After struggling in the relegation zone during the first half of the season, the team made a remarkable comeback in the second half, aided by the contributions of new players acquired during the special registration period in June. The 2025 season, fought under the new management of Rikizo MATSUHASHI, became a year of clear progress, marked by both challenges and achievements. While the football side showed only gradual improvement, the business side recorded the highest sales in the club's history and announced plans for a new training facility, bringing a series of positive developments. This season review features President Shigeya Kawagishi reflecting on the year. In the latter part, he discusses the upcoming irregular new season, including the start of the U-21 team, and the club's new phase as it aims to "Conquer Tokyo."
Interview and Composition = Kei Sato (Freelance Writer)
──The 2026 season, which requires a shift in budget and team formation approaches from the conventional standards, will see the Meiji Yasuda J1 League Centennial Concept League kick off in February, followed by the start of the 2026/27 Meiji Yasuda J1 League season in August, transitioning to the autumn-spring system. How do you view this irregular schedule?
We have exchanged various opinions with the league and other clubs, and each club has a different stance, which often makes us think "I see." We basically consider the Hundred-Year Vision League and the 2026/27 season to be continuous. The Hundred-Year Vision League has no relegation and is positioned as a tournament where various things can be tried as needed. Of course, winning grants the right to participate in the AFC Champions League Elite (ACLE), so aiming for the championship is natural, but we also see it as a period to thoroughly improve the team's issues, and we want to approach it with that understanding. With that in mind, we plan to move into the 2026/27 season.
──Speaking of team balance, the generational change has long been considered one of the challenges, but in the latter half of the 2025 season, it seems that the experienced players referred to as "veterans" saved the team.
Certainly, the second half of the season was led by experienced players, and thanks to that, the team regained its composure. However, that does not mean that a generational change is unnecessary. In every era, young players grow and thrive, bringing vitality to the team. I believe it is necessary not to just wait for this to happen naturally, but also to create a system and take actions to accelerate the growth speed of young players.
──In addition to the Centenary Concept League with no relegation, from the 26/27 season onwards, the newly established U-21 League will create opportunities to develop young players.
That's right. In the Century Vision League, I think it's good to actively use young players and challenge the team to undergo renewal. We once had a U-23 team, and that remains a successful experience for the club. At that time, I was not yet with the club, but many players who grew there really developed, and the club recognized the need for a similar system. Then, a proposal to participate from the J.League arrived, and for us, not participating was not an option.
──It can be said that forming the top team mainly with players from the academy is an ideal form for J clubs.
Until now, it has been difficult to create a situation where players from the academy consistently play as regulars in the top team, so we have chosen to let them gain experience through loan transfers. Ryunosuke SATO (loaned to Fagiano Okayama under a developmental loan contract and returning from the 2026 season) is exactly such a case. I think it was very good that he proved his ability by performing well at another club like him. However, while we always kept track of their situations and information, there was also a frustration in not being able to firmly confirm their growth firsthand. With the establishment of the U-21 league, we believe there is a high possibility that this situation will change.
──Please tell us about the business side of the 2025 season as well. Although the financial results are not finalized yet, is there anything you can say about the sales at this point?
2024Although the sales for the fiscal year just missed reaching 7 billion yen, we expect sales to exceed 7 billion yen in 2025 as each business area has grown steadily. Included in this is the transfer fees left by players who moved overseas. In the 2024 season, Kuryu MATSUKI left a significant amount, and similarly, multiple players contributed financially to the club in the 2025 season.
2022When I assumed the position of CEO in the 2022 season, sales were limited to the 4 billion yen range due to the impact of the COVID-19 pandemic, but since then, we have rebounded and recovered, growing rapidly. However, I feel that this growth pace has now settled down. In that sense, the challenge from here is how to further develop the club.
──How can we overcome that challenge?
This is something I have been saying for a while now, but without success on the football side, the business side cannot move to the next stage. Looking at the average attendance per match, thanks to everyone, we have reached over 31,000 people. The total number recorded was 600,000. Many people really came, but to continue increasing that number steadily, it is necessary for many people to experience winning matches and the atmosphere in the stadium during those matches. Not only building the team on the pitch, but also raising those expectations and further strengthening the relationship with fans and supporters is essential.
──In terms of the phases outlined in the growth strategy 'VISION2030', after 'overcoming the COVID-19 pandemic' and 'regrowth', from 2026 we will enter 'Phase III' called 'Tokyo Challenge'.
As a club, we have set the three years from 2026 to 2028 as the phase of "Tokyo conquest." Although it may be presumptuous to set such a short-term goal of just three years, the staff are discussing how we can create that kind of situation. To give one concrete example, it is to become a representative presence of Tokyo in the sports field. According to a certain survey, the current top is the professional baseball team Yomiuri Giants, followed by the Tokyo Yakult Swallows. Even so, when asked "Which is the sports team of Tokyo?" among the younger generation under 30, the result shows that FC Tokyo ranks higher than the Tokyo Yakult Swallows. We want to gain recognition that surpasses even the Giants. We don't know how far we can go in the next three years, but we position this as an important milestone and will work towards it.
── Besides match results, what other approaches do you think are necessary to advance the "Tokyo Strategy"?
The core value is definitely on the pitch, so as I explained earlier, we must show it through results. This will increase opportunities to be featured in the media, leading to more exposure and topics about the players. While leading the club on the football front, the base approach is to spread recognition throughout Tokyo as a whole.
On the other hand, we are also actively engaged in numerous activities such as collaboration with local governments centered around our hometown, Tokyo, school programs, social partnerships, and sustainability initiatives. The true nature of the club extends far beyond the pitch; it is something much larger. By presenting these aspects authentically, we believe more people will understand our value, and from there, our reach can expand. While we often interact mainly with those closely connected through football, there are actually many people involved with the club, and we believe we can greatly broaden that circle. Unless these people also come to watch and support FC Tokyo’s matches, it will be difficult to achieve recognition that surpasses the Giants. We want to actively take on this challenge.
──In terms of attendance, there has been an average decrease of about 1,000 people from the 32,000 range in the 2024 season. What reasons can be considered for this?
First, the number of matches held at Japan National Stadium was one less, and also the fact that there were many days of bad weather on home game days in the first half of the season had an impact. At first glance, it may seem like the numbers have dropped, but there were clear reasons for that. In the 2019 season, we significantly increased attendance by competing for the championship, and that is the baseline we are considering. Currently, we have reached that level. Right now, Urawa Reds have about 5,000 to 6,000 more average spectators than us, but I believe Tokyo can get closer to that by competing for the championship as well. To do that, it is essential to provide many powerful success experiences where those who come to watch feel that "the team wins because of their support." Since everyone spends their own money and time to come to the stadium, the team must be worth cheering for in return. Of course, when looking over the course of a year, there will be ups and downs, but I think it is necessary to build up results where “joy” and “fun” remain in large numbers──.
── How does the season transition affect the business side and customer attraction?
This is the first time we are encountering this case, so it is not fully organized yet, but we see both positive and negative aspects. On the positive side, we expect an increase in family groups. With more games held in spring and autumn, there will be more day games, making it easier for families to attend. For night games, considering the time children need to return home, and for Sunday games, since the next day is a weekday, attendance can be difficult. Therefore, moving forward, we plan to place even greater emphasis on initiatives aimed at families. This will also help increase future fans and supporters.
On the other hand, the negative aspects include an increase in matches during the cold season and a roughly two-month interruption in the league due to the winter break. Inevitably, the "flow" of the season is interrupted, so when the league resumes, both the teams and the spectators need to get back into a ready state. This is something that can only be understood through experience, but I believe that both the pitch and the stadium must be in a state of "waiting for the restart."
──As a club, this year, there was a major announcement about relocating the training ground. Please tell us again the reasons and the current situation.
This is part of our thinking on how to focus investment in football, which I have been discussing earlier. The current clubhouse is being used thanks to a special arrangement with Tokyo Gas, and they have been accommodating our requests to improve the facility. However, while the pitch is excellent, the clubhouse lacks certain essential functions. For example, recovery facilities are one such area. We want to bring equipment that can support injured players and those undergoing rehabilitation up to the highest J1 standards. There are also not enough rooms for player interviews and meetings. Since I became president, I have strongly felt the need to improve the clubhouse when considering these aspects.
──How was the decision made to relocate to Chofu City?
When we wanted to enhance the functionality of the clubhouse, we first discussed with Tokyo Gas and considered a plan to renovate the current facility. On the other hand, we were already aware of the national land within Chofu City announced this time, and we heard that Chofu City intends to develop a park and has plans to make it a sports park. Therefore, we formally proposed whether we could work together. As a result, the club decided to create a plan to develop the facilities together, including making investments.
We were also considering an update plan for Kodaira, but since it involved renovating existing facilities, there were land constraints, and only a small extension was possible; rebuilding was not an option. On the other hand, Chofu offers not only convenient transportation but also the possibility to design the clubhouse almost entirely from scratch, incorporating everything needed. From now on, we will proceed with land acquisition, of course, as well as obtaining approval from the council and investing the city's budget for development, so it is necessary to gain the understanding of the citizens. We will also be working with the cooperation of MIXI, Inc., our largest shareholder, so we want to steadily advance toward the relocation. I have heard that Chofu City is also considering a system to accept donations from the general public, so we would be grateful for the cooperation of many people, including our fans and supporters.
──The relocation of the training ground might also be related to the 'Tokyo strategy,' but are there any other plans you are considering?
This is still under consideration, but since I took office, I have been thinking about establishing a women's team. FC Tokyo's club mission and vision emphasize diversity, and of course, there are girls enrolled in FC Tokyo's schools. The Promotion Department also has an increasing number of female staff coaches. Looking at clubs in Tokyo, Verdy and FC Machida Zelvia both have women's teams. We are the only J1 club in Tokyo without one. Since we compete under the name FC Tokyo, I believe we should have a women's team.
This is not limited to Japan, but as we receive inquiries from overseas clubs wanting to collaborate with FC Tokyo, cases asking about a women's team have been increasing. When we answer that we do not have one, people are surprised and ask, "Why don't you have one?" With many clubs around the world having women's teams, we also feel the expectation for us to have one. In Tokyo, a huge city we can proudly call home, and as a club representing the capital city, it has become a situation where we cannot say, "We don't have a women's team." Of course, we have heard about the challenges of the WE League, and we also hope to contribute to the development of women's soccer. With this background, as we move toward the new phase of our 'VISION2030,' we have come to want to specifically prepare to establish a women's soccer team. We cannot keep postponing this forever, and we will consider what form would be best.
Part 1Here
♢Previous Management Reports are here
2024 Fiscal Year Financial Report and the Club's Current Status (Part 1)
2024 Fiscal Year Financial Report and the Club's Current Status (Part 2)
2024 Season Summary: Business and Football (Part 1)
2024 Season Summary: Business and Football (Part 2)
2023 Fiscal Year Financial Report and the Club's Current Status (Part 1)
2023 Fiscal Year Financial Report and the Club's Current Status (Part 2)
