― The 2024 season recorded the highest-ever total attendance of 12,540,265.

Whilst the increased number of matches due to J1’s expansion to 20 clubs is undoubtedly a factor, the most encouraging aspect is the growth in attendance across all J.LEAGUE competitions, including the J.LEAGUE YBC Levain Cup. Expanding to 20 clubs in J1 has enhanced its regional presence, allowing more areas across Japan to experience the J1 atmosphere. Additionally, the increased exposure of J2 and J3 clubs in their respective regions has contributed to these positive results.

― With increased media coverage, there seem to be more opportunities to come across the J.LEAGUE.

Local media coverage has quadrupled since I became chairman three years ago, which naturally means there are more times people encounter J.LEAGUE. Additionally, hosting matches at the National Stadium has proven an effective catalyst, particularly for fans and supporters in the Greater Tokyo area, as well as potential new fans. We’re seeing significant numbers of first-time attendees and returning spectators who hadn’t come to J.LEAGUE’s matches in recent years. We can track digitally how many of these people return to matches at the National Stadium or attend other home games.

― Has the invitation campaign been particularly effective?

Times have changed, and the key now lies in how precisely we can execute digital marketing. Both the league and clubs are developing capabilities to attract audiences through digital channels, including younger generations. However, this alone isn’t sufficient. The winning formula at present appears to be combining terrestrial broadcast exposure with digital investment, exploring how to use traditional media coverage to drive digital engagement.

― In the MEIJI YASUDA J1 LEAGUE, Vissel Kobe secured their second consecutive championship.

Achieving back-to-back titles in such a competitive league is remarkable. Their investment approach to attaining success embodies the true nature of professional football. While the team has been built around players with overseas experience, players like Hotaru YAMAGUCHI and Gotoku SAKAI missed many games due to injuries. Despite this, the performances of Yuya OSAKO and J.LEAGUE MVP Yoshinori MUTO were outstanding. Muto’s crucial equaliser against Kashiwa Reysol during Matchweek 37 in the final stage exemplifies their ability to deliver in critical moments. Completing the double by winning the Emperor’s Cup (JFA 104th Japan Football Championship) further demonstrated their winning mentality. I believe they’ve truly established themselves as a formidable force in everyone’s eyes.

― With this second consecutive title, they seem poised to lead a new era.

That’s certainly possible. However, in football, players gain experience year by year, so maintaining success depends on how well clubs integrate young players and new core members into the team. If they manage this well, they could sustain their dominance.

― Sanfrecce Hiroshima finished second and led the table at one point.

Hiroshima consistently builds impressive teams. In their third year under Manager Michael Skibbe, they’ve shown elements of a new kind of football in Japan—it’s truly excellent. With their new stadium, they’ve demonstrated their potential to be one of Japan’s leading clubs. I believe they’ve been one of the most influential clubs in Japanese football over the past 15 years. Moreover, their revenue is expected to double, including stadium business income. While this may be a turning point for the club, I think this season could mark a significant transformation for Japanese football as well.

― FC Machida Zelvia finished third in their debut J1 season.

This result demonstrates that clubs can achieve high rankings when they combine on-pitch efforts with growing revenue and smart investment. Despite being newcomers to J1, they excelled in these aspects.

― Tokyo Verdy nearly secured AFC Champions League qualification, while Albirex Niigata finished runners-up in the J.LEAGUE YBC Levain Cup.

These were outstanding achievements. While winning requires various elements, not just finances, such as club unity, including with fans and supporters, it’s still remarkable that these teams produced excellent results with minimal expenses. With J1 now at 20 clubs, objectives naturally vary between realistic title contention and a desperate fight for survival. However, for clubs that have smaller budgets and are still developing, maintaining J1 status while playing attractive football is truly commendable.

― Red Bull’s entry marked the league’s first foreign acquisition.

How the global football market views Japan and whether Japan attracts attention is crucial for both J.LEAGUE and its clubs. J.LEAGUE isn’t just about domestic entertainment, so this level of international recognition should be viewed positively.

― FC Imabari and Kataller Toyama have also earned promotion to J2.

The power of community coming together can strengthen a club, and that’s precisely what we’ve seen here. It’s particularly impressive given that many larger population centres are still in J3. While they certainly have further aspirations, progress can’t be rushed. What’s emerged in these regions would have been unimaginable ten years ago.

― The Levain Cup’s format changed to include all 60 clubs.

I’ve always believed that having all 60 clubs participate would be better, so this is an excellent format. I’ve also long hoped that regional J2 and J3 clubs could experience the atmosphere of J1 football in their areas, so I’m pleased we were able to make this change this year. In terms of impression and impact, I believe we’ve delivered substantial value to our partners.
Furthermore, it was extremely positive that several J2 and J3 clubs experienced the fundamental principle that victory leads to something good—opportunities to play against higher-division clubs. Beyond allowing players and local communities to experience J1 football, it created revenue opportunities for clubs in lower divisions and regional areas. Clubs like Tottori, which attracted 7,677 spectators for a weeknight match, likely learned valuable lessons about operations. Including the excellent final, it was a thoroughly engaging tournament overall.

― Regarding stadium appeal, we saw new stadia open for Sanfrecce Hiroshima, V-Varen Nagasaki, and Zweigen Kanazawa.

The importance of stadium is undeniable. Moreover, it’s not just about building them once and done; in the sports business, you need to keep upgrading incrementally or you’ll stagnate. If the rest of the world would stand still, that would be fine, but in a competitive environment, stadiums are crucial assets.
A new stadium is one of the few factors that can drive dramatic club growth. Hiroshima, Nagasaki, and Kanazawa have gained this opportunity for growth. While Nagasaki unfortunately missed out on J1 promotion, they showed promising potential to move up in category. Including the desire to visit their stadium, the football experience there should appear quite different from what people have seen before.

― J.LEAGUE Europe will also begin full operations as a European base.

If we’re going to compete in the global football market, connecting with Europe—the cutting edge of football—is essential and natural. I believe Japanese players and the J.LEAGUE aren’t yet accurately perceived overseas, including in Europe. It’s a fact that Japanese players are often undervalued in transfer fees, so it’s absolutely necessary for us to help others understand us better while experiencing their best practices up close. We’re establishing an office in London to conduct various activities to better connect with the global market. Beyond the physical distance, Japan’s strong focus on domestic competition has meant that the people at the top of Japanese football—our Football Directors and General Managers—need more exposure to the managers and players available worldwide and how football is evolving. It’s also essential to think alongside the world’s top leagues and clubs, so we want to connect J.LEAGUE clubs with the global football community, not just for players and managers but also front office staff. How to attract foreign investment is another crucial point.

― A major revision has been made to the player contract system, which had been a long-standing issue.

While I understand the historical context of ABC categorization of contract system, it dates back to 1999—25 years ago. J.LEAGUE’s position in global football is entirely different now compared to then, so I wanted to review this as soon as possible. Ideally, we would have abolished the entire system, but immediately dismantling something that’s been in place for 25 years isn’t straightforward. It’s logically inconsistent for players joining in consecutive years to have significantly different compensation, so this will gradually be phased out.
It's the clubs’ responsibility to determine a player’s value, which is true both in Japan and globally; who values talent and how also comes down to competition. In a sense, this is how it should be. Additionally, I believe we need to make the environment more attractive to players.

― Will this encourage competition among clubs as well?

I believe we’re entering an era where presidents, general managers, and football directors will be increasingly evaluated on their capabilities. Determining player salaries is just one aspect of their investment decisions. When they realise that J.LEAGUE isn’t operating solely as domestic entertainment, it will show how the league has evolved.

― J.LEAGUE × Shinji ONO Smile Football Tour for a Sustainable Future supported by Meiji Yasuda has begun.

Personally, I’ve always thought what Sergio ECHIGO did touring the country in the past was remarkable. When it comes to promoting football, this kind of activity should definitely be done by someone who can showcase the game. I’ve wanted Shinji ONO, a Co-opted Member of the Executive Committee, to do this kind of work for some time. In modernising this approach, I thought combining the joy of football with real messages about sustainability for children would be more effective. Shinji is perfect for demonstrating football.

― Again this year, many matches were cancelled or suspended due to heavy rain and other causes.

While we can’t easily solve climate change issues by simply saying something needs to be done, the English Premier League seems quite advanced regarding sustainability and shows a high level of commitment. This is because English society as a whole is highly aware of climate change issues, and football clubs, as central community institutions, seem to have a strong feeling that they must demonstrate clear intention. We should learn from this.
While it might not yet be familiar to Japanese people, I believe it’s necessary for the league and clubs as a whole to consistently treat this as a priority.

― The start of season will change from 2026, and next season will be the final one starting in February. What kind of year will it be?

There’s nothing special about it being the final year of the current season format. Players and team staff should focus intensely on each match and the season ahead as they always have; that’s appropriate. That’s the nature of the football industry—focusing on each upcoming match. At the same time, clubs, the league, and those around them can continue preparing several years ahead as usual. The front office needs to think carefully about how far ahead to plan; that’s absolutely necessary for the players’ sake.

― It seems club executives will have a lot to think about, requiring full mental engagement throughout the season.

That might be true. The same goes for us. But whenever there’s change, there are always opportunities, so finding and capitalising on them could make this an exciting period.
We expect more people to engage with us in the new season, whether through stadium attendance or watching broadcasts. We must consistently deliver quality to our fans and supporters, including new ones. The key is whether we can continue to upgrade this iterative process.