"Reiwa-era Purpose Action": What Nikkei Inc. Saw by Continuing the Company Song Contest

The "Company Song Contest" continues to visualize the idea that "company songs drive purpose-driven actions," generating profound emotion year after year.

NIKKEI Company Song Contest Official Website

This initiative, which involves both internal and external stakeholders in creating songs that express a company's unique identity, has transcended the scope of a mere event. It is gaining attention as a means to visualize corporate culture, foster employee engagement, and even as a novel approach to recruitment and PR.

This time, we interviewed Ms. Shoko Murayama of the Nikkei Inc., who organized the 2025 contest. Dentsu Inc.'s Kohei Morimoto and Rumi Eguchi from the Contest Secretariat asked her about the "true feelings" companies pour into their songs, the insights gained from connecting with employees' sentiments, and the Nikkei's commitment to this project.

【NIKKEI Corporate Anthem Contest】
Hosted by Nikkei Inc. with special cooperation from JOYSOUND, this is the No. 1 corporate anthem video contest where you can experience the purpose of companies and organizations through song and video. Twelve finalists were selected through online public voting and jury evaluations. The final rankings will be determined by presentations and video screenings at a live event. The contest defines "company anthem" broadly to include not only official anthems of individual companies, but also unofficial corporate songs, cheering songs for shopping districts or corporate groups, and theme songs for schools or local governments – any music embodying the spirit of those involved in economic activities.
 

A "Festival" Where Encounters and Drama Emerge from Company Songs

Morimoto: Mr. Murayama, you've been in charge of the Company Song Contest since the 2025 tournament. How was your first finals experience?

Murayama: The finals were a true "festival." The cheer squads were lively, and there were way more people in costumes than I imagined (laughs). The official site describes it as "a festival where encounters and drama unfold, all starting with company songs," and I thought that was absolutely spot on.

Morimoto: Mr. Eguchi, you've also been involved in planning and operations as a member of the secretariat starting with this contest. What were your impressions?

Eguchi: Honestly, before this, when I heard "company anthem," I had this image of something a bit old-fashioned and somewhat forced... But actually being involved in the project, I saw the "company spirit" expressed through the anthems, the passion of each employee, and the sense of unity among colleagues. It was truly the very essence of a company employee's "youth." It made me reflect on fundamental things like the meaning of work and purpose in life. So, I've been curious about why Nikkei is focusing on company songs and the background behind it. Could you explain again what potential you see through company songs?

Murayama: I initially wondered, "Why company songs?" But through the project, I came to understand that they are a simple way for companies to communicate their purpose. In recent years, companies everywhere have repeatedly debated their purpose, mission, and values. They're working hard to articulate their reason for being and their direction. But I've often thought that instead of all that discussion, entering a company song contest might be faster. Music has that kind of power – to unite employees and focus their thoughts in one direction. It's truly a "Reiwa-era purpose action," perfectly suited for our times.
 
Morimoto: Around 2020, the finals were held without an audience due to the pandemic. But now, I feel we're getting closer to the original form we aimed for from the start with Nikkei.

Murayama: In fact, it might be precisely because of the pandemic that the role of company songs has become more prominent.

Morimoto: That's certainly true. During the pandemic, when recruitment and building internal unity were challenging, many companies found that the company anthem project created new "drama." This led to successful recruitment of young talent and revitalized internal communication. The fact that this happens under the Nikkei brand—a "supportive presence for companies"—holds tremendous significance.

Murayama: Some companies saw the achievements of past participants and thought, "We want to be part of this," and started preparing. And it wasn't just top-down initiatives; many cases involved employees voluntarily creating and submitting company songs. It's fascinating to see this movement spreading nationwide with the kind of passion you see in club activities.

Eguchi: I imagine this project reveals aspects of companies that can't be measured by numbers. Was there anything that particularly impressed you, Murayama?

Murayama: Well, the passionate feelings employees have for their company and the strong bonds among them are aspects that aren't easily visible in regular corporate communications. Being able to see these sides is a unique charm of the company anthem contest.

The Appeal of Creating Company Songs: Revealed by the Passion of Participating Companies

Eguchi: First, I'd like to ask how you felt when you were assigned to manage the company song contest.

Murayama: Honestly, it was completely unexpected. Once I was assigned, I watched all the past videos and reviewed the materials in one go (laughs). I had been involved in sales for the Nikkei Digital Edition for a long time, and after that, I worked in the event planning unit where I managed the "NIKKEI RAP LIVE VOICE" rap contest for two years. So, while I had experience with music-related events, the structure of this project was different, and I didn't have a clear image of what a company song should be. To be honest, I was quite confused at first.

Morimoto: How did your enthusiasm grow from there?

Murayama: Talking to various people, I heard surprisingly many say things like, "Company songs are interesting, right?" or "I want to make a company song!" I found that fascinating. The passion from the companies was genuinely high, and as we talked, I started feeling, "This is doable." Ultimately, I was truly delighted that we could all work together to make the finals—that "platform for sharing"—such a success. Starting with Morimoto-san and Eguchi-san, everyone on the organizing committee was wonderful, and I feel we ran as a great team.

Eguchi: Mr. Murayama was always involved at such a close distance, and his attitude of thinking together about "how to make things even better" was truly appreciated. It was my first time participating too, but working alongside Mr. Murayama was really enjoyable. I gained so many insights, and it was an incredibly valuable experience.

Morimoto: In terms of the sheer number of times you communicated with companies this time, Murayama-san's agility stood out. What do you prioritize when driving a project forward?

Murayama: Meeting directly with the people leading the project whenever possible. I believe that when someone else is involved as an intermediary, the essence can get distorted, like in a game of telephone. Of course, even direct communication can lead to misunderstandings, but I still prioritize hearing it in their own words. Ideally, I want to connect with people genuinely invested in the project and build a relationship where we can collaborate on something together afterward. That's why I make a point to visit the site whenever I can.

Morimoto: It often happens that a project you've sweated over together becomes a shared language with the stakeholders, leading to new initiatives. Have you noticed anything through communicating with so many companies?

Murayama: When I speak with companies that made it to the finals, I see how many employees collaborated to prepare. Most entries involve large teams across departments. That's why the passion is so strong—it's truly an "all-hands-on-deck" project. And that energy spreads beyond the company's walls. That's why the finals generate such excitement, like a corporate sports day.

Morimoto: This time, it was featured on media outlets like TV Tokyo's "WBS (World Business Satellite)" that hadn't covered it before. What do you think made that exposure possible?

Murayama: It was because we kept saying, "This is going to be the company anthem!" and kept at it steadily (laughs). We started by just getting the word out, then explaining it, then gaining understanding... After throwing the ball out there many times, we finally met someone who said, "That's interesting." If we'd given up after just one try, it definitely wouldn't have happened. But ultimately, I feel the appeal of the company anthem contest content itself was huge.

Morimoto: So you kept conveying your vision without giving up. It's true that the same message resonates differently with different people.

Murayama: Exactly. That's the interesting part—it surprisingly resonated with the younger generation. Initially, I thought it would appeal more to older folks, so that was a big discovery.

The 2025 Games That Sparked Widespread Empathy

Eguchi: We encountered many company anthem videos again this year. Did you notice any trends unique to this year through the entries?

Murayama: Since this was my first time in charge, I can't say the trends changed drastically, but what surprised me was the abundance of hip-hop elements. Some included rap parts, while others were almost entirely rap. I wondered, "Can everyone sing along to this?" but that's also a new form of company song. What impressed me was how many companies didn't just repeat their company name; they skillfully incorporated their purpose and cherished values into the lyrics. For example, themes like improving the work environment and diversity were included, making it content employees could sing as if it were their own story.

Eguchi: Singing really helps the purpose sink in more deeply, doesn't it? It gives you a tangible sense of it. What about you, Morimoto-san, the founder of the company song contest who's been involved since the first edition?

Morimoto: This year's contest really showcased the ideal image companies aspire to be, conveyed through their music and videos. While past contests also featured many high-quality entries, this time I felt a particularly strong sense of workplace unity and togetherness in the real-world settings depicted in many of the songs. Personally, the entry that really moved me was from Densaburo Shokai, an NPO supporting truck drivers. They used gentle music to convey the world of logistics—something so integral to our lives yet often unseen. It made the work of truck drivers feel much more relatable.

Murayama: With the 2024 driver shortage issue being a hot topic, the timing really made it resonate emotionally, didn't it?

Eguchi: Seeing the children playing piano and singing, and the scene where kids took the stage during the finals was really wonderful. While I might view it partly through a parent's lens, I felt experiences like this are incredibly valuable for the children too.

Murayama: True, kids rarely get to see their parents at work. It made me think some companies might turn their company anthem projects into "family services" involving the whole family.

Eguchi: In that sense, the scene where the grand prize winner, F-Pico, had their employees' families join in a huge chorus at the arena was incredibly memorable. Corporate activities connect with the community and society, but the foundation beneath it all is family.

Morimoto: It really made me realize again that work isn't something you do alone; it's only possible with the support of family and those around you.

The Potential of Company Songs to Drive Purpose Action

Morimoto: Some companies make employees sing their company anthem during morning assemblies, while others, like the finalists this time, have employees who genuinely want to sing it. I feel that difference itself holds the key to elevating a company anthem into purpose-driven action. What do you think creates that difference?

Murayama: I see. That's definitely a theme worth digging deeper into. But it's not simply a case of "bottom-up is good" or "top-down is bad." For example, Misuzu Wire Harness, who made it to the finals, had a top-down initiative, yet their employees genuinely enjoyed participating.

Morimoto: That's right. I hear Misuzu Wire Harness also held factory live events featuring their company song, beyond just the contest. These factory live events are a long-running initiative by Mr. Yoshinori Esaki and the team at Passion School, who've supported the contest since its inception. They're part of their internal branding efforts, where employees actively support the company through music—like writing the lyrics themselves. I've participated in the past, and it's a truly moving event, overflowing with the employees' genuine feelings and affection.

Murayama: I see. It's wonderful that this led directly to participating in the company anthem contest and making it to the finals. Get It, who presented first and placed second, centered their approach around the president's vision while also empowering employees.

Morimoto: President Hirota mentioned that by entrusting the team, unexpected elements like multiple vocalists emerged—a result he hadn't envisioned. He said that unexpected creativity was ultimately a positive outcome.

Murayama: The a cappella performance in the finals was amazing too, right? Hearing that everyone took voice training beforehand to prepare for it, I was really impressed by how determined they were.

Eguchi: The president's "distance" in how he gets involved might be important too. A perfect distance, you could say—letting them do it while watching over them.

Murayama: On the other hand, at JFE Chemical, the company didn't get involved at all. Someone from the Battery Materials Department created the company song entirely on their own initiative. They even recorded it late at night in their car.

Eguchi: It's fascinating how a completely handmade song and video, created with zero budget, resonated within the company. It eventually became sung at year-end parties and, before anyone knew it, established itself as the company anthem. It's a great example of an individual's passion spreading to the whole.

Murayama: It really shows how diverse each company's story is. Thinking about it, psychological safety might be crucial. In other words, if the company culture makes employees think, "I might get scolded" or "It probably won't get approved anyway" when they want to do something, projects like this won't progress easily. I felt that an environment where people can share ideas without being overly constrained by seniority or position creates the fertile ground for creative initiatives like a company song.

Morimoto: To cultivate that kind of environment, the attitude and messages from top management seem crucial, don't they?

Murayama: I agree. When I visited this year's award-winning companies, I often saw the president himself come out to greet me. Employees were present too, and while you'd expect an atmosphere where staff might hesitate to speak freely in front of the president, everyone conversed quite naturally. I had many moments where I thought, "Ah, this atmosphere is because of this president."

Morimoto: How does one become that kind of president? (laughs)

Murayama: It's tough, isn't it? (laughs) If I had to point to one thing, it would be "whether they have the ability to listen." Under a president who listens to their employees' voices and makes an effort to meet them halfway, it feels like an environment naturally forms where employees can start moving forward on their own initiative. This might apply not just to presidents, but to management in general.

Morimoto: That's incredibly insightful for companies considering creating a company song. We also want to apply the knowledge we've gained through event management to the "creation process" of company songs. For example, how to launch the project, or how to roll out the finished song internally and externally. Some companies actually use it in advertising or create promotional items, and we aim to compile and offer that kind of know-how.

Murayama: Indeed, if we combine production support with ideas that expand utilization possibilities, we can support companies beyond just the company song itself.

Morimoto: Yes. I think the key perspective is how to drive company anthem creation not just as a one-off event participation, but as a means for purpose-driven action.

Eguchi: Instilling purpose is a challenge for every company, isn't it? Changing the mindset of each individual employee is truly difficult. But having a company song as a catalyst creates a circle, a shared experience voiced aloud. With Nikkei's powerful backing added to that, I feel it expands the possibilities for business.

Nikkei stands alongside companies. That philosophy creates a space for co-creation.

Morimoto: As newspapers and mass media undergo significant transformation, Nikkei has launched numerous reader-participation projects. I wonder if this shift reflects a changing perspective on how media should approach projects. What are your thoughts on future prospects, Mr. Murayama?

Murayama: Yes. I believe the role of media projects has consistently been "how to address the challenges facing society today." Creating a space to consider this together with companies and readers is both the significance and the mission of the media business. Of course, challenges change with the times, and phases evolve. But it's crucial to keep pace with these changes and confront them. It is precisely through engaging with companies and readers in this process that new value is created.

Morimoto: Where do you typically find the "sparks" for these projects?

Murayama: It really comes down to meeting people. Even with the company song contest, we had opportunities to meet many individuals, and that's how we encounter people doing innovative things or with interesting ideas. Projects often grow from those encounters.

Morimoto: When deepening relationships with people you meet, is there anything you particularly value?

Murayama: Having meals together (laughs). "Eating from the same pot" might be an old-fashioned saying, but it really is important. Of course, there are many other important things too, but sometimes having one meal together is faster than holding multiple meetings. Quite a few projects actually come from that.

Eguchi: I get it. When you talk over a meal, ideas just flow—sometimes more than you'd get from three or four regular meetings. Interesting projects just keep popping up.

Morimoto: It's the "value of real interaction," isn't it? By the way, are there any new angles or themes you'd like to explore next?

Murayama: I'm currently involved in a new venture centered around art, and I've realized that "spaces where only people from that specific field gather" don't scale well, regardless of the genre. For example, if only art lovers gather, the world becomes closed off. But by blending in different fields or elements, you create touchpoints with people from other worlds. The company song contest is a good example. Areas you're not interested in might not easily come into your field of vision, but if there's just a little something you like there—like music or dance—your interest expands. I want to create mechanisms that make people "just end up learning about it" or "just end up connecting."

Eguchi: Even within that, are you conscious of maintaining a "Nikkei-like quality"?

Murayama: I don't consciously try to inject Nikkei-ness, but it's strange how it ends up feeling distinctly Nikkei anyway (laughs).

Morimoto: I think it's probably because Nikkei's media "brand" and "sense of mission" are so well-established. If the logic of the project's angle aligns properly with Nikkei's mission, it naturally lands with that Nikkei feel. I've always viewed Nikkei as a "corporate support content maker." If any project can ultimately be described as "supporting companies" or "giving them a push," then I believe it embodies that Nikkei essence.

Murayama: That's right. Nikkei is always alongside companies. No project ever stands alone with Nikkei. I believe that's because there's this fundamental mission of "supporting companies."

Morimoto: "Standing alongside companies"—through the company anthem project, I felt the weight of those words anew. That's precisely why I hope we can continue creating "a place where companies' messages reach their audience" together with everyone.

NIKKEI Corporate Anthem Contest Official Website