― First, let look back on this season’s MEIJI YASUDA J.LEAGUE. Kashima Antlers claimed their first J1 title in nine years. For the large crowd that filled Mercari Stadium on the final matchday, it was a long-awaited championship.

With 37,079 fans and supporters, the stadium was nearly full, and the atmosphere was overwhelming. Over the past decade, the J.LEAGUE has demanded growth not only on the pitch but also in club revenues, and Kashima has grown its revenues while attempting to adjust to football trends and global developments. They made various attempts and emerged victorious. Many clubs struggle to align these elements, so their achievement was truly remarkable.
Of course, the impression remained that Kashima, having won the J1 title after such a long time, were strong, and being present when the title was decided, what crossed my mind was, “We’ve truly come back.” When I became Chairman, we were still in the midst of the COVID-19 pandemic, and the first trial of chanting support* took place on 11 June 2022 at [Ibaraki] Prefectural Kashima Soccer Stadium (as it was then known). When I went to the area behind the goal and heard supporters singing chants for the first time in ages, I really felt that things had come back. But this time, the voices and passion were several times greater. I felt that contrast strongly, and it meant a great deal to me in many ways.

※At a time when nationwide public health measures were required to combat COVID-19, chanting and cheering returned to J.LEAGUE official matches for the first time in 839 days as part of a phased reintroduction of vocal support at sporting events. On that occasion, designated chanting areas were established as an infection-prevention measure.

― Kashiwa Reysol finished second, just one point behind, but their emphasis on ball-possession football made a strong impact.

They made a truly remarkable effort. They ran hard, created many chances, and had high Actual Playing Time (APT). I don’t think many clubs in the J.LEAGUE took an approach like Kashiwa’s this season. Yet they showed something attractive, including results, and that will definitely lead to future success. Football itself grows through constant competition in refining approaches.

― In J2, Mito HollyHock won their first title and secured promotion to J1 for the first time.

Mito were incredible. Everything came together perfectly. They had been in J2 for a long time, and given their revenue scale, winning J2 and reaching J1 was certainly no easy feat. Truly remarkable. There are various perspectives, but I believe many people felt that the J.LEAGUE offers dreams.

― Mito’s revenue for fiscal 2024 was around 1.2 billion yen, well below the J2 average. While financial resources are necessary to become strong, they demonstrated that they aren’t everything.

Indeed. How one uses a limited budget is most important, and the way they maximised that cost-performance was outstanding. The manager, players, and staff on the ground undoubtedly worked hard, but you cannot achieve such results without also getting everything else right.

This shows that even clubs that were in the JFL or regional leagues just a few years ago can achieve such results. Mito, who had truly struggled, also won, and Kashima, who hadn’t won in nearly a decade, proved they could win again by doing things right. From J1 to J3, this season was significant in many ways.

― Total attendance across J1, J2, and J3 in the MEIJI YASUDA J.LEAGUE reached 12,879,658, up 7.9% from the previous year, setting a new record for the second consecutive year.

Notably, J2 increased by 15.9% and J3 by 11.3%, showing substantial growth. J1 grew by 4.4%, and while it’s harder to grow when capacity is nearly full, the occupancy rate itself has also increased. The new stadium effect certainly played a role, but J2 and J3 have many regional clubs, and I believe opportunities to experience football in those areas have increased dramatically. As a result of investment to increase exposure, particularly in regional areas, exposure has increased nearly tenfold compared to a few years ago. Regional J.Clubs are leveraging this while working with League staff to focus on increasing spectators. Some smaller clubs lack sufficient resources for this, but two years ago we established the Club Support Division within the League, with League staff permanently attached to each club, working together to increase match attendance and revenues. I believe the success is a result of these efforts working well.

― This year, the FIFA Club World Cup 2025, significantly expanded in scale, was also held in the United States, with Urawa Red Diamonds representing Japan.

The result was truly disappointing, but there are inherent difficulties when a team that won the AFC Champions League three years ago is the one participating. For Urawa, the timing of the tournament not aligning with a good cycle for them was certainly one factor in their results. Of course, there is still a gap with the world’s top clubs, but looking at the match content against River Plate (Argentina), Inter Milan (Italy), and CF Monterrey (Mexico), despite three consecutive defeats, I don’t think they were completely outclassed.

― The tournament itself is still in an exploratory phase, but the prize money is substantial.

I don’t know what kind of tournament it will become going forward, but being able to compete seriously against various clubs from around the world isn’t a bad thing. If it remains a tournament at that budget level, I think more clubs will want to aim for it, not just those in Japan. Comparing the UEFA Champions League and the AFC Champions League Elite (ACLE), there is a significant difference in prize money, making it an economically attractive competition.

― In the ACLE, with the quarter-finals onwards held centrally in Saudi Arabia, Kawasaki Frontale finished as runners-up. They performed admirably despite high expectations for the well-funded local Saudi Arabian clubs.

Following Yokohama F･Marinos the previous year, a Japanese club has reached the final for two consecutive years, demonstrating clear ability. They can compete adequately against Saudi Arabian clubs. There are certainly various difficulties with centralised hosting, but central hosting in Saudi Arabia has already been decided for the next several years, so we need to consider how to win within that framework. Japanese football, including players and clubs, is at a considerably high level, so they should compete with confidence.

― In ACL2, Sanfrecce Hiroshima were progressing smoothly but were eliminated after their quarter-final first leg was ruled a forfeit for fielding a suspended player.

It was a truly disappointing end, but it was clear that Japanese clubs are overwhelmingly strong in ACL2. When competing in the global football market, we face various countries, so we must treat this as a learning experience.

― This season, the J.LEAGUE also worked on reforms to raise the standard of officiating to improve the level of physical contact. From the perspective of creating attractive entertainment, APT was also a key metric this season.

First, I strongly sense that players are becoming tougher. My impression is that players who fall easily or fall seeking fouls have decreased considerably. Not just in Japan but globally, high-intensity, hard-working football is becoming mainstream, and I feel such matches have increased significantly in the J.LEAGUE. We want to pursue the spectacular aspect as well, but when it comes to competing globally and aiming high, toughness is absolutely necessary. Including the champion Kashima, teams that are committed to this have become very strong in intensity.

― APT averaged 52 minutes 43 seconds in J1 this season, slightly up from 52 minutes 6 seconds last season. Sprint counts and other metrics exceeded those of the previous year from the summer onwards.

Data showing play intensity and running distance have increased, which isn’t bad. Regarding APT, it is influenced by football style, and while the increase is a positive trend, much depends on how referees control matches. As football rules continue to change to lengthen APT, the role of referees becomes increasingly important. The data suggests that referee awareness is also gradually changing. If stopping play benefits the team that was fouled, then call the foul. Previously, there were quite a few cases in which play was stopped even when not calling the foul would have been advantageous, which was detrimental to both the fouled team and the spectators. Situations where this doesn’t happen have increased dramatically, but there are still cases where the fouled team loses out, so the question becomes how to raise referee standards. But overall, I think players have become more combative.

― What initiatives are needed to improve referee standards?

I believe referee standards themselves are improving, but I have always thought that without a greater understanding of football, referees may make incorrect calls or fail to create more enjoyable matches. What’s most needed there is the player’s perspective. So, I think things could improve further if former players communicated with referees, sharing insights and psychology from their on-pitch experience, such as “at that moment, that player probably felt this way” or what the overall feel was. One thing probably lacking in referees’ game control is the sense of being a player. So, we want to start a system where J.LEAGUE OB representatives accompany official matches and discuss decisions with referees after the match. We hope to introduce this as early as the 2026 Special Season. We have already begun specific preparations, and we will announce details of the system separately.

Previously, competitors were neighbouring clubs or domestic rivals, so even if performance suffered in the heat, conditions were equal and thus acceptable. But now, J.Clubs’ rivals are Europe’s top clubs, and, for example, for a 20-year-old centre forward at a J.Club, his rivals are 20-year-old centre forwards excelling in Europe. That’s the kind of world it should be, yet focusing solely on domestic football inevitably hinders growth. This is clear from the data, so we’re trying to fundamentally change things. It also matters for transfers and for people whose jobs are related to football, whether they work under global standards or only within a domestic industry framework. By changing the season calendar, competitors naturally change, awareness changes too, and various benefits should emerge.

― With the season calendar change, the newly established J.LEAGUE Snowfall Area Facility Improvement Grant System provides grants of up to 380 million yen per club for facilities such as air domes to enable training during snowy periods.

With the season calendar change, the J.LEAGUE’s total investment in clubs exceeds 10 billion yen. We have prepared this amount to help clubs overcome what may be difficult periods, so support systems for what snowfall regions need, including things not yet announced, have been prepared to a considerable degree. Different regions and clubs need different things, so some regions may want turf snow-melting equipment for training, while some clubs may want to make their stadia warmer. That’s ultimately about what’s needed for fans, supporters, and the region, so, for example, an air dome is definitely not just for the club. I think it’s very positive that the season calendar change becomes an opportunity to develop environments where local people and children can play sports year-round.

― The J.LEAGUE is also taking the lead on fundraising for amounts exceeding the grant limit, significantly reducing the burden on clubs.

If building an air dome, it is the regional club and local people who will prepare the land and operate it, so we want them to discuss what’s needed. If the location is finalized, the League, Japan Football Association, various grants, and sponsors can support a considerable amount. Once that scheme is properly established and operational, the ultimate goal is to develop such environments throughout Japan, including not only for snowfall areas but also with heat countermeasures. This isn’t just a one-off; improving sports and football environments is always necessary—ten years from now and twenty years from now—so I think J. League will continue working on this.

― In 2026, the U-21 J.LEAGUE, created for player development, will also begin with 11 clubs competing in an East-West two-league format. New initiatives for top team management and player development include appointing Roger Schmidt as Global Football Advisor.

There are various pathways for players, and many aspects have been working well thus far. I think Japanese player development has a very solid foundation from primary school age and the grassroots level, but around the final stage at age 20 or so, things seem to narrow somewhat, with areas that still need work or where potential remains untapped. Those most affected are players who join J.Clubs rather than choosing university football. In that sense, 11 clubs believe there are many benefits to activities at around the U-21 age level for developing players and strengthening team capabilities.

― Post-youth development is a major challenge for Japanese football.

Up to age 18, there are competitions such as the Prince Takamado Trophy JFA U-18 Football Premier League, but there is no league for the next age group, and players go straight into the J.LEAGUE. For example, I think it will happen that young players gain experience in J3, but if that’s difficult to achieve immediately, creating the U-21 J.LEAGUE isn’t a bad idea. J3 and U-21 are expected to be at similar levels, so in the future we may need to consider how to have these clubs coexist within league competition.
I hope each club can invest more substantially in youth development. I think awareness won’t shift unless trading developed players becomes a business. For example, if a situation arises where transferring a promising player once every three years brings in 1 to 2 billion yen, investment will increase. That will also lead to using young players more in matches. It gives them practical experience to develop their abilities while also creating opportunities to attract attention from European clubs and others.

― Shinji ONO’s “Smile Football Tour for a Sustainable Future supported by MEIJI YASUDA,” which began in fiscal 2024, continues to accumulate visits.

When thinking about what we could have him do that would be best for Japanese football, I thought it would be good to realise a modern version of what Sergio ECHIGO used to do—travelling nationwide and interacting with young footballers. I thought Shinji’s greatest strength, “showing,” would be good for the children receiving it. That’s what we received from Sergio. Combined with educating children about how to create a sustainable society, the plan is to visit all 60 clubs over the next two to three years.

― The Kunishige Kamamoto Award has been established for the MEIJI YASUDA J.LEAGUE 100 YEAR VISION LEAGUE. At the 2025 J.LEAGUE Awards, Sergio ECHIGO, Ruy RAMOS, and Kazushi KIMURA were presented with the Chairman Special Award, showing respect to predecessors.

The Kunishige Kamamoto Award will be presented to the top scorers in the league competition, which will be held in two groups for J1 and four groups for J2 and J3. With Mr. KAMAMOTO having passed away this year, we consulted his family to make this decision.
2026 marks a major change with the season schedule, so we want to properly convey our gratitude for what has come before. It’s precisely because of over thirty years of accumulation that we can now look outward and aspire to compete globally. It’s because of pioneers, including Sergio, Ramos, and Kazushi, that we can face such changes.

― In 2026, J.LEAGUE staff recruited through the first-ever public new graduate recruitment will also join.

We embarked on new graduate recruitment because we absolutely need young people’s perspectives. Currently, the J.LEAGUE staff’s average age is in the 40s, with few people in their 20s. The atmosphere when we were young is naturally different from today’s, but there’s a tendency to assume it’s the same. That’s not good, and nothing new will emerge. The current positive situation, with increasing customers, fans, and supporters, is just the present reality; in ten years, the fan base will definitely not comprise the same people, so we need to create an environment where new people keep joining. We need people with that awareness in this organisation too. There’s a lot of talent, so I’m looking forward to it.

※The information published is current as of December 22, 2025.