Leveraging diverse experiences as a strength: Nomura Co., Ltd.'s approach to spatial creation through "active listening and empathy" management.

Junichiro Yoshida, who is involved in business development at Nomura Co., Ltd., which handles every aspect of space creation, is currently in charge of business development for indoor playgrounds in the Business Produce Division. In the diverse phases of space creation, Yoshida also takes on the challenge of facility operation and revitalization. We asked him about his approach to maximizing the power of a team and how to balance work and family life.

Creating and revitalizing spaces. Expanding the cycle of space creation from a "management" perspective.

At Nomura Co., Ltd., we are involved in a wide range of spaces where people gather, from conception, research and planning, to design, construction, 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 section chief of the Business Development Production Department, Business Development Division, Business Produce Headquarters, which is at the forefront of this effort. His mission is to develop new businesses and expand their scope, centered on operational businesses, and he is challenging himself to create a circular cycle of space creation.

"Until now, the mainstream business model has been one where the space is created and then completed upon handover to the customer."

However, in the projects we are currently working on, after creating the space, we take the lead in managing it ourselves for a long period of more than 10 years. 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."

We form teams with diverse local companies and organizations, building relationships as we travel around the region. My previous career experience is proving invaluable in designing the entire business process, from upstream to downstream.

"I have primarily worked on corporate-related facilities, gaining a wide range of experience. While these may seem like different fields at first glance, the production management knowledge, sales approach, and the ability to act as a bridge between stakeholders—all of which I learned through project management (PM) work—form a solid foundation for our 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 visit, is the greatest motivation for this job. Currently, I'm involved in the operation of an indoor playground, and seeing parents chatting amicably with each other, and local businesses interacting with residents, is a great source of encouragement for me."

An unprecedented challenge: "in-house investment x operation." Regional co-creation woven from an uncompromising concept.

A symbolic example of a project led by Yoshida as PM is "mirocco," an indoor playground in Kakegawa City, Shizuoka Prefecture. Based on the concept of "a facility you'll want to visit 365 days a year," this place represents a challenge for the company in the DBO (Design-Build-Operate) business, where they handle everything from conception, planning and research, design and planning to production and construction, some in-house investment, and designated management business*₁. It's not just a place to move around; 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 that could attract many visitors with just that. Therefore, in addition to a DBO (Design, Build, and Operate) project, our company, a private company, will take on some of the capital investment, and we proposed a business scheme that is unprecedented nationwide for similar facilities."

"My success lies in having been able to develop a total package of business, including operational aspects, by incorporating various innovative ideas."

In driving this unprecedented project forward, Yoshida's greatest challenge was establishing the fundamental concept of "what kind of playground should Nomura Co., Ltd. invest in and operate?"

"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 can feel comfortable and where people of other generations can naturally gather and interact."

We established subcommittees within the company where planning, design, and operations departments could freely exchange opinions, and we spent more than three months thoroughly discussing the matter."

We didn't want to create something half-baked just to meet 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 design.

This space is now a community co-creation area where local companies and organizations hold workshops, and it has become the facility's biggest differentiating factor.

"When I spoke with people from local governments and companies, I found that many of them were concerned about the fact that many people have few opportunities to interact with local jobs and businesses during their childhood, grow up without knowing what kinds of jobs and businesses exist in the area where they were born and raised, and then move to another city when they get older."

Therefore, when we approached local businesses, they were incredibly enthusiastic and supportive. I believe that the project's success stemmed from our uncompromising commitment to developing the concept, which served as a strong foundation for the local community and Nomura Kogeisha to work together towards the same future."

*₁ A project in which private companies and other entities comprehensively take on the management and operation of public facilities established by local governments.
*₂ The name of the indoor playground project for children, spearheaded by the Business Produce Division to which Yoshida belongs. Plans are underway to expand the project to various locations throughout Japan.

Maximizing the potential of our professional team members. Uniting the team through active listening and empathy.

Yoshida emphasizes "active listening and empathy" as the key to successfully leading large-scale public-private partnership projects and new business development. Yoshida himself analyzes his own leadership style as being "balance-oriented" rather than "leading by example."

"The members of Nomura Co., Ltd. are top-class professionals, each with their own specialized field. Each individual possesses a strong sense of dedication and rich sensibility."

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 best potential."

By carefully sharing the purpose and background, and then creating a relaxed environment where members can think and act independently, a strong sense of ownership develops among them, ultimately maximizing the overall team performance.

"I believe the most important thing is to carefully listen to and empathize with the opinions of the team members, and then, as quickly as possible, create a team that shares the same worldview. If we can establish a 'common language,' such as a shared concept and visual design, from an early stage, we can create a strong team that stays focused until the very end."

In addition, Yoshida reflects that he learned anew about how to engage 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 is best for the entire project and for the region, and how to work closely with the community so that you're not seen as 'an unfamiliar company from out of town.'"

Currently, we often handle projects focused solely on indoor playgrounds, but in the future, our team would like to further develop this expertise and take on more challenging projects such as developing 'complex social education facilities' that combine indoor playgrounds with other functions, ultimately expanding community spaces that become the core of local vibrancy throughout the country."

A parenting perspective is a "weapon" in business. A way of working that turns life stage changes into strengths.

While continuing to take on new challenges in his work, Yoshida is also a father of two in his private life, and is in the thick of raising his 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 must be 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 make good use of these to balance work and family life."

At work, I focus on how to achieve 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."

Furthermore, Yoshida has transformed his own parenting experience and perspective as a father into a powerful "weapon" in business development. When planning "mirocco," he incorporated an idea based on his own experience: "I want to create a facility where fathers can easily bring their children, even if they are alone." This resulted in the creation of a lounge space where parents can relax 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 in my footsteps by showing them how I balance work and family and work with vitality."

What kind of future does Yoshida, who always looks ahead and pushes forward, want to create at Nomura Kogeisha?

"For example, I want to eliminate the 'experiential gap,' where the opportunities for experiences children have differ depending on where they live. I want to help create an environment where children can encounter diverse people, values, and experiences from a young age, and discover and develop what they love."

We hope that the diverse play options and collaborations with local businesses we are currently working on in our indoor playgrounds will be of some help."

The solid foundation cultivated through diverse work experience, combined with a flexible attitude that transforms even life stage changes into value, will undoubtedly expand the possibilities of Nomura Co., Ltd. and the future of spatial creation to an unprecedented degree.

* The information provided is current as of June 2026.