end, I spend my days reading through vast amounts of materials, aiming to understand unfamiliar medical terminology and the context of the industry." "How do you get someone who dislikes Asian food to eat it?" The fun of the job that he felt from a question on the entrance exam During his university days, Hirota majored in media sociology and was passionate about competitions in the advertising research club, so he initially aspired to work for an advertising agency. However, during the job interview, he received a crucial point from the interviewer: "You are the type of person who takes time to think things through, which is a little different from the personality required in the advertising industry where quick thinking is essential." Hirota: "To be honest, I had a feeling about it myself. So when I heard that my personality didn't fit into that industry, I accepted it at face value." Later, a friend told him that there were many people with similar ways of thinking in the display industry, including NOMURA Co.,Ltd., Ltd. Hirota: "When I visited NOMURA Co.,Ltd., I was instantly captivated by the way the senior planner who was speaking there spoke. I found his personality interesting, and I felt that his attitude of genuinely loving his customers while working was an appeal that I didn't see much in other companies." The entrance exam for NOMURA Co.,Ltd. also stimulated Hirota's intellectual curiosity. Hirota: "The question I was given was unique: 'How can you get someone who dislikes Asian food to try even one bite?' My answer wasn't simply about persuading them with the taste, but rather presented a logic that unravels the connection to what they usually like. Through the sharp questions about my answer and the presentation of my plan within a limited time, I got a real sense of the enjoyment and challenges of the actual work, realizing, 'This is probably the kind of work they do every day,' and that's when I decided to join the company." Hirota joined the company in 2017 and was assigned to the department in charge of the corporate museum, where she quickly faced the harsh realities of the job. Hirota: "Not only do I have to think about the plan and the words, but I also have to take a multifaceted approach to things, including the graphics, video, and the way the space is designed, and then give it form. At first, it was difficult just to keep up with the conversations. First, I tried to grasp the big picture and not miss what the customers wanted to convey and the points that would resonate with the visitors. That's how I've been working relentlessly since joining the company." Serious questions that arose after the experience, and the value of this job that she felt from the children's faces ▲2025 Japan International Exposition Panasonic Group Pavilion "NOMO Country" A major turning point for Hirota was the 2025 Japan International Exposition Panasonic Group Pavilion "NOMO Country" project. This pavilion was based on the concept of drawing out the potential of children through experience, and Hirota was busy in a hub position that involved concretizing the experience content, managing the schedule, and acting as a liaison with external creators. In this massive project, Hirota deliberately imposed a tough role on herself, saying, "I don't care if I'm disliked, I'll say what needs to be said clearly." With the opening dates already set, the schedule was always tight. Hirota: "Even if it was a request from customers or stakeholders, if I judged that it would detract from the interestingness of the space or would not be beneficial to visitors, I had the courage to firmly refuse, saying, 'That's difficult,' from a feasibility standpoint. I felt that my role was to continue to guarantee the quality of the project." This was also an action to act as a "breakwater" to make the most of the knowledge of talented external creators and produce the best possible output. Hirota: "With the creators, I tried to understand them deeply and change my approach accordingly, while at the same time 'subtly' conveying the essential feelings that customers couldn't compromise on. I focused on creating an environment where everyone involved in the project could function comfortably." During the six-month period of the event, one scene was deeply imprinted on Hirota's mind as he observed what was happening on site. It was the sight of children intently looking at displays and thinking about something with their fresh sensibilities in the "children's section" that had been newly established through operational ingenuity. Hirota: "I witnessed a moment when a child seriously asked their teacher, 'This is what I think, but what do you think, teacher?' about something they had experienced. The children took it more seriously than adults could have imagined. I truly felt that what we were doing was worthwhile and meaningful." I want to create moments when someone's feelings reach out to others. The joy of creating spaces that I want to share with my juniors. Hirota, who was promoted to Room Chief in 2025, has been deeply affected by the words of a senior colleague in the company: "If you can't sell big-picture ideas, you'll have no future as a planner." Hirota: "Until now, I've stuck to a style of working hands-on and supporting the front lines on site, but from now on, I want to have a higher perspective and become someone who can propose the attractive 'framework' of a project itself. If I do that, customers will approach the project with great expectations. Also, even if I don't do everything myself, my juniors will be able to fully utilize that framework. I want to be able to create many big-picture ideas like that." Hirota's evolution from "planner to creative producer" is not something that can be completed alone. Hirota: "There are limits to my own imagination. That's why I value attracting specialists in each field who can lead projects to heights I couldn't reach on my own, and building trust with them. My job is to ensure that designers are confident that 'on the foundation Hirota has laid, we can focus on the best possible expression without hesitation,' and that they can freely unleash their talents. To that end, I continue to hone my skills in organizing the project's objectives and complex conditions better than anyone else, and clarifying the path forward." Hirota describes NOMURA Co.,Ltd. Co., Ltd. as "a place where many people are incredibly sincere in their approach to work." Hirota: "Their unwavering pure curiosity about concept design and communication, and their constant questioning of 'what can we do to make the world a better place,' is what inspires me the most." Hirota has the following wish for the younger colleagues he will work with in the future. Hirota: "At the exhibition, I witnessed a scene where a child was asking a question to their teacher. It was a moment when the feelings of the customers and planners reached the visitors through the creation of the space. I would love to share that scene with others. To see the words you spoke beautifully expressed by the hands of a designer and reach the visitors. I would be happy if my juniors could also feel that emotion." Aiming for that moment when her feelings reach someone, Hirota continues to develop grand concepts to give shape to the possibilities of spaces yet to be seen. *The information provided is as of February 2026.

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...