Project Introduction

Projects

After graduating from architecture school, Tomoko Yokota studied design in Milan and has built a diverse career in video production, product design, and book editing. In 2018, she joined Nomura Co., Ltd., and currently works as a planner, mainly involved in the planning and experience design of facilities for children. We delve into Yokota's work philosophy, which values universal human sensibilities and feelings. Sensibility is the best blueprint. The work of a planner who incorporates the feeling of experience into the planning of spaces Yokota belongs to the Planning and Production Department 2 of the Planning Center, Creative Production Headquarters. This department mainly handles projects related to corporate communication (brand communication), and Yokota is active as a planner. "As a planner, I often get involved in the entire process of a project, from start to finish. For example, if it's a new facility like a museum, I participate from the initial concept stage, and once the concept is decided, I work alongside the team on everything from designing the exhibits for each area, considering the content of the graphics and videos, and collaborating with external partners to create experiential content if needed. Long projects can take two to three years from start to finish." Currently, Yokota also serves as a room chief, managing eight members with diverse backgrounds. "The members are a diverse group, including people who are good at basic project concepts, professionals in planning and designing cultural facilities, and people skilled in creating office spaces, but I think they all share a common interest in 'communication and creating spaces.' Because they have different areas of expertise and methods of output, I try to find out who is best suited to which project and how they should be involved, and then I entrust them with the work or we work together." What Yokota values most in his work is "his own experience and feelings." "I believe there must be universal elements that are common to all people when they feel a space is 'comfortable, I want to come back here again,' and when they feel happy. To cherish that feeling, I visit various places, let my senses be moved, and incorporate the positive feelings I experience into my projects, which I believe allows me to make realistic and compelling proposals. While valuing people's feelings, I try not to be too biased, and sometimes I filter things through my colleagues or listen to the opinions of our customers to make better proposals." A "selfish career" pursued through love. Diverse experiences connect at Nomura Co., Ltd. After graduating from the architecture department, Yokota studied design at the Domus Academy in Milan. There, he had the experience of delving deeply into the concept and essence of "what is design?" "In Japanese schools, we often study different fields such as architecture, interior design, and graphic design separately, but in Milan, the idea was that creating something tangible is also design, and that processes, strategies, and systems are all part of design. The scope of the word 'design' broadened considerably, and I was shocked, as if my senses had opened up, realizing, 'The creative field is so vast, and I can think more freely!'" After returning to Japan, she joined a major video and event production company as a design producer trainee. Starting from there, she has moved through a variety of fields, including director positions at a world-renowned design firm, book editing at an architectural publishing company, and overall design management of VI (Visual Identity) at a branding firm. "Looking back, my career has been rather egoistic, as I've always pursued what I truly love and am interested in (laughs). I always had the core desire to 'do creative work,' but after learning in Milan that design is a broad concept, I didn't insist on doing the hands-on work myself. Instead, I tried various roles depending on the opportunity, such as supporting others, contributing ideas, and working in teams. I also made sure that the work stimulated my senses and that the environment fostered high levels of creativity when choosing a job." Then, in 2018, Yokota decided to change jobs again after the birth of her child. She was looking for a job where she could make use of her diverse experiences, and that's when she was hired as a planner at Nomura Co., Ltd. "After joining the company, I was given the opportunity to work on a much wider range of tasks than I had imagined. From the basic concept of large-scale developments overseas to proposing ways to utilize mixed-use buildings, planning PR for art events, and creating brochures for corporate tour facilities—the fun of this job is that I face completely different challenges each time and use completely different sensibilities and minds to produce output." Two children's facility projects that she worked on, drawing on her "real-life experiences" as a parent ▲ JUNOPARK, a residential education edutainment facility that nurtures children's sensibilities, created by Sekisui House Photo: Nakasa & Partners In recent years, Yokota has mainly been in charge of planning and designing experiences for children's facilities. In 2025, two facilities opened: JUNOPARK, a residential education edutainment facility by Sekisui House, and mirocco, an indoor playground in Kakegawa City, Shizuoka Prefecture. "JUNOPARK is a residential education edutainment facility planned by Sekisui House with the aim of 'providing experiences that nurture children's sensibilities.' The first floor is a cafe and library that can be used by local people, and the second to fourth floors are paid experience areas. We were in charge of translating the themes of each floor into experience programs and spaces. It was a two-and-a-half-year project involving about 50 people from both inside and outside the company, and we thoroughly considered, 'Is this experience really fun for children?' During the pre-verification, we invited children from nearby elementary schools to actually experience it. Through repeated verification and improvement, we believe we have created a facility like no other before. It is not a facility where children learn passively, but a place where children can learn while playing, and where they can be a catalyst for developing various insights and sensibilities. We were able to create this together with the entire project team, both inside and outside the company." Meanwhile, mirocco was awarded through a proposal by Kakegawa City using the DBO (Design Build Operate) method, which includes design, construction, and operation after opening. Yokota was involved from the facility's concept and zoning considerations, and designed the plans and experiences with post-construction operation in mind. "One of the features we put a lot of effort into is a corner where children can touch and play with discarded interior materials and samples. We collected materials that children don't usually get to touch, such as carpets, wallpaper, scraps of vinyl chloride, and cork, in collaboration with our partner manufacturers and other childcare facilities, hoping to open up new senses in the children by showing them, 'There are materials like this in the world!' I think we were able to bring to life an idea that is unique to a facility designed and operated by Nomura Kogeisha." Yokota says that her perspective as a mother was particularly useful in both projects. At mirocco, she selected toys and considered corner names based on her experience as a parent, always thinking, "How would my own child play if I brought them here?" "When you're raising children, you make all sorts of discoveries every day, like, 'This is what excites kids,' or 'This is what makes them want to run off.' It's fun to incorporate these feelings that adults don't have into projects because I've seen them up close, and because it's something I've experienced as a parent, I was able to move forward with confidence." Yokota, who works as a planner at Nomura Kogeisha, leverages her diverse career to take on further challenges in a work environment that is also easy for working mothers.▲The "Creative Lab" is a craft corner that uses discarded materials and samples of interior materials from mirocco as materials. She also had her own children cooperate in verifying the value of the experience and as models for the photo shoot. When asked about what she wants to challenge herself with next, Yokota gave the following answer. "JUNOPARK and mirocco were truly memorable projects for me. In my own experience raising children, I've found that they're much more motivated when they learn through games rather than when I tell them to 'study.' I'm sure parents would be happy if the fun things they learned and experienced during their childhood remain in their memories and connect to their future, and I want to continue to be involved in creating such spaces. However, I don't want to limit myself to projects for children; I want to challenge myself with new social issues and new fields more than ever before." Yokota also has a desire to create an environment where the team can improve and grow together as a room chief. "Personally, I really enjoy working in teams. Since each member has different areas of expertise, we haven't really had many opportunities to 'work on something together as a room.' In the future, I want to create a space and atmosphere where we can share stories and ideas about the work each of us has done, and exchange opinions, aiming for an open-minded team." Finally, Yokota describes the appeal of Nomura Kogeisha as follows. "If you clearly communicate the themes you want to work on and your areas of expertise to those around you, there's a culture where you'll be assigned to projects that take that into account, so I think it's a company where you can work with high motivation. Also, there's a flexible work system, so it's easy for working mothers to work, and the number of men taking paternity leave is increasing. Not only are there systems in place, but there's also a culture where many people understand and support the situation of raising children, which I'm very grateful for. I think that as a planner, it's important to convey experiential value with a real sense of it, not just information on paper. We would love to have people who enjoy proactively gaining new experiences and translating those experiences into planning spaces and experiences join our team." *The information is current as of June 2026.

空間創造のあらゆるシーンを担う乃村工藝社グループへ。その未来の戦略を担う経営企画室で日々奮闘するのが天野 真希です。人事部門での経験を経て、昨年度から経営企画室へ。中期経営計画の策定や全社発表会では大きな役割を果たしました。“人の心を豊かに”という自身の哲学と乃村工藝社の事業を重ね、自らのありたい姿について語ります。一人ひとりの力を掛け合わせ、共に未来図を描く乃村工藝社グループ全体の経営企画をテーマに、未来のカタチを描く経営企画室。天野が所属するこの部署は、各部門と密に連携しながら、全社横断的に業務を推進しています。天野「経営企画室の役割は、グループ全体の経営企画に関する業務。その中でも、昨年度は翌年からスタートする中期経営計画の策定とその内容を社員に周知することが大きな仕事でした。今年は、中期経営計画初年度として、中計が実行に移り、目指す姿が実現されていくように全体を管理・推進する役割を担当しています」乃村工藝社の経営企画室は、さまざまなバックグラウンドを持つメンバーが集まっています。天野「事業部門出身者が半分、管理部門出身者が半分という構成で、多様な強みをもったメンバーが在籍しています。経営企画にしては珍しく、若手のメンバーも多く所属しているのも特徴です。皆とても前向きでバイタリティに溢れています」部署一丸となって会社の未来を考える中で、天野が大切にしているポリシーがあります。天野「物事に対して、『なぜやるのか』という背景と丁寧に向き合い、考え、伝えることです。何をするのかというところについフォーカスしてしまいがちですが、それだけでは、向かう方向がバラバラになってしまいます。私自身、異動してきた当初、事業への知識不足を感じる場面が多々ありました。そんな時に、経営企画室のメンバーがこれまでの経緯や背景を含めて共有してくれたことで、事業理解が一段と深まりました。こうした姿勢や考えが部署に根付いています。さまざまな部署と連携が必要となる経営企画という仕事において、みんなで向かう方向を揃えて進んでいくために、背景を共有するということをより意識して取り組んでいます」人間味溢れる社風に惹かれ入社。人事での経験から「もっと良くなるはず」と経営企画へ大学時代は、経営学部で国際経営学を学んだ天野。就職活動中に参加した合同企業説明会で乃村工藝社に出会い、選考を受けるにつれて惹かれていったと語ります。天野「就職活動では、『“人の心に豊かさ”を届けられる仕事』ということを軸にしていました。私自身3歳からモダンバレエという舞踊を続けている中で、舞台というリアルな空間を通して感じる感情の動きや場の体験が生きる豊かさにつながると信じてきたからです。そんな中、空間創造を生業とする乃村工藝社に出会えたことは奇跡的な縁だったと思います。選考が進んでいく中で、より社員の魅力に惹かれていきました。例えば、面接官が定型的な質問をするのではなく、関心を持った点を積極的に質問してくれたことや、自分自身のことを生き生きと話している姿を見て、人間らしさに溢れたカルチャーがすてきだなと思いました」2020年にスタッフ職として入社。最初の半年間は乃村工藝社の基盤となるものづくりを学ぶために、品質環境安全推進部へと配属。その後の4年半は人事部門で2部署の経験を積みました。天野「人事企画部では主に働き方改革に関する業務を担当しました。入社まもない時期でしたが、グループ全体での従業員サーベイの実施・分析、また、経営陣が社員と直接対話するタウンホールミーティングで全国の事業所・支店を巡った経験など、若手の時からチャレンジできる環境にやりがいを感じていました」2022年、部署再編に伴い、人財開発部へ異動。大学時代から関心があった人財育成領域への挑戦でした。天野「実務としては未経験の領域でしたが、チャレンジを後押しする当社のカルチャーもあり、外部パートナーのサポートも得ながら3年間試行錯誤を重ねました。前中計期間はとくに人財育成強化として『ノムラ育成プログラム』の立ち上げ期間であったため、様々な教育をゼロから考え、何度も企画と実行のサイクルを回した経験が、今の自分の糧になっています」全社教育に携わる中で、天野が大切にしていた想いがあります。天野「一番は、乃村工藝社の社員一人ひとりが輝いていてほしいということ。人財開発部の仕事を通して、たくさんの社員と出会いました。就職活動の際に感じていた社員の魅力は、全社の育成に携わることでより強い実感へと変わっていきました。多様な人財が集まる中で、個人が持続的に自分らしく価値を発揮し続けられる環境や仕組みをつくることがモチベーションとなっていました」約4年半、人事として経験を積んだ、天野。全社サーベイや人財育成に携わる中で見えてきた気づきや課題感から、「もっと良くできるはず」という情熱を胸に行動を起こします。天野「部署横断的な役割をもつ経営企画室なら、私が感じている課題やこれまで見てきた情報を接続して、会社に貢献できるのではないかと思ったんです。そこで自らキャリア希望を表明できる『自己申告制度』を活用し、2025年に経営企画室へ異動することができました」中期経営計画の策定で感じた事業の本質。全社員に届けるため、最高の舞台を創り上げる撮影：永禮 賢異動後、天野は中期経営計画の策定に携わる中で、人財戦略の柱となる分析を任されます。天野「人事の時に担当していた従業員サーベイが経年データとして蓄積されていたこともあり、経営企画の目線で事業の様々なデータと掛け合わせながら多角的な分析を行いました。大学時代に学んだ課題解決のアプローチや、人事で培ったデータ分析スキルなど、過去の経験を活かして人事施策の土台となる分析として貢献できたことで、『これまで向き合ってきたことが接続された』と実感できました」経営陣と何度も会議を重ねて計画を練り上げる中、天野の胸に深く刻まれた気づきがあります。天野「議論の中で改めて、当社の経営理念に立ち返ることがあったんです。そこで乃村工藝社は、単に床や壁、天井をデザインして空間をつくるだけではなく、人と人、人とモノ、人と情報といったコミュニケーションをヒューマンスケールの空間でデザインしている会社なんだと、事業の本質が腑に落ちました。会議の中では『日本で一番、幸福度を高められる会社かもしれない』という発言もあり、とても記憶に残っています。私自身が大切にしている「”人の心を豊か”にしたい」という想いと会社の事業の本質が重なった瞬間でした」こうして完成した中期経営計画をグループ全社員へ浸透させるため、天野は2026年2月に実施された全社発表会の主担当に抜擢されます。天野「『これからの3年間で会社が目指す方向性を、全社員がしっかり理解できる会にする』をテーマに、走り出しました。あらゆる立場の社員にどうすれば理解・共感してもらえるかとても悩みましたね。」プロジェクトをマネジメントする立場として、大小さまざまな業務を抱える中で、天野の足を前に進めたのは、これまで寄り添ってきた社員への強い想いでした。天野「中期経営計画の策定を通して、私自身が乃村工藝社グループの魅力や可能性に改めて気づけたからこそ、絶対によい会を届けるという気持ちで取り組みました。社員の皆さんが『この会社で働いていて良かったな』と改めて実感できる場にしたいという想いが原動力となっていました」天野の願いは、当日参加した社員からのポジティブな反響によって結実します。天野「中計発表会は東京と大阪の2会場で開催し、全国各地から乃村工藝社グループ約1,900名の社員が参加しました。ドキドキしながら当日を迎えましたが、社員が一同に集結した景色は圧巻で、その後の懇親会の熱気にも救われました。実施後のアンケートからも『グループとして向かう先の全体像が見えてとても分かりやすかった』『これだけの個の力が集まれば、大きな目標も達成できると感じた』と言ってもらえて。何より嬉しかったのは、新入社員が『今日の話を聞いて、自分が担当している仕事は、会社が掲げる新たな分野へのチャレンジなんだとわかりました』という言葉です。勤続年数に関わらず会社が目指す姿が伝わったと感じた瞬間でした。さらに後日、各本部で開催された定例会においても、中期経営計画の内容がカスケードされていて、中計発表会の効果を実感しました」未来のために妥協せず考え抜ける仲間と共に、会社の可能性を広げたい経営企画室で会社の未来を見つめながら、天野はさらなる可能性に想いを馳せます。天野「中期経営計画の実現を目指しながら、長期的な未来の検討も始まっています。『空間創造のあらゆるシーンを担う乃村工藝社グループ』と今回の中計でも掲げているように、空間創造はまだまだたくさんの可能性をもっている領域です。その可能性をもっと模索して、”人の心に豊かさ”を届けたい。そんなことに、チャレンジできる経営企画室の仕事はとてもやりがいがあります。個人としても、もっともっと視野を広げて、将来的にはグローバルな業務に挑戦するなど、常にアップデートし続けている存在でありたいです」天野が未来にワクワクできるのは、乃村工藝社の人と事業に独自の魅力があるからです。天野「好奇心旺盛で、ときめきを感じながら生きている人が多いんです。何気ない雑談から会話がどんどん広がっていくような、ユニークな感性を持っている人たちばかりで、とても楽しいです。事業としても、昨年度の大阪・関西万博での実績をはじめ、世界に価値を届けられる力を誇りに思いますし、ディスプレイ業という枠に括りきれないユニークネスがあるところが何よりの魅力です」そんなオンリーワンの企業集団で活躍できる人物像とは。最後に天野は、新たな仲間へ求めるマインドをこう語ります。天野「社会を今より少しでも良くしたいという想いをもって、妥協せず真剣に考え続けられる人が向いていると思います。最後の最後までこだわり抜く姿勢こそ、当社がお客さまをはじめ社会に評価いただいている点のように考えます。悩み、考え、楽しみながらカタチにしていく、そんな方にぜひ仲間になってほしいですね」※ 記載内容は2026年6月時点のものです

Junichiro Yoshida is involved in business development at Nomura Co., Ltd., which handles every aspect of space creation. Currently, he is in charge of business development for indoor playgrounds in the Business Produce Division. In the diverse phases of space creation, Yoshida is also challenging himself in the operation and revitalization of facilities. We asked him about the mindset for maximizing the power of the team and how to balance work and family life. Creating and revitalizing spaces. Expanding a new cycle of space creation from the perspective of "operation" At Nomura Co., Ltd., we are involved in a wide range of spaces where people gather, from conception, research and planning, design and planning, production and construction, to operation and revitalization. Even after the completion of a space, we are challenging ourselves in new business areas centered on "operation and revitalization" to further enhance its value. Yoshida is the manager of the Business Development Produce Department, Business Development Division, Business Produce Division, which is at the forefront of this. He has set his mission as developing new businesses and expanding areas centered on operation businesses, and is challenging himself to create a circular cycle of space creation. "Until now, the mainstream business model was to create a space and then complete the project upon handing it over to the client. However, in the projects we are currently working on, we take the lead in managing the space ourselves for a long term of more than 10 years after it has been created. We think about how to make it a facility that will be loved by the local people, and then we take action. Being involved in every step of that process is the greatest appeal and joy of my current job." He forms teams with various local companies and organizations, and builds relationships by traveling around the community. His previous career experience is also proving useful in designing the entire business from upstream to downstream. "I have gained a wide range of experience, mainly working on corporate facilities. At first glance, these may seem like different fields, but the production management knowledge, sales approach, and ability to act as a bridge from a third-party perspective that I learned through project management (PM) work have formed a solid foundation for my current business development, which involves many stakeholders. Being involved not only in the design, planning, production, and construction of spaces, but also in their operation and revitalization, and being able to witness firsthand how happy customers are to use the facilities they actually visit is the greatest driving force of this job. Currently, I am involved in the operation of an indoor playground, and it is a great encouragement to me to see parents chatting amicably with each other and local businesses interacting with local residents." A challenge to an unprecedented "self-investment x operation" model. A symbolic example of a project led by Yoshida as PM, woven from an uncompromising concept, is "mirocco," an indoor playground in Kakegawa City, Shizuoka Prefecture. This facility, based on the concept of "a place you'll want to visit 365 days a year," represents a challenge for the company in the DBO (Design-Build-Operate) business, where they handle everything from conception, planning, research, design, and construction to partial self-investment and designated management*₁. It's not just a place for physical activity; every detail has been carefully considered, from the balance between dynamic and static play to spaces where children can retreat. "Initially, we planned to proceed using only the city's budget, but we determined that it would be difficult to create a facility with high visitor appeal with just that. So, in addition to the DBO business, which handles design, construction, and operation, our company, as a private enterprise, took on some capital investment, proposing a business scheme that is unprecedented nationwide for similar facilities. The fact that we were able to develop a total package business, including operational aspects, by incorporating various ingenious ideas has become a success story for me." In promoting this unprecedented project, what Yoshida struggled with the most was establishing the essential concept of "what kind of playground should it be, one that Nomura Kogeisha invests in and operates itself?" "Through thorough inspections and analyses of various facilities across the country, we observed that while some facilities may be comfortable for children, they can be less relaxing for parents, and they often isolate people from outside the child-rearing generation. Therefore, our goal was to create a place where parents could feel comfortable and where people of other generations could naturally gather and interact. We established a subcommittee within the company where planning, design, and operations departments could freely exchange opinions, and we spent over three months thoroughly discussing the concept." We didn't want to create something half-baked by prioritizing the schedule. With that strong conviction, we meticulously formulated the concept for our directly managed brand, "Creative Play Park*₂," paying attention to every single word. At its core, we proposed a "Creative Lab" where visitors can experience crafting using leftover and recycled materials from the interior. This space has now become a community co-creation area where local companies and organizations hold workshops, and it is the facility's biggest differentiating factor. "When I spoke with local government officials and business owners, I found that many were concerned about the fact that children have few opportunities to interact with local businesses and companies during their early years, and grow up without knowing what kinds of jobs and companies exist in the region where they were born and raised, and then move to another city when they get older. That's why when we approached local businesses, they were very enthusiastic and empathetic. I feel that the fact that we didn't compromise on the concept, creating a strong foundation for the local community and Nomura Kogeisha to face the same future, led to the success of the project."*₁ A project in which private companies and others comprehensively take on the management and operation of public facilities established by local governments.*₂ The name of the indoor playground project for children led by the Business Produce Division to which Yoshida belongs. Planned to be expanded throughout Japan in the future Making the most of professional members. Uniting the team through active listening and empathy Yoshida emphasizes "active listening and empathy" as the key to leading large-scale public-private partnership projects and new business development to success. Yoshida himself analyzes his own leadership style not as a "leader who takes the lead by example," but as a "balance-oriented type." "The members of Nomura Co., Ltd. are top-class professionals, each with their own specialized field. Each person has strong convictions and rich sensibilities. That's why, rather than me giving orders from above and leading from the top, I prioritize creating an environment where I can fully understand each person's opinion, trust in the members' initiative, and bring out their full potential." After carefully sharing the purpose and background, he creates a relaxed environment where members can think and act for themselves. He says that this fosters a strong sense of ownership in each person, and as a result, the overall results of the team are maximized. "I believe that the most important thing is to carefully listen to and empathize with the opinions of the members, and then create a team with the same worldview as quickly as possible. If we can establish a 'common language' such as a common concept and visual design from an early stage, we can create a strong team that stays focused until the end." In addition, Yoshida reflects that he learned anew about how to interact with stakeholders through this indoor playground project. "In projects like this one, involving multiple companies and local governments, disagreements and conflicts of interest can arise between organizations. If you only prioritize your own company's interests, your partners won't follow you. I learned firsthand that it's essential to constantly consider what's best for the entire project and for the region, and how to stay close to the community so that you're not seen as 'an unfamiliar company from out there.' Currently, I'm often in charge of indoor playground projects, but in the future, as a team, we want to further develop this know-how and take on more challenging projects, such as developing 'complex social education facilities' that combine indoor playgrounds with other functions, and expand community spaces that become the core of vibrancy in communities throughout the country." A parenting perspective is a "weapon" in business. A work style that turns changes in life stages into strengths While continuing to take on new challenges in his work, Yoshida is also a father of two and in the midst of raising children. In particular, his daily life has been changing rapidly recently, as his second child was just born. However, Yoshida does not view the relationship between work and family as a trade-off structure where one is sacrificed for the other. "I often discuss this with my colleagues, but I don't want to think that I have to cut back on work because I'm taking time off for childcare. Our company has a flexible work system and remote work options, and we have a culture where we respect each other's family circumstances within the team, so I'm trying to balance work and family by making good use of these. At work, I focus on how to produce results within a limited time, and at home, I thoroughly share household chores and childcare with my partner, and I manage to switch my mindset effectively to live my life." Yoshida has also sublimated his own childcare experience and perspective as a father into a powerful "weapon" for business development. When planning "mirocco," he incorporated an idea based on his own experience of wanting to "create a facility where even fathers can easily bring their children," and created a lounge space where parents can take a break while keeping an eye on their children. "I believe that changes in life stages are not a hindrance to one's career, but rather a multiplication of unique strengths and perspectives that only that person can bring. I would be happy if I could be a role model for younger members who follow me by showing them how I balance work and family and work vibrantly." What kind of future does Yoshida, who always looks to the future and pushes forward, envision at Nomura Co., Ltd.? "For example, I would like to eliminate the 'experience gap,' where the opportunities for experiences that can be obtained differ depending on the area in which one lives. I would like to help create an environment where children can meet diverse people, values, and experiences from a young age, and discover and develop what they like. I would be happy if the diverse play activities and involvement with local companies that we are currently working on in indoor playgrounds could be of some help in that regard." Her solid foundation cultivated through experience in diverse occupations and her flexible attitude that even transforms changes in life stages into value will surely expand the possibilities of Nomura Co., Ltd. and the future of space creation indefinitely. *The information provided is as of June 2026.

Shohei Suzuki, Room Chief at the Creative Design Headquarters Design Collective Center "no.10," is in charge of a wide range of spatial designs, including commercial facilities, specialty stores, residences, and offices. Suzuki, who pursues quality and consistently proposes solutions that exceed expectations, talks about the rewards and beliefs of his work. Aligning perspectives and developing individual strengths: The secrets of team management that leads large-scale projects to success ▲Japan Pavilion, 2025 Japan International Exposition Scope of responsibility: Exhibition design (basic design, detailed design), construction, operation / Client: Ministry of Economy, Trade and Industry, Japan Association for the 2025 World Exposition * Promoted as a joint venture with Tanseisha Inside the beautiful arched building of the Japan Pavilion at the 2025 Osaka-Kansai World Expo, a consortium (joint venture) of Tanseisha and Nomura Kogeisha was formed to carry out exhibition design work. In this large-scale project, Suzuki led the creative work on the Nomura Kogeisha side. Suzuki: "We were tasked with the mission of realizing the exhibition space based on the concept set forth by the general producer, Oki Sato. Tanseisha and Nomura Kogeisha, each with their own different strengths, worked together to advance the design work. The key point was how to fine-tune each area toward the concept and obtain approval from a wide range of stakeholders." In order to implement the exhibition space, concerns were identified through regular meetings, and for forms and staging that are difficult to judge from words and drawings alone, a "temporary assembly" was carried out, almost assembling the actual space, to build up thorough risk hedging. Suzuki: "We made it a point to confirm with the clients and producers and envision the same finished product. We valued the process of aligning our perspectives in this way. I think we were able to smoothly advance the project because we addressed each confirmation item one by one while making necessary adjustments." Alongside such large-scale projects, Suzuki is always working on around 10 projects in parallel, both domestically and internationally, and in different industries. He says that the key to smoothly managing multitasking is close communication with stakeholders. Suzuki: "When there's a discrepancy in the perceptions of the people involved, it can take time to correct course and make adjustments. Whether it's an online meeting or just a phone call, it's crucial to constantly check that everyone is moving in the same direction and taking the shortest route, especially as the number of projects increases." Currently, Suzuki belongs to Nomura Co., Ltd.'s design team "no.10" and leads the Suzuki Room. He manages the team to maximize overall performance while drawing out the individuality of members with diverse ages and careers. Suzuki: "Each member has different areas of expertise, such as CG, drawings, and sketches. When assigning tasks and projects, we take these into consideration, but we also take into account the individual's wishes and direction of growth, and in some cases, we ask them to challenge themselves in new areas. Sometimes we even intentionally put them into areas they are not good at to encourage growth. We try to control the schedule with ample room while assessing each individual's workload and pace, so as not to lose motivation." "Belief" and "Determination" supported his growth. The foundation of a designer honed in tough work environments Although Suzuki now handles numerous spatial designs simultaneously, during his university days he was enrolled in the Faculty of Business Administration, far removed from design. However, a turning point came when he suddenly became interested in the interior design of his own room. Suzuki: "I became interested in the world of interiors from a small trigger. From there I learned that there are jobs related to space in the world, and I wanted to pursue such a profession. After obtaining all the credits in my third year of university, I spent my fourth year working part-time and then went on to a vocational school. Even when those around me were job hunting, I didn't hesitate. I'm the kind of person who 'moves forward once I've decided on something.'" After graduating from vocational school, he joined a design office that mainly handles store design in 2008. Although his major in vocational school was residential design, he deliberately chose the field of commercial spaces, where project cycles are fast, because he had a strong sense of urgency. Suzuki: "Looking back now, I don't see why, but at the time, having gone to a vocational school after university, I think I was anxious. I thought I had to gain experience by doing as much as I could, so I deliberately sought out a fast-paced and demanding environment. After joining the company, I was always juggling more than 10 projects simultaneously, and I spent very intense days on a tight schedule. There were busy times, but those five years of handling an overwhelming number of projects are undoubtedly the foundation of who I am today." Every project he was involved in had its own difficulties, and there were troubles and obstacles. Suzuki made the decisive choice to say, "If I don't do it, who will?" and overcame them. He says that after going through a tough apprenticeship, he developed an intuition for sensing and anticipating risks in project management. In 2013, Suzuki took his next step. To acquire the language skills he felt were "necessary for his future work," he turned his attention overseas, combining it with a five-year break from his intense work. Suzuki: "I spent six months studying English in Cebu, Philippines, and then interned at an architectural design firm in Colorado, USA. I was alone in a foreign country with a different language and culture, and I went there to seize new things. I think the experience itself was important. My perspective broadened, and I felt like I was breaking free from my previous frameworks and opening up. After returning to Japan, I worked as a freelancer before joining Nomura Co., Ltd., and I had no hesitation in jumping into a completely new environment that I didn't know at all, precisely because of my overseas experience." Going one step beyond expectations. A design process that raises quality without compromise ▲% Arabica Jakarta PIK Drive Thru After joining Nomura Co., Ltd., the project that became symbolic of Suzuki's career was the global coffee brand "% Arabica." While "no.10" currently handles more than 130 stores in total for the brand, Suzuki herself is in charge of the design of nearly 50 stores, including ongoing projects. Based on the beautiful brand image that is common all over the world, she is shaping localization to suit each country and store. The process of bringing designs to life in cities around the world is a constant series of challenges. Suzuki: "We carefully build a concept for what kind of store we want to create in each country and area, and then proceed with the design. We feel that this project is full of challenges and new discoveries, as we are able to embody conceptual designs and spaces that are unique to each store in each country around the world. When we receive requests from clients, we organize them based on their requests, and then propose options that go one step further than their needs. I believe that repeatedly meeting expectations will ultimately lead to further requests and large-scale projects that involve handling everything from architecture." At the heart of this sincere work lies Suzuki's unwavering belief in thoroughly engaging with every creation. Suzuki: "I don't just finish the drawings and designs once; I look at them over and over again. Even if I worked hard to finish something last night, if I look at it again in the morning and think, 'No, that's not quite right,' I'll redraw it. To make it a better design, I refine what I've created until it's ready to submit. I believe that this accumulation of processes is directly linked to high quality." "The same level of quality anywhere in the world." As a professional who inspires others with outstanding colleagues, Suzuki has accumulated many achievements both domestically and internationally, and in recent years has also been actively challenging himself with awards. Through applying for and winning numerous prestigious design awards, he not only increases the social recognition of himself and his company, but also uses it as valuable input to hone his own creativity. Suzuki: "In the process of applying, I have many opportunities to get a deep understanding of the trends and developments, seeing what kind of designs other people are working on and what kind of projects have won awards. Inevitably, my eye becomes more discerning, and it's a good opportunity to objectively re-examine my own designs. It's an essential challenge in order to continue to be conscious of improving not only quantity but also quality." Currently, Suzuki's activities easily transcend the boundaries of commercial spaces. We handle a wide variety of spaces, from homes to offices, including domestic residences for people associated with overseas brands and headquarters relocation projects for well-known companies. Suzuki explains why he has been able to continue working at this company for over 10 years since joining the company: Suzuki: "I feel that there are abundant opportunities to be involved in projects of various scales, and an environment in which I can collaborate with talented members who have specialized skills. Even though we are in the same company, when I take a peek at the work of the people around me, there are many moments when I am overwhelmed and think, 'Wow.' I think that the more you grow, the more you learn by looking at the designs of others, and I think that Nomura Kogeisha is a field where talented colleagues who can inspire each other in a good way are crowded together." Suzuki has forged his career through his own decisiveness and accumulated experience. To future creators who aspire to a career in design, he conveys the potential of the environment at Nomura Kogeisha, which has a rich and vast field of work. Suzuki: "I wouldn't say it's easy to jump in from another genre, but Nomura Co., Ltd. offers a diverse environment full of opportunities that will show new paths to those who take the plunge and provide a place where they can shine. Now that I'm involved in an equal number of projects both domestically and internationally, I want to continue to challenge myself in new genres while also steadily progressing with the projects in front of me each day, and honestly engaging with spaces and the people involved so that I can achieve the same level of quality in any region of the world as I do in Japan." *The information provided is as of June 2026.

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...