Fuji Television's second press conference on January 27-28, 2025, addressed the swirling allegations of harassment surrounding former talent Naka Masahiro. This unprecedented press gathering lasted more than ten hours and coincided with the descent of Fuji Television and other parties involved, resulting in significant public scrutiny and media criticism.
The situation began to unravel when Fuji Television announced the press conference, which saw 191 media outlets and 473 attendees. Their main goal was to quell public outrage after allegations surfaced involving Masahiro and interactions with women, leading to calls for accountability within Fuji's leadership. The company's president, Koichi Minato, openly acknowledged shortcomings, stating, 'We are not individuals who fabricate statements,' which some interpreted as the acknowledgment of previous missteps and lack of accountability.
Despite the long duration and intense nature of the conference, criticism from media professionals highlighted inappropriate behavior during the questioning. Many journalists utilized the platform for personal commentary rather than posing relevant questions, leading to disarray and frustration among both the executives and the press. The tone shifted dramatically as the evening wore on, with social media reflecting sentiments of sympathy for Fuji's beleaguered management team.
One reporter practically berated the executives rather than seek information, emphasizing the blurring of lines between objective journalism and personal vendetta. This incident drew widespread condemnation on platforms like X (formerly Twitter), where criticisms of the media's conduct became the talk of the day.
Experts and observers like Masaru Nishiyama from Obirin University, known for his insights on corporate risk management, expressed concern over how the media was controlling the narrative, stating, 'The media's handling of this has shown not only their failure to ask pertinent questions but also their unprofessional behavior, which worsens the situation.' Critics questioned whether media presence should be reined to allow only qualified reporters familiar with the entertainment industry, potentially excluding sensationalist participants.
Discussions during the conference highlighted not just the operational failures of Fuji Television but also the dramatic changes its leadership needed. Key resignations announced during the gathering included those of Chairman Juji Kano and President Koichi Minato. Their departures signal both accountability for the current crisis and the beginning of restructuring efforts to restore faith among viewers and partners.
Since the crisis began, Tokyu Group has reported over 75 sponsors withdrew advertising, leading to severe financial repercussions for the company. The speculation around Fuji's potential collapse contrasted sharply with the reality of its extensive asset portfolio. Fuji Media Holdings, Fuji Television's parent company, controls vast investments worth over 400 billion yen and substantial cash reserves. Despite this, the pressure from sponsors has caused financial turbulence, with concerns over future revenues looming large.
Viewing figures from Fuji's broadcast of the press conference also indicated high public interest. The viewership peaked at 13.1% among households and 7.5% for individuals during the event's prime hours, nearly doubling their average over previous weeks and reflecting the audience's engagement against the backdrop of scandal. Such metrics suggest significant public appetite for accountability and transparency during fraught periods.
The crisis serves as a lesson on corporate governance standards and risk management strategies relevant to crisis situations, not exclusively for Fuji Television, but applicable across several industries. It sheds light on the fundamental dynamics between media entities and corporate structures and the importance of clear protocols for addressing controversies.
While Fuji Television’s press conference attempted to convey transparency, it highlighted significant internal weaknesses, signaling the need for structural reforms to regain both trust and viewership. Expert commentary emphasized the importance of presenting the truth efficiently and making timely changes to management strategies.
Going forward, corporate communications and crisis management strategies will once again be under the microscope as the public craves sincerity and accountability. The events seen during the Fuji Television saga are likely to serve as case studies for future corporate dealings with the media and unforeseen controversies.