The <a href="https://www.jpost.com/tags/israel-nature-and-parks-authority">Israel Nature and Parks Authority</a> (INPA) issued warnings about swimming in the area earlier this week
and even released a statement confirming that the sharks had been sighted before
There is no reason to panic or avoid beaches&ldquo;This may also happen in winter
a large number of fish have died because they couldn&rsquo;t adapt to the extreme changes in water temperature
the sharks&rsquo; roaming area is expanding
so they&rsquo;re migrating along the Israeli coastline rather than concentrating in specific areas.&rdquo;However
Barash emphasized that this occurs every year as the water warms
and there is no need to close the beaches.&ldquo;Just follow safety guidelines and respect the sharks
Don&rsquo;t provoke them or try to interact
so approaching or touching them is prohibited.&rdquo;			The Environment and Climate Change portal is produced in cooperation with the Goldman Sonnenfeldt School of Sustainability and Climate Change at Ben-Gurion University of the Negev
The Jerusalem Post maintains all editorial decisions related to the content
who is studying East Asian studies and American studies
will receive support for graduate study at&nbsp;The School of Oriental and African Studies in&nbsp;London
is among 36 recipients of prestigious Marshall Scholarships
which fund up to three years of graduate study in any academic topic at any university in the United&nbsp;Kingdom
who are considered among the most accomplished undergraduate students and recent graduates in the United States
were chosen following an intense selection process and will begin graduate studies at top universities across the U.K
The Marshall Scholarship program was created by an act of the British Parliament in 1953 as “a living memorial” for former U.S
Secretary of State General George Marshall and the assistance of the United States under the Marshall&nbsp;Plan
is studying East Asian studies and American studies at Yale
with a minor in Japanese advanced language study.&nbsp;She has received an Academic Excellence Award for Korean language and a Richter Summer Fellowship for research on memorialization efforts in South Korea and Japan
She was also selected for a Daniel Merriman — Ted Besinger III Fellowship for intensive language study in Korea and a Richard U
Light Fellowship for intensive language study in&nbsp;Japan.&nbsp;
Yanai is also a head first-year counselor for Davenport College
a writer for Dwight Hall&#8217;s alumni newsletter
and a student in the Fields Program for advanced language study at Yale
“The Beast and the Bomb: Godzilla’s Evolution Through Cinematic History,” explored the depictions of nuclear weaponry in the Godzilla franchise and how contemporary American productions diverge from the explicit anti-proliferation message that the original Japanese films&nbsp;endorsed
in postcolonial studies and Korean intensive language at The School of Oriental and African Studies in London
She hopes to use her career to expose what is currently obscured in the telling of history and to uplift historically marginalized&nbsp;voices
“Marshall Scholars are powerful advocates for excellence across a wide range of disciplines — it is fantastic to see such a diverse group of future leaders in careers across international relations
health and the humanities,” said John Raine
chair of the Marshall Aid Commemoration Commission
“We look forward to welcoming them into the proud tradition of Marshall Scholars who have contributed so much to the U.K.
More than 2,200 Americans have received advanced U.K
degrees through the program since its inaugural class seven decades&nbsp;ago
The program received 983 applications this year from candidates representing academic institutions across the United States
states are represented in this year’s&nbsp;cohort.&nbsp;
<a href="http://www.stanford.edu/">Stanford University</a>
SPICE has the honor of working closely with the&nbsp;<a href="https://www.yanaitadashi-foundation.or.jp/en/">Yanai Tadashi Foundation</a>
The Yanai Tadashi Foundation’s mission is twofold
The first focuses on leader development by developing “leaders who can solve issues from a global perspective and drive the growth of Japan and the world.” The Foundation works towards this goal through its International Scholarship Program and the Ryugaku Fellowship
The recipients of the International Scholarship Program have the honor of carrying the title of Yanai Scholar.&nbsp;Since 2015
the Yanai Tadashi Foundation has funded very generous scholarships to Japanese students who enter top colleges and universities in the United States and the United Kingdom
One of the goals of the course is to encourage Japanese students to consider applying to colleges and universities in the United States
Though many Japanese students have considered doing so
Meiko Kotani&nbsp;and I recently met four freshman Yanai Scholars at Stanford
and they offered to share their&nbsp;experiences at Stanford—as well as their gratitude to Mr
Tadashi Yanai and the Yanai Tadashi Foundation—in this article.&nbsp;Photo above: Gary Mukai
I am a first-year student planning to study Aerospace Engineering/Electrical Engineering
As a Yanai Tadashi Foundation Scholar at Stanford
I feel very honored and grateful to be able to attend a university abundant of opportunities in terms of activities and network at virtually no cost
I know for a fact that my family would not have been able to support my college education costs in a university in the United States (especially a private school)
so being a recipient of the Yanai Tadashi Foundation scholarship was the enabling part in realizing my goals of studying Aerospace Engineering at a school in the United States
Receiving the scholarship acceptance before college admissions was also a huge benefit both psychologically and admissions-wise
since it alleviated my worries about financial burden and kept me solely focused on just getting into a university
not only does the YTF scholarship help me attend Stanford right now
but being a part of such a wonderful community of such diverse
talented people has made me a part of an amazing network full of potential collaborators in various fields ranging from engineering
and I have accomplished so much with my fellow Yanai Scholars
and I hope to keep and learning and growing through this opportunity of a lifetime
I am beyond grateful and honored to be able to study at Stanford as a Yanai Tadashi Foundation Scholar
I am able to immerse myself fully in my college experience and pursue a degree in Mechanical Engineering without any financial burden on my family
what truly differentiates the Yanai Tadashi Foundation from other scholarship foundations in Japan is the community
It has been invigorating to connect with and learn from fellow Yanai Scholars who are all incredibly skilled in their respective fields
Our alumni are always willing to offer mentorship and many of us stay connected well after graduating college
The Foundation also actively helps us build this sense of community by hosting annual retreats and events that bring us scholars together
One of the highlights of my Stanford experience so far is the weekly dinner I have with three other first-year Yanai Scholars at Stanford
it is always refreshing to come together on the weekend to recap and share stories
Listening to each of their experiences refuels my motivation to work harder in the following week
The connections I have made with fellow Yanai Scholars have enriched my college experience and will continue to inspire me to make the most of my education at Stanford
with an interest in other fields such as Classics
Being able to attend Stanford through the financial assistance granted by the Yanai Tadashi Foundation
I am most grateful for the chance to attend a university that allows me to explore my breadth of interest to the fullest extent
not constrained by a narrow four-year structure
Taking classes and being able to enjoy undergraduate life having the privilege not to worry about my financial situation
the Yanai Tadashi Foundation and Stanford enable me to dive into my interests and find my future passions
The Foundation’s support extends beyond mere financial assistance
The community it has formed has helped to push and motivate me
The environment of highly motivated peers within the community motivates me daily to excel academically and engage meaningfully with campus opportunities
The diverse perspectives I have encountered have challenged my preconceptions and enriched my worldview in ways I never anticipated
Each conversation with fellow scholars introduces new ideas that complement my technical studies with humanistic insights
This integration of knowledge domains is precisely what I hoped to achieve in my education
I hope to keep leveraging this amazing chance to further grow and develop my interests
and to keep learning from the wonderful environment offered by Stanford
My dream was to study the physics of musical instruments at Stanford
The dream has come true with the support of the Yanai Tadashi Foundation scholarship and the great community of Yanai Scholars
I have been recognizing the history of the Japanese people anew
As an international student who has spent almost the entirety of my life inside Hokkaido
it is not an easy workload to study abroad and be exposed to a different culture
with freedom and therefore requiring agency
I am gaining diverse thinking perspectives from intriguing teachers and friends
I am joining the ensemble group playing early-period music
It is interesting to perform and talk about music with fascinating people at Stanford who are scientists and musicians
I have been immersed in the interdisciplinary culture at Stanford
which transcends fields from biology to visual arts
I have an urge to further my interdisciplinary exploration with&nbsp;“Wakuwaku”&nbsp;(わくわく)
During a recent meeting at the Yanai Tadashi Foundation in Tokyo
I had the pleasure of meeting with Chikano Shiroma
SPICE’s former main liaison at the Yanai Tadashi Foundation; photo to the left courtesy the Yanai Tadashi Foundation
She has met with many Yanai Scholars at Stanford and other colleges and universities
and I would like to express our heartfelt gratitude to her for her unwavering support of Stanford e-Japan and the chance to work with Yanai Scholars
several of whom are alumni of Stanford e-Japan
Two of Chikano Shiroma’s colleagues—Kano Sasaki
Masami Ueda—kindly joined the meeting as well
and we are looking forward to working closely with them as well as Ayako Tamura and Takatoshi Tanaka this year.&nbsp;
Learn more about how your support makes a difference or make a gift now
Fast Retailing CEO Tadashi Yanai speaks during a press conference in Tokyo on April 10.&nbsp;&nbsp;(Photo by Yutaka Miyaguchi)
TOKYO -- Uniqlo founder and CEO Tadashi Yanai has called the tariffs imposed by U.S
President Donald Trump &quot;irrational,&quot; and said they &quot;won&#x27;t last,&quot; as the company revised its earnings outlook for the second half of the fiscal year because of possible impacts
&quot;A tariff system that only prioritizes one&#x27;s own country is not acceptable,&quot; Yanai said at a press conference on Thursday
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  <a href="" rel="category tag" data-wpel-link="internal">Featured</a>  .single .post-main-title .post-sub-title {font-family: 'Book Antiqua';color: #707070;} Uniqlo&#8217;s CEO Tadashi Yanai: The Architect of Simple
Timeless Fashion <!--“I believe that the founder of a company never truly retires.” – Tadashi Yanai
founder of clothing retailer Uniqlo and Japan’s richest person with a net worth of $47.1 billion
turned his family’s small store into a global fashion empire
now has a market capitalization of 16.09 trillion yen (US$106 billion) and rakes in trillions of yen in annual sales
the complexities of retail were innate even as a young boy – deeply ingrained learnings from a childhood spent working in the men’s clothing store owned by his father in the small town of Ube
which placed him at the top of Forbes’ Japan rich list
could have anticipated when he started out in the 1970s
the Founder and CEO of fashion giant Uniqlo
a $15 navy-blue Merino-wool crew-neck jumper and a +J blue suit from Uniqlo’s collaboration with German designer Jil Sander
His commitment to these unassuming ensembles may seem at odds with the man behind one of the world’s most successful fashion houses
these inherently Japanese principles of “practical beauty” and “simple made better” ultimately underscore his company’s entire philosophy
You might not be able to pick out his designs in a crowd
but that’s part of Uniqlo’s appeal – to provide chic
high-quality basics that can be worn year in
blending seamlessly with the rest of your wardrobe
as both he and his company have endured their fair share of failures
where his father was a tailor and his mother was a housewife
His father opened a men’s clothing store a month after his birth
The store occupied the ground floor of the house his family lived in at the time
and later expanded with multiple locations in the next two decades
Yanai graduated from the esteemed Waseda University in 1971 with a degree in economics and politics
After a year selling kitchenware and men&#8217;s clothing at a Jusco
most of the staff had left due to tensions with his management style
which he later admitted was arrogant in an earlier interview
For Yanai him this was a crash course in business
He established the first branch of the Unique Clothing Warehouse in Hiroshima
He had big ideas and an even bigger plan for fashion world domination
Unique Clothing Warehouse was later shortened to Uniqlo
It was originally meant to be registered as Uniclo
but the staff at the time misread the &#8220;c&#8221; as a &#8220;q,&#8221; leading to the current spelling of Uniqlo
Yanai renamed his father’s business name from Ogori Shoji to the more globally identifiable Fast Retailing
Inspired by European and American brands such as Benetton
Gap and Esprit that he’d seen during his travels
transplanting the model of mass-made casual apparel chains into Japan
He grew the company to over 100 stores within three years
The firm’s turning point came in 1998 with the opening of its first store in Tokyo
The launch introduced a fleece jacket priced at just $15
appealing to budget-conscious consumers in the post-bubble economy
Around one in four Japanese purchased a fleece item from Uniqlo that year
with the chain selling 26 million fleece products across more than 400 stores in 2000
Uniqlo had more than 300 stores across Japan
and their infamous fleece jacket had sold two million units in just 12 months
Uniqlo was kicking profit goals and gaining notoriety across Japan
the brand had gained the unflattering reputation of “cheap and shoddy”
Yanai embarked on a mission for transformation of Uniqlo
the company announced its Global Quality Declaration
“I want to be valued for offering good clothes,” Yanai said at the time
Innovation was heralded as Uniqlo’s new number one priority
Cashmere was added to their regular offering
as were thermal garments made from a new internally developed fabric named HeatTech
launching its first international store in London in 2001
the chain had to close most of its stores in the city and faced a similar challenge in Shanghai
The firm eventually returned to Europe with great success
opening flagship stores in London and Paris in 2007
was that it worked with its global headquarters to create products that not only meet local demands but also have global appeal
Uniqlo’s success can be attributed to its focus on innovation
having spent years investing in developing materials that meet consumer needs
While its competitors race to release new styles to chase trends
Uniqlo has built its reputation by creating wardrobe essentials that emphasize daily functionality and durability
As consumers increasingly prioritized sustainability and longevity
this approach proved to be highly successful
Yanai transformed his family&#8217;s modest clothing store into a global fashion empire that now has nearly 3,600 locations worldwide
Fast Retailing reported 3.1 trillion yen in sales and 500.9 billion yen in operating profit
This marks the first year that its sales surpassed 3 trillion yen and its operating profit exceeded 500 billion yen
Yanai has remained steadfast in his commitment to innovation and quality
Uniqlo’s CEO Yanai’s leadership played an important part in growth of the company
he still maintains the drive he had when he launched the business in 1984
Fast Retailing’s group senior executive officer
who has been working with Yanai for 19 years
Uniqlo was awarded Retailer of the Year by the World Retail Congress in 2014
while Yanai was named as one of the 100 most influential people in the world by Time magazine in 2013 and one of the 100 greatest entrepreneurial minds by Forbes in 2017
While he’s been alluding to possible retirement for nearly a decade now
Yanai shows no signs of slowing down anytime soon
“I believe that the founder of a company never truly retires
and my passion for business remains as strong as ever,” he said in a statement released in March
but I’ve made many mistakes,” Yanai told Monocle
“People take their failures too seriously.” During his decades in the industry
the entrepreneur has discovered that above all else
businesses need to be adaptable – keeping in mind not just the unpredictable flux of fashion
but also the frenetically evolving society we live in
Due to Covid like the rest of the industry
closing half of its 748 stores in China after lockdowns were enforced in January
Fast Retailing’s shares were up 53% in July since 19 March
as other brands scramble to make up for lost revenue
Uniqlo has remarkably managed to come out on top once again – like a puffer-jacket-clad phoenix rising from the ashes
believes its immunity to the long-term effects of the pandemic is thanks in part to the fact that “it’s a supplier of ordinary life clothing and rooted in real demand”
Uniqlo has always been dictated by product developments
It’s also undoubtedly a result of Uniqlo’s enduring quest for innovation
Yanai has long voiced his opinion that Uniqlo is “not a fashion company
And given their tech-style approach to both research and operations
a range of facemasks that flew off the shelves
And as it looks increasingly likely that working from home will continue long into the future
Uniqlo’s luxe loungewear and cosy separates are remaining high on customers’ lust lists
drive and grit have propelled his company through myriad challenges
the initial failures of opening international stores
he has battened down the hatches to weather the storm
ready to find new solutions and always emerging ready to take on the next chapter
“The world is constantly changing,” he told The Star in 2010
Tadashi Yanai usually comes back home after work by 4 p.m
to play some golf and spend time with his wife
Japan’s richest person is reportedly an avid golfer and owns two golf courses in Hawaii
This is where he typically spends a few weeks playing each summer
He has two sons who are both on Fast Retailing&#8217;s board of directors
Tadashi Yanai has made it clear he wants his firm to be the world&#8217;s largest clothing retailer
Fast Retailing projected that its operating profit will increase to 530 billion yen in fiscal 2025
Yanai has announced his next big vision—“The Fourth Frontier: Challenge
Achieve.” This illustrates the changes that Uniqlo will undergo in order to become a truly global brand
The billionaire has set a target of achieving group revenue of ¥5 trillion within a few years
“doubling that to ¥10 trillion is not an unrealistic goal”
Yanai writes: ‘We will tackle the challenges of the future
Technology is advancing quickly and people’s clothing needs are evolving as well
We need to anticipate those needs… how clothing will evolve
innovate and produce those products,” says Yanai
he said the company is focused on dominating Western markets as it strives for annual sales exceeding 10 trillion yen
and website in this browser for the next time I comment
<a href="https://www.linkedin.com/in/asaf-yanai/" data-wpel-link="external" rel="nofollow external noopener">Asaf</a>
a visionary entrepreneur and the co-founder and CEO of Alison.ai
has been at the forefront of technological innovation for over 15 years
challenging conventional boundaries and transforming industries
the third company Asaf has successfully founded
stands as a testament to his exceptional ability to identify opportunities
and lead teams toward achieving remarkable outcomes
and Head of Media Buying at world-class online marketing companies
have honed his expertise and strategic acumen
Asaf holds a BA in Business Administration and an MBA in Marketing from IDC Herzliya in Israel
marked by a relentless pursuit of progress and visionary leadership
serves as an inspiration for many in the tech industry
Creating a new playbook for the advertising sector
Moving away from the uncertainties of traditional A/B testing
data-driven approach to creative optimization and generation
This shift to evidence-based strategies maximizes creative performance that resonates with audiences more effectively and efficiently
The platform delivers on average a notable 300% increase in ROAS
Our users can easily gain the most value from their ad creatives while enhancing their effectiveness
The advertising landscape has been a part of me for the past 15 years
I learned the stakes for standing out are incredibly low
and many marketers find themselves trapped in a cycle of guesswork
and relying on A/B testing to gauge the performance of ad creatives
falls short of offering the depth of insight needed to pivot quickly and efficiently
The consequence is a financial drain for companies
particularly those investing heavily in digital advertising
as they struggle to pinpoint which creative elements resonate with their audience
My vision for Alison.ai goes beyond surface-level analysis
offering actionable insights that drill down to the specifics — country
This granular approach allows marketers to tailor their creative assets with unprecedented accuracy
ensuring they’re optimized for each unique audience segment
I&#8217;m most excited about the convergence of AI
and automation in the digital marketing space
At Alison.ai we’re leveraging these innovations to help businesses optimize their campaigns by analyzing data from past campaigns and competitors
This data-driven approach enables marketers to make real-time decisions that improve performance and drive ROI
The ability to integrate cross-channel insights
and continually benchmark against competitors is a game-changer in today’s fast-paced marketing landscape
the potential to further optimize creatives and increase efficiency will reshape the digital marketing industry
My parents co-founded BDI and are both passionate marketers
When I consulted marketing measurement metrics with them
I was surprised to learn that the same metrics utilized in the past are still being used today: A/B testing
My parents inspired and motivated me to challenge the convenience of the known and familiar and to embark on a mission to discover innovative
newer approaches to maximize marketing strategies
we&#8217;re at the forefront of video creative analysis
leveraging cutting-edge technology to empower your marketing efforts
Our core engine utilizes robust machine learning frameworks and computer vision libraries to dissect video features and identify trends with unparalleled accuracy
This massive data analysis is facilitated by powerful tools running on a secure and scalable cloud infrastructure
we&#8217;ve integrated state-of-the-art generative AI capabilities
This allows us to not just analyze existing content
providing actionable insights that propel your video marketing campaigns to new heights
What I love most about working in apps is the constant opportunity for innovation and the ability to drive real change in how businesses operate
we have the power to help companies optimize their strategies
and make data-driven decisions in real time
The potential to leverage cutting-edge technology to solve complex challenges — like transforming raw data into actionable insights — is incredibly exciting
I’m focused on building solutions that not only enhance how businesses reach their customers but also revolutionize how they approach growth
with endless opportunities to create value and make a real impact
If I could change one thing about the app industry
it would be the complexity of integrating data across multiple platforms and systems
There&#8217;s a real opportunity for apps to streamline this process
easy-to-use solution that aggregates and analyzes data from various sources — such as social media
and CRM systems — without requiring technical expertise
I see a significant unmet need for apps that not only offer insights from siloed data but also help businesses take immediate
The industry is ripe for solutions that simplify cross-platform integration and empower non-technical users (like creative teams) to make smarter
data-driven decisions effortlessly and maximize ROI
The real opportunity lies in creating intuitive
all-in-one tools that provide both powerful analysis and seamless execution
eliminating the barriers to effective creative optimization
If I wasn&#8217;t building innovative apps
you&#8217;d probably find me behind the wheel of a racing car
I&#8217;ve always been fascinated by speed
It&#8217;s a passion that shares some similarities with building successful apps — both require a lot of planning
both fields demand strategic thinking and the ability to react quickly in a high-pressure environment
I thrive on innovation and problem-solving
with a deep passion for technology and its potential to drive positive change
I’m someone who values personal growth and continuous learning — principles that align with the fast-paced
as it helps me maintain a balance between my demanding career and personal well-being
I’m always curious about emerging technologies and love exploring new ideas and concepts
and creating a culture of innovation and creativity wherever I can
Do you know someone driving change and growth in the app industry? <a href="https://www.businessofapps.com/app-leaders/#nominate-an-app-leader" target="_blank" rel="noopener" data-saferedirecturl="https://www.google.com/url?q=https://www.businessofapps.com/app-leaders/%23nominate-an-app-leader&amp;source=gmail&amp;ust=1733160375691000&amp;usg=AOvVaw1N4qigL8p_E-vQ49o--zAc" data-wpel-link="internal">Nominate an app leader here.</a>
<a href="https://alison.ai/" target="_blank" rel="noopener nofollow external" data-wpel-link="external">Alison.ai</a> is an AI-powered creative workflow platform that revolutionizes video ad creation
We use advanced algorithms to analyze existing creatives
Our goal is to simplify the advertising process and deliver exceptional results for our clients
Our unique SaaS technology allows businesses to identify their top-performing elements in creatives
and perform intelligent competitive analysis
Stop the guesswork and start making results-driven creatives
Marketplace | News &amp; Insights | Data | Events
Guest Room is a monthly online exhibition with open submissions curated in real-time by personalities from the international photography scene
Guest Room aims to spark collaboration and creative exchange
and professor of media philosophy and critical digital practice at King's College London - joins forces with Yanai Toister
an internationally exhibited artist whose practice centers on photography and conceptual art
they present the framework for the submissions: WHERE is the photographic image
the photographic medium since its early days
This question has become even more prominent in the age of digital imaging and AI
But we want to shift the focus from photography’s identity to its location
This leads us to ask: Where is the photographic image today
Joanna Zylinska and Yanai Toister invite submissions that offer poetic
experimental and inventive responses to these questions
Photographs that were chosen in previous Der Greif opportunities are not suitable for re-submission
One selected artist will be awarded a €1,000 € MPB Guest Room Scholarship
Der Greif is an award-winning organization for contemporary photography
curatorial team and joint project all at once
Der Greif connects the digital and the analogue
exploring and expanding the borders and limits of image-distribution and -reception in the digital era
The head of the world's biggest generic drugmaker predicted benefits for his company from the new U.S
healthcare reform law in the form of potential business gained through the uninsured Americans who will receive coverage
chief executive officer of Teva Pharmaceutical Industries
called the new reforms that are expected to provide insurance coverage for more than 30 million uninsured Americans starting in 2014 "positive news" for his company
we are going to see 31 million more potential customers that are going to buy Teva products," Yanai told an investor conference in New York
       Yanai acknowledged that there would be more pricing pressure
but that Israel-based Teva was constantly looking to reduce its costs
"I believe that the volume will outpace the price consequences," he said
Congress earlier this year passed an overhaul of the healthcare system
although many of the reforms do not take effect until 2014
there are other measures that can drive higher use of generic drugs
       Marth pointed to provisions that will close a coverage gap&nbsp;- known as the "doughnut hole" - in the Medicare prescription drug benefit for seniors
Many drugmakers reported a crimp on first-quarter earnings due to the new reform law and expect even greater pressure next year
have said the reforms will be positive for their companies over time
CHEManager Innovation Pitch supports innovation in the chemistry and life sciences start-up scene
and start-ups to present their companies to the industry
ProteiNext is an annual symposium that offers a platform for sharing insights on protein analysis
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Itai Yanai is at the Institute of Systems Genetics and in the Department of Biochemistry and Molecular Pharmacology
New York University Grossman School of Medicine
Simon Haas is in the Berlin Institute of Health
Charité Universitätsmedizin and the Max Delbruck Center for Molecular Medicine
and in the Precision Healthcare University Research Institute
Christoph Lippert is in the Digital Health Cluster
Hasso Plattner Institute for Digital Engineering
Germany; and in the Hasso Plattner Institute for Digital Health at Mount Sinai
Helene Kretzmer is in the Digital Health Cluster
Germany; and in the Department of Genome Regulation
Max Planck Institute for Molecular Genetics
ITAI YANAI: Exploring human systems with cellular maps
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doi: https://doi.org/10.1038/d41586-024-03552-6
Korsunsky, I. et al. Preprint at bioRxiv <a href="https://doi.org/10.1101/461954" data-track="click" data-track-action="external reference" data-track-label="https://doi.org/10.1101/461954">https://doi.org/10.1101/461954</a> (2018)
https://doi.org/10.1038/s41588-024-01993-3 (2024)
https://doi.org/10.1038/s41467-024-53340-z (2024)
<a data-track="click" data-track-action="download citation references" data-track-label="link" rel="nofollow" href="https://citation-needed.springer.com/v2/references/10.1038/d41586-024-03552-6?format=refman&amp;flavour=references">Download references</a>
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The authors declare no competing interests
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Tadashi Yanai isn’t just Japan’s richest man—he’s the mastermind behind Uniqlo’s global takeover and the relentless force reshaping how the world shops for clothes
From humble beginnings to helming one of the largest fashion empires on Earth
Tadashi Yanai is the founder and chairman of Fast Retailing, the parent company of <a href="https://www.uniqlo.com/uk/en/special-feature/welcome?gad_source=1&amp;gclid=Cj0KCQjw2N2_BhCAARIsAK4pEkXyvq7SBl9KE0SZ8V62Vl1O5X9WjBfyWWQVVWBoqIKnafzZVh4jH30aAq6OEALw_wcB&amp;gclsrc=aw.ds" target="_blank" rel="noopener">Uniqlo</a>
which has become a global leader in affordable
Yanai positioned Uniqlo as a "technology-driven apparel company"
Key business strategies that fueled his empire:
Global expansion: Over 2,400 stores worldwide in more than 25 countries
Tech meets fashion: Use of innovative materials like Heattech and AIRism
Yanai’s model challenged Western fashion giants like H&amp;M and Zara
giving rise to what’s now called “Uniqlo's quiet power”—minimalist
Related: <a href="https://www.ceotodaymagazine.com/2025/04/fashions-billionaire-club-the-titans-who-turned-style-into-fortunes/" target="_blank" rel="noopener">Fashion's Billionaire Club: The Titans Who Turned Style into Fortunes</a>
1971: Joins his father’s tailoring business
1984: Opens first Uniqlo store in Hiroshima
1991: Renames Ogori Shoji to Fast Retailing
1998: Uniqlo explodes in Japan with fleece boom
2001: Begins international expansion (first overseas store in London)
market entry; regroups after early setbacks
2020: Fast Retailing becomes the world’s third-largest apparel company
2025: Yanai is still actively shaping strategy as chairman
with an estimated net worth over $30 billion
Related: <a href="https://www.ceotodaymagazine.com/2025/03/romeo-beckhams-career-shift-from-football-dreams-to-fashion-fame/" target="_blank" rel="noopener">Romeo Beckham’s Career Shift: From Football Dreams to Fashion Fame</a>
Related: <a href="https://www.ceotodaymagazine.com/2025/04/why-did-matthieu-blazy-leave-bottega-veneta/" target="_blank" rel="noopener">Why Did Matthieu Blazy Leave Bottega Veneta?</a>
Tadashi Yanai is not just rich—he’s relentlessly forward-thinking
He’s spoken about making Fast Retailing “the world’s number one apparel retailer”
even surpassing giants like Inditex (Zara) and H&amp;M
Hiring global designers and influencers (like Jil Sander and Pharrell)
Investing in tech for AI-driven logistics and supply chains
Tadashi Yanai’s journey proves that simplicity can scale
and that fashion doesn’t need flash to dominate
What began as a small suit shop has grown into a globally recognized brand that doesn’t just follow trends it can also set them
Uniqlo has become a staple for people of all ages
blending timeless basics with cutting-edge fabric technology
Yanai’s vision turned Uniqlo into a cultural force
and its influence on global fashion is only gaining momentum
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Moran Stella Yanai, who was kidnapped on October 7th and survived Hamas captivity, destroys the arguments of an anti-Israel Hamas-supporting student at UCLA by giving him a lesson in facts... a must-watch! <a href="https://t.co/sgYXcoUw0s">pic.twitter.com/sgYXcoUw0s</a>
"The Japanese people may perish." This "prophecy" from Tadashi Yanai
Yanai advocates for improving productivity through immigration
He has faced opposition from ZOZO founder Yusaku Maezawa
Other prominent business leaders have also weighed in
igniting a flood of both support and criticism online
The debate began in late August during an interview with Nippon TV
"The Japanese people may perish if they don't learn to get work done with a select few people."
He argued that with the ongoing decline in the labor force
efforts to improve productivity are inevitable
Yanai said Japan should follow other countries by accepting immigrants capable of filling intellectual roles
Japan can improve efficiency and achieve results with a small workforce
"we might reach a point where public and private services start becoming unavailable."
ZOZO founder Maezawa was quick to disagree
posting on X (formerly Twitter) to emphasize the need for strengthening national solidarity
"I believe that maintaining our Japanese identity will be key to our nation's future strength
I'm uncomfortable with any approach that weakens that identity or blindly conforms to globalism
entrepreneur Takafumi Horie explained on his YouTube channel that globalization is already well underway
we'd have to close off the country like in the days of sakoku
"I don't know the true intent behind Yanai's comments
He pointed out that the recent labor reforms
which imposed a uniform cap on working hours
"Employees at startups and IT companies in other countries
especially those in intellectual industries
Simply telling people to 'go home early' in Japan won't make us competitive," he said
a former Ministry of Finance official and professor at Kaetsu University
"The question of whether Japan will perish is a macroeconomic issue
involving both monetary and fiscal policy."&nbsp;
"Yanai and Maezawa are discussing business management
There are countless ways to run a business
so it's impossible to determine which approach is definitively right."
(Read the article <a href="https://www.sankei.com/article/20240914-2WWCW7SWQNJGHEUUYXQLF7M6FA/" target="_blank" rel="noopener" title="">in Japanese</a>.)Author: <a href="https://japan-forward.com/author/Ryotaro-Fukuda/" target="_blank" rel="noopener" title="">Ryotaro Fukuda</a>
You must be <a href="https://japan-forward.com/jplogin0211/?redirect_to=https%3A%2F%2Fjapan-forward.com%2Funiqlo-founder-stirs-heated-debate-on-whats-best-for-japans-workforce-of-the-future%2F">logged in</a> to post a comment
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Dallas' Centre and Japanese artist Daichi Yanai team up on an exclusive art and fashion event this November
Centre's new store in the Bishop Arts District
2023 at Dallas Art Fair (Photo by Exploredinary)
When Dallas-based streetwear store Centre debuted its third North Texas outpost in Bishop Arts
we knew it was going to be something special
The two-story store is the largest in their portfolio (the original is at Mockingbird Station
and the second is in Fort Worth) and boasts a clubhouse feel design with green velvet bubble couches
the brand is collaborating with Japanese artist Daichi Yanai on a live art experience called &#8220;From Silence to Chaos&#8221; at the Bishop Arts location on November 15
Curated by Centre&#8217;s Meka Ibe, the <a href="https://www.instagram.com/p/DCAmVjxO2tE/" target="_blank" rel="noopener">exclusive event</a> will feature a 30-chair immersive runway show with custom seating by Daichi
Exclusive Daichi x Centre hand-painted clothing
and other art pieces will be available for purchase
the store will open to the public (with limited capacity) with a live DJ set and drinks among Daichi&#8217;s art installations
He&#8217;s now based in Dallas (with another studio in Tokyo)
&#8220;Daichi visited our <a href="https://www.papercitymag.com/fashion/shopping/new-stores-dallas-summer-2023/#468427" target="_blank" rel="noopener">Bishop Arts location</a> this summer and expressed interest in doing something creative,&#8221; says Ibe
&#8220;I knew he was special after I visited his studio.&#8221;
He&#8217;s also extended his art into digital domains such as NFTs
The live painting event will be accompanied by tunes from DJ Brandon Blue and bites from Amor y Queso
And limited-edition Yanai merch — T-shirts
and more — will be available for purchase after the show
Ibe hopes this is the first of many of these kinds of events at Centre
&#8220;Centre has been generating a sense of community since I was in high school,&#8221; he says
&#8220;The fact that I get to play a huge role at this event on November 15 is a full circle moment for me
The Go-To Event Calendar for Texas’ most glamorous parties & charitable events
it was said that there were three things that all Japanese children loved: the Yomiuri Giants (nicknamed Kyojin)
tamagoyaki” reveals how the rapid postwar proliferation of mass media and commodity goods allowed for an emergence of a popular culture that came to subsume the entire nation
As John Lie points out in his monograph Multiethnic Japan
the irony is that these symbols of Japaneseness were in fact “irremediably multiethnic and multicultural”: the leading player of the Yomiuri Giants at the time was the half-Chinese Oh Sadaharu; Taihō was half Ukrainian; and the modern form of tamagoyaki was indebted to the globalization of the poultry industry
she will focus on Taihō and the conflicting narratives he produced about his upbringing in Karafuto (present-day South Sakhalin)
she will consider the legacies of empire and repatriation—legacies that persist into the present day
<a href="https://www.waseda.jp/culture/assets/uploads/2025/04/Open-Talk_0527.jpg" target="_blank" rel="noopener">Flyer</a>
Yanai Initiative Committee Member: Erika OOKI
Yanai Initiative for Globalizing Japanese Humanities: <a href="/cdn-cgi/l/email-protection" class="__cf_email__" data-cfemail="2158404f40480f484f4855484055485744614d4852550f5640524445400f4b51">[email&#160;protected]</a>
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<a href="/ajw/national_report/">National Report</a>
operator of the popular Uniqlo clothing store chain
predicts the brand is about to enter a period of growth
Tadashi Yanai also says he has no intention of naming a new president from outside the company when he eventually steps down as chairman and president
shared his thoughts with The Asahi Shimbun during a recent interview
Uniqlo marked the 40th anniversary of the opening of its first outlet in Hiroshima in 1984
The company operates in more than 20 countries and regions and currently has 2,400 stores around the world
It projects sales will top 3 trillion yen ($18.7 billion) for the first time in the business year ending in August
Uniqlo has drawn flak in the past in relation to the working environment of is employees
which earned it a reputation as a “black company.”
Yanai countered that the company no longer engages in problematic work practices
“We were putting all our energy into just surviving
and we couldn’t afford” to remedy those issues when the company was still small
“No one will cooperate with us unless we are one of those companies
And companies that fail to obtain cooperation won’t grow
We think we are about to enter a growth period.”
before Yanai turned Fast Retailing into a holding company
he gave up his post as president to Genichi Tamatsuka
who now serves as president of Lotte Holdings Co
Yanai has been acting as president since he returned to the position in 2005
When asked about possible candidates as his successor
he said: “All of the (14) senior executive officers
he handed over his position as president of Uniqlo Co.
the core subsidiary of the Fast Retailing group
“There is no way I can bring an executive (from outside the company) and make the person president,” Yanai said
“The one who knows (the company) best and has worked hard together with me will be the successor.”
As for his first son Kazumi and second son Koji
both of whom serve as board members of Fast Retailing
Yanai said he will never make either of them president
“They will be in charge of the governance as shareholders,” he said
“It is their role to select a good management team and lay the groundwork for them to work.”
(This interview was conducted by Sho Ito and Shiki Iwasawa.)
Uniqlo president denies firm was slow to suspend sales in Russia
Fast Retailing to suspend Uniqlo operations in Russia
Uniqlo aims to triple sales over next decade via overseas markets
Uniqlo opens new flagship store in posh Ginza district
Discount supermarket finds a niche in upscale Ginza 
Information on the latest cherry blossom conditions
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A series based on diplomatic documents declassified by Japan’s Foreign Ministry
Here is a collection of first-hand accounts by “hibakusha” atomic bomb survivors
chefs and others involved in the field of food introduce their special recipes intertwined with their paths in life
A series about Japanese-Americans and their memories of World War II
<a href="/ajw/inhouse_news/">In-house News and Messages</a>
No reproduction or republication without written permission
Yanai is a beautiful city with a unique tradition of lining up goldfish lanterns along the eaves of its historical wooden buildings
The scenic city is a 50-minute drive from MCAS Iwakuni and will host its annual “Kingyo Chochin Matsuri” (Goldfish Lantern Festival) on Aug
Yanai thrived as a merchant’s town throughout the feudal age
remnants of that history are preserved in the city’s “shirakabe no michi” white-walled streets and wooden merchant homes with lattice doors and paper-covered windows
A step into Yanai is a step back in time and the paper goldfish lanterns add to the old Japan atmosphere
making bamboo and paper lanterns for the buildings
as well as children participating in the festival
locals in traditional matsuri attire carry and parade nearly 30 giant goldfish lantern floats
beautifully painted and lit up from the inside
down streets decorated with 2,500 smaller goldfish lanterns
While the parade winds through the streets
you can enjoy traditional dancing and music at the main festival site near JR Yanai Station
Sample Japanese festival foods like yakisoba
People can also enjoy traditional Japanese games
including kingyo-sukui (goldfish scooping) and shateki
the 2,500 goldfish lanterns along the shirakabe no michi are illuminated every night through the end of August
Enjoy Yanai’s local tradition and take a step back in time this summer
Tel: 0470-80-1146 (Yanai Tourist Association)
Sign up for our weekly newsletter of articles from Japan
his path to success has not been all smooth sailing
chairman and CEO of Fast Retailing and Uniqlo
Yanai was born in 1949 in southern <a href="https://e.vnexpress.net/japan-news/tag-1566747.html" rel="dofollow">Japan</a>
Yanai went on to graduate from the esteemed Waseda University in 1971 with a degree in economics and politics
After a year selling kitchenware and men's clothing at a Jusco – now known as AEON – supermarket
all but one of the staff had left due to tensions with his management style
which he later admitted was arrogant in a 2016 interview with The Business of Fashion
he had to handle most tasks at the store back then
He would view these early years as a crash course in business
source products — I literally had to do everything myself because there was nobody else
It was a huge learning opportunity," he recalled in the interview
he opened a store in Hiroshima named Unique Clothing Warehouse
but the staff at the time misread the "c" as a "q," leading to the current spelling of Uniqlo
Yanai renamed his father’s business to Fast Retailing by 1991 and grew the company to over 100 stores within three years
But by 2004, the chain had to close most of its stores in the city and faced a similar challenge in Shanghai, China. It launched its first three <a href="https://e.vnexpress.net/news/world/amid-us-retail-gloom-uniqlo-shines-on-covid-triggered-revamp-4506603.html" rel="dofollow">U.S. stores</a> in New Jersey in 2005
you learn from those," he told Forbes India
While <a href="https://e.vnexpress.net/news/business/companies/uniqlo-sues-china-rival-shein-over-viral-bag-copies-4701538.html" rel="dofollow">its competitors</a> race to release new styles to chase trends
Customers shop at the Uniqlo store in Hanoi
Yanai transformed his family's modest clothing store into a global fashion empire that now has nearly 3,600 locations worldwide
I think the money might have changed me," he told Forbes India
I’m not sure how many people can do that."
The billionaire reportedly is an avid golfer and owns two golf courses in Hawaii
where he spends a few weeks playing each summer
He has two sons who are both on Fast Retailing's board of directors
Yanai has made it clear he wants his firm to be the world's largest clothing retailer
"If we want to be truly the top global brand
we would not be able to claim that unless we can become number one in both of those regions
Email: <a href="mailto:evne@vnexpress.net">evne@vnexpress.net</a>Tel: 028 7300 9999 - Ext 8556
The Yanai Initiative is a joint program between Waseda University and the University of California Los Angeles (UCLA)
to create a repository that contributes to research in Japanese humanities
This additional donation of $31 million USD (approximately 4.5 billion yen) from Tadashi Yanai
will primarily go towards further enhancing and expanding this website to benefit researchers
The majority of the money donated by Yanai will go towards the Japan Past &amp; Present website
Japan Past &amp; Present is a multifaceted initiative that will not only strengthen Waseda’s position alongside UCLA as centers for Japanese humanities research
but also improve research all over the world
This project will serve as a base for researchers the world over and is the key to reimagining the Japanese humanities for the world
Waseda and UCLA will be working hard to actualize these goals through the Yanai Initiative
Professor Michael Emmerich (UCLA/Waseda) established the Yanai Initiative in 2014 with the goal of preserving and spreading Japanese literature and culture
Yanai made an additional donation of 3.3 billion yen to be used to promote the UCLA/Waseda collaborative Initiative to the next stage through research exchange
the development of Kuzushi-ji (cursive script) applications
and hosting events such as the The Art of the Benshi Tour and Noh in English “Blue Moon over Memphis”
which were designed to spread Japanese tradition and culture
the Yanai Initiative will continue to develop existing projects and expand our operation to benefit researchers and general public alike
<a href="http://Home | The Yanai Initiative (ucla.edu)" target="_blank" rel="noopener">Home | The Yanai Initiative (ucla.edu)</a>
11-18-2024<a class="border-l border-solid border-primary-dark pl-2 pr-2" href="https://www.fastcompany.com/co-design" target="_blank">DESIGN</a>
The name Uniqlo comes from joining the words for “unique” and “clothing.”
BY <a href="/user/associatedpress" class="underline underline-offset-4 text-black">Associated Press</a>
Forty years after its founding, <a href="https://www.fastcompany.com/91201578/gu-uniqlos-sister-store-what-to-know">Japanese clothing retailer</a> <a href="https://www.fastcompany.com/91223460/uniqlo-clare-waight-keller-future-of-fashion">Uniqlo</a> has more than 2,500 <a href="https://www.fastcompany.com/section/retail">stores</a> worldwide
recently topped 3 trillion yen ($20 billion) annually for the first time.The name Uniqlo comes from joining the words for “unique” and “clothing.” The chain’s basic concept is “LifeWear,” or everyday clothing
ranked by Forbes as Japan’s richest man and estimated to be worth $48 billion
spoke recently to the Associated Press at the company’s Tokyo headquarters
The interview has been edited for length and clarity.Q: What were the biggest challenges over the past 40 years?A: Actually 40 years
went by so fast they feel more like three years
You know what they say in Japan: Time flies like an arrow
then expanded nationwide.When we became No
which doubled our revenue in one year to 400 billion yen ($2.6 billion).I’d been thinking about going global when our revenue reached 300 billion yen ($2 billion) so we opened 50 stores in Great Britain
hoping to be a winner there just like we had conquered Japan.Instead
we got totally knocked out.We opened 21 outlets in a year and a half
We made progress gradually.Q: What are some of the sustainability and other key issues you have faced over the years?A: We make clothes that last a long time
Not just clothes that last for one season.The cashmere sweater I’m wearing today is $99
But please don’t say “cheap.” Please call it “reasonable.” We sell quality products at reasonable prices.We’ve done various sustainability efforts
and we talk only about what we have really achieved.Sustainability is crucial to our operations
And we’ve done just about everything—recycling
support for refugees.The prices may be cheaper at Wal-Mart
but our products offer real quality for the price
Our rivals are more careless.Q: What is behind Uniqlo’s success and what resonated with global buyers?A: When we say Uniqlo is “made for all,” one might imagine products for the masses
like what’s at a Wal-Mart or a Target.But what we mean is a high-quality product that appeals to all people
not only those with sophisticated taste and intelligence
but also people who don’t know that much about clothes
and sustainability concerns have been addressed.We were first a retailer
then we can’t hope to succeed.Being a digital consumer retail company means we utilize information at a high level to shape the way we do our work
all that information.Changing daily is the only way we can hope for stable growth
The world is changing every day.Q: Are you confident you can keep it up another 40 years?A: Of course
We’ve been preparing to reach 3 trillion yen ($20 billion) revenue all these years
But we still have a long way to go.We are just getting started
There is more potential for growth in Europe and the U.S.
given the 1.4 billion population in each country
Yuri Kageyama is on X: https://x.com/yurikageyama
The final deadline for Fast Company’s <a href="https://www.fastcompany.com/apply/brands-that-matter">Brands That Matter Awards</a> is Friday, May 30, at 11:59 p.m. PT. <a href="https://www.fastcompany.com/apply/brands-that-matter"> Apply today.</a>
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Cities globally, including Tokyo, face challenges in managing small urban green spaces due to limited land, aging infrastructure, and rising maintenance costs. This study explores effective community engagement strategies for park revitalization as cities focus on improving existing green spaces rather than expanding them.
This research investigates community park revitalization in Toshima Ward, Tokyo, using a case study approach involving three parks. Data were collected through interviews with seven park management stakeholders and a survey of 176 residents. The study aimed to identify key factors for successful community participation, evaluate perceptions of engagement activities, and assess residents’ willingness to participate.
The study highlights the need to address demographic differences in engagement preferences and barriers. Tailoring activities to diverse groups, including seniors and single-person households, can improve participation and effectiveness. These findings can guide localized park management strategies and foster more inclusive urban green space initiatives.
Volume 6 - 2024 | <a class="ArticleLayoutHeader__info__doi" href="https://doi.org/10.3389/frsc.2024.1445754">https://doi.org/10.3389/frsc.2024.1445754</a>
face challenges in managing small urban green spaces due to limited land
This study explores effective community engagement strategies for park revitalization as cities focus on improving existing green spaces rather than expanding them
Methods: This research investigates community park revitalization in Toshima Ward
using a case study approach involving three parks
Data were collected through interviews with seven park management stakeholders and a survey of 176 residents
The study aimed to identify key factors for successful community participation
evaluate perceptions of engagement activities
and assess residents&#x2019; willingness to participate
Results: Key factors for effective park revitalization include public buildings inside and outside the parks
challenges such as high maintenance costs and low resident engagement persist
Both genders noted increased use by parents and children and enhanced motivation to visit as significant impacts
Age differences were observed: respondents aged 18-39 emphasized increased use by parents and children (mean 4.75)
while those aged 40-59 and over 60 valued motivation to visit (means 4.64 and 4.00)
Long-term residents (over 10 years) reported lower impact ratings than newer residents
and larger families rated activities more positively than smaller or single-person households
Key issues included insufficient publicity (60%)
Discussion: The study highlights the need to address demographic differences in engagement preferences and barriers
including seniors and single-person households
can improve participation and effectiveness
These findings can guide localized park management strategies and foster more inclusive urban green space initiatives
the focus of urban construction and management has shifted from increasing the number of green spaces and the per capita area of parks to upgrading the quality of existing parks
revitalizing and managing these parks more efficiently
and maximizing the benefits of green spaces so as to promote the sustainable development of the cities
these case studies are mainly focused on European cities
the case study of Japan helps to fill the gap in participatory research on community park revitalization in Asian cities
Although previous studies have included the rationale
there is still a lack on the circumstances under which participatory approaches to community parks are useful and should be adopted
the willingness of different group of residents to participate
we sought answers to the following questions:
What are the circumstances under which participatory approaches to community parks revitalization is appropriate by the partners
What are the opportunities and challenges for participatory community park revitalization by the different partners
How do residents perceive the engagement activities in community park revitalization
What&#x2019;s the participatory willingness and engagement activity preferences of residents
This study emphasizes the importance of listening to the opinions of different participants at the local level on the realization of global SDGs in the city
and provides an Asian case study of the creation of a city where people want to live sustainably through community parks that is relevant in an international context
Toshima Ward has set the goal of developing the city with parks as its core
The Small and Medium-Scale Park Revitalization Project was started in 2017
The project emphasizes the creation of urban spaces where people are the protagonists
Distribution of urban parks in Toshima Ward
Figure 2. Timeline of the Small and Medium Scale Park Revitalization Project (Data editing based on the official website of Toshima Ward: <a href="https://www.city.toshima.lg.jp/454/shisetsu/koen/2206271555.html">https://www.city.toshima.lg.jp/454/shisetsu/koen/2206271555.html</a>)
Engagement activities in different parks of Toshima Ward (Photograph by the Author)
To gain a deeper understanding of the process of building local partnerships through community parks, it is necessary to examine the different roles involved in park revitalization (<a href="#ref17">Gerben and Konijnendijk Cecil, 2007</a>)
After examining the parks in Toshima Ward that have hosted a lot of activities with multiple partners
the roles in the park revitalization process were categorized into two groups: organizers and local participants
(1) Organizers were mainly responsible for planning
and providing equipment needed for the activities
(2) Local participants were mainly responsible for providing activity-related advice
the organizers and local participants were different individuals and organizations
The specific involvement of each role is shown below
The organizers were mainly the Toshima Ward Parks and Green Spaces Division and local universities
The Toshima Ward Parks and Green Spaces Division initiated a project to revitalize small parks in 2017
The Faculty of Regional Creativity and the Faculty of Expression Studies of Taisho University held workshops in Kami-Ikebukuro Kusunoki Park twice in 2023
The functions performed in the project were: (1) applying for a permit for the event from the Parks and Green Spaces Division of Toshima Ward; (2) planning and publicizing the event; (3) contacting local partners; (4) preparing facilities and props needed for the event; and (5) conducting the event
The local participants were mainly surrounding residents
representatives of neighborhood associations
Resident representatives were volunteers who were interested in territorial activation and had strong local ties
They had been involved in the project since the co-creation phase
and their main tasks included: (1) giving opinions on the improvement of the park environment and the content of the activities; (2) publicizing the activities; and (3) helping to organize the activities
A neighborhood association was an organization made up of the inhabitants of a given geographical area
They advised on the improvement of the parks&#x2019; environment and on the content of the activities
publicized the events and helped to organize them
The local NPOs were organizations created for the purpose of community revitalization
They were involved in the project from the beginning and were mainly responsible for promoting the campaign and working together on the day of the campaign
They were involved in the program since its inception
were in contact with the activity organizers
and were primarily responsible for publicizing activities and setting up stalls on the activities
Operation and management relationship of the revitalization of three parks
Red dotted box indicates the main operator
key words were written in the margins of the transcribed data to summarize each passage
Similar codes were then grouped into themes
A total of 176 questionnaires were returned
SPSS 29.0 software was used to process the data
55 respondents who had participated in park activities were screened
the mean and standard deviation of the evaluation items of different respondents were calculated and cross-tabulated
T-test was used to compare the significant differences in the impact evaluation of respondents of different genders
and ANOVA was used to compare the significant differences in the evaluation of respondents of different ages
was used to analyze 176 respondents&#x2019; basic characteristics (gender
as well as their willingness to participate and activity preference
and chi-square tests were used to measure the association between the two categorical variables
When asked to describe the circumstances of the revitalized community parks, five main characteristics most commonly mentioned by participants were: (1) sufficient greenery, (2) adjacent to or within a community public building, (3) with community directors, (4) plenty of open space, and (5) warehouse and electrical equipment (<a href="#tab1">Table 1</a>)
Nearly all respondents identified the first four points as the most important circumstances
with warehouse and electrical equipment having some but not much impact on the organization of the activities
Partners most commonly mentioned the presence of sufficient greenery as being important for the community park revitalization due to its role in creating comfortable spaces for relaxation and events
partners point out that the lack of trees can affect the holding of summer events
as the park is so sunny that residents are reluctant to participate in activities
Community public buildings were considered important characteristics for revitalizing community parks
The majority of partners expressed that public buildings had multiple functions
such as sites for conducting community activities and gathering residents
When a community park was adjacent to or the community public building was within a park
it increased the potential for the park to serve as a space for community interaction
they were thought to provide gathering places even in the rainy days
there is a multi-purpose building next to the park where the community usually holds various cultural activities and where community exchanges are very active
providing good conditions for the active use of the park.&#x201D; (P1)
Partners also stated out that public buildings have the function of providing event information of community parks because posters can be placed on building walls
lack of public buildings may lead to inadequate dissemination of information
Partners commonly mentioned that community directors could connect the administration and residents
facilitating communication and cooperation between administration and residents
Community directors can be local residents
neighborhood association members and NPO members
which leads to smoother implementation of park revitalization
Plenty of open space were mentioned as important for community park revitalization
The presence of adequate open space provided the opportunity for people to gather for events
the lack of open space means that there are not enough venues for events and the number of people who can be accommodated is very limited
Several partners also noted that adequate open space provided good sightlines
which is benefit to attract people due to visibility of events
The survey considered different partners&#x2019; perceptions of participatory community park revitalization
potential opportunities and contemporary development challenges as well as their worldviews
the in-depth qualitative interviews about opportunities identified five themes
and (5)increase partners&#x2019; knowledge and skills
In addition, considering the whole participatory process, including the pre-intervention phase, the co-creation phase, the co-implementation phase, and the evaluation phase, the challenges of the collaborators were categorized into six themes, they are (1) lack of funds; (2) lack of staffs; (3) compromise on maintaining cooperation; (4) discovery of new partners; (5) low willingness of residents to participate; and (6) enrichment of the activities (<a href="#tab2">Table 2</a>)
Building trust with the community was seen as the most important opportunity by most participants
followed by increasing the local attractiveness; for the organizers
achieving sustainable urban development goals and acquiring knowledge by the participants were seen as the most important opportunities
most of the participants identified the low willingness of participation of residents and the lack of staff as the main challenges; for the organizers
the discovery of new partners was seen as a common challenge
the municipalities expressed their concerns about compromise on maintaining cooperation
When asked to describe their opportunities of participating in the community park revitalization
most local partners noted building trust with the local community as their common opportunity
Local participants noted that when community parks host regular activities
there are more opportunities for residents in the surrounding area to interact
which in turn contributes to a more trusting relationship between communities
They also indicated that small parks should not only exist in the community but should become a link to strengthen the bonds between neighbors
Some local participants also pointed to the opportunity that activating community parks presents to increase the attractiveness of the area; the community becomes more attractive when someone knows that there is a park nearby where they can have a coffee and enjoy some fun activities
Not only the residents who live in the neighborhood
but sometimes people who are passing by are attracted to the area
Although some of the community activities include vending
local participants emphasized that expanding commercial influence is not the main opportunity
community parks are primarily a place for recreational activities rather than business; on the other hand
they do not have enough visitors to expand commerce
Organizers expressed that realizing SDGs and increasing knowledge and skills were their main opportunities for engaging in community park revitalization
the administration indicated that Toshima Ward is the most densely populated of Tokyo&#x2019;s 23 wards
so the quality of the living environment greatly affects people&#x2019;s willingness to live there
University participants also emphasized that
it is essential for students to develop skills and learn how to work with people in government and the community in a practical way
Low willingness of residents to participate was considered as a common challenge of local participants
Some participants noted that it&#x2019;s hard to keep an activity going if there aren&#x2019;t enough participants
It also led to difficulties in scaling up to make the activities available in more parks within the city
the lack of staff also was seen as the major challenge of local participants
Several participants expressed that activities typically took place on weekends
which meant that additional staff had to be recruited to attend because the regular park staff are often off at that time
Discovering more partners is considered as the common challenges of organizers
The administration noted that partners could play an important role in activity content planning
the lack of partners is a major challenge in promoting events in more community parks
The authorities are currently developing systems to encourage the participation of more partners
the conditions for occupancy of the park have been extended
and partners could receive the facility support for activities
the authorities have expressed their expectation that more partners will participate
University participants pointed out the limitations of students in publicizing activities
while emphasizing the need to rely on more partners for the sustainability of participatory community park revitalization
This not only expands the publicity of the activities
but also enriches the content of the activities and attracts a broader group of participants
Among the 176 valid questionnaires returned, 55 respondents had participated in community park events, and t-tests showed no significant differences in outcome ratings by gender (<a href="#tab3">Table 3</a>)
Both males and females rated &#x201C;increased use by parents and children&#x201D; and &#x201C;motivation to go to the park&#x201D; (means 4.36 and 4.37
respectively) as major impacts of the events
The results of the ANOVA showed significant differences in the evaluation of the results of the campaign by citizens of different ages
the main impact of the campaign was considered to be &#x201C;increased use by parents and children&#x201D; (mean of 4.75)
while respondents aged 40&#x2013;59 and respondents aged over 60 rated the main impact of the activity as &#x201C;motivation to go to the park&#x201D; (mean of 4.64 and 4.00
followed by &#x201C;increased use by parents and children&#x201D; (mean of 4.50 and 3.83
respectively) &#x201C;Respondents over the age of 60 rated this activity lower than the other two groups
there were significant differences in the results of the activities rated by people of different years of residence in terms of &#x201C;Experience different from usual,&#x201D; &#x201C;Increase the use of parents and children&#x201D; and &#x201C;Motivate to go to the park.&#x201D; Respondents who had lived in the park for more than 10&#x2009;years rated the outcomes lower than respondents in the shorter groups
The number of family members was significantly different on the results of the events in terms of &#x201C;Experience different from usual,&#x201D; &#x201C;Increase the use of parents and children.&#x201D; Respondents with three or more family members rated the program higher than the two groups with fewer family members
and one-person families rated the program lowest
Based on the responses of 55 participants who identified various issues related to engagement activities, the findings are as <a href="#fig5">Figure 5</a>
The most significant problem identified was &#x201C;Activities are not well publicized,&#x201D; cited by 60% of respondents
This suggests a critical need for improved communication and publicity strategies to enhance awareness and participation in park activities
other issues noted include: &#x201C;Parks cannot be used as usual,&#x201D; which was mentioned by 20% of respondents
indicating concerns about disruptions or limitations caused by activities in the park
&#x201C;Garbage increases with activities,&#x201D; identified by 14.5% of respondents
highlighting challenges related to waste management during events
&#x201C;Noise increases with activities,&#x201D; cited by 12.7% of respondents
suggesting issues related to noise pollution associated with park activities
These insights underscore the importance of addressing communication gaps
implementing proper waste management practices
and mitigating noise disturbances to improve the overall experience and community acceptance of engagement activities in the park
Problems of engagement activities by residents
176 respondents responded to the willingness to participate in the event, of which those who were willing to participate in the event may have done so in one or more of the capacities of guest, event assistant, or operator (<a href="#tab4">Table 4</a>)
The results of the chi-square test showed a significant correlation between the gender of the respondents and the willingness to participate in the event
Female willingness to participate was higher than male
with 14.93% of male respondents explicitly stating that they did not want to participate in the event
Of the male and female respondents who were willing to participate
the primary mode of participation was as a guest (53.73 and 72.48%
while male respondents indicated a secondary desire to participate as an event assistant (16.42%)
while the secondary desire of female respondents was as an operator (15.60%)
there is a significant correlation between the age of the respondents and their willingness to participate in the activities
The highest willingness to participate is found among respondents aged 18&#x2013;39
This is followed by respondents over the age of 60 with 12.28% unwilling to participate
and 12.68% of respondents between the ages of 40&#x2013;59 were unwilling to participate
The primary mode of participation for respondents of all ages who were willing to participate was as a guest
with 18&#x2013;39&#x2009;year olds preferring to participate as an operator (12.50%)
while 40&#x2013;59&#x2009;year olds and over 60&#x2009;year olds preferring to participate as an event assistant (18.31 and 12.28%
Respondents&#x2019; length of residence was also significantly associated with willingness to participate in activities
Residents with 6&#x2013;10&#x2009;years of residence had the highest willingness to participate with 3.70% unwillingness
followed by residents with 0&#x2013;5&#x2009;years of residence with 6.67% unwillingness
while 13.48% of residents with more than 10&#x2009;years of residence indicated unwillingness to participate in activities
residents with 6&#x2013;10&#x2009;years of residence also showed higher willingness to act as activity assistants (25.93%) and operators (25.93%)
The number of family members is significantly related to the willingness to participate in the activities
2-person families have the highest willingness to participate with 4.88%
followed by single-person families with 7.46%
While the percentage of respondents who were unwilling to participate in a family consisting of 3 or more members was 14.71%
Among the respondents who were willing to participate
respondents whose family members consisted of 3 and above had the highest percentage of participation as guests (72.06%)
and respondents from 2-person families had a higher percentage of participation as activity assistants (19.51%) and operators (19.51%) than the other two groups
In addition to those who explicitly stated that they did not want to participate, 145 respondents made one or more choices about the types of events they would like to see added, as shown in the <a href="#tab5">Table 5</a>
The largest number of respondents chose &#x201C;market&#x201D; (75.86%)
followed by &#x201C;parent-children activity&#x201D; (29.66%)
&#x201C;education activity&#x201D; (27.59%)
The results of the chi-square test show that the activity preferences of the 145 respondents are significantly related to the age of the respondents
18&#x2013;39&#x2009;year old respondents are most likely to want to add &#x201C;market&#x201D; (78.26%)
followed by &#x201C;parent-children activity&#x201D; (39.13%) and &#x201C;art activity&#x201D; (30.43%)
Respondents aged 40&#x2013;59 would also like to add &#x201C;market&#x201D; (82.14%)
followed by &#x201C;nature activity&#x201D; (35.71%) and &#x201C;parent-children activity&#x201D; (30.36%)
respondents over 60&#x2009;years of age would most like to add &#x201C;market&#x201D; (65.12%)
followed by &#x201C;education event&#x201D; (41.86%) and &#x201C;nature activity&#x201D; (30.23%)
Respondents&#x2019; activity preferences are also significantly related to the number of family members
The most preferred activity for single person families is &#x201C;market&#x201D; (80.00%) while the rest of the activities are less than 30%
the most preferred activity for two person families is &#x201C;market&#x201D; (71.43%) followed by &#x201C;nature activity&#x201D; (40.00%) and &#x201C;education activity&#x201D; (37.14%)
and the most desired activity for respondents from families with 3 or more people is also &#x201C;market&#x201D; (74.55%)
followed by &#x201C;education activity&#x201D; (72.73%) and &#x201C;parent-children activity&#x201D; (54.55%)
The results of this study suggest that the involvement of community workers
and site availability (adequate space for development) are key conditions for co-creation to achieve shared participation at the community level
in addition to public buildings inside or outside the park
Community shared spaces help to promote social interaction among residents
and this study highlights that public buildings inside and outside community parks can be one of the priority conditions for community park revitalization
A SWOT matrix (<a href="#fig6">Figure 6</a>) was constructed based on stakeholder input from partners and local residents regarding engagement activities in community parks
Internal factors represent aspects within the control or influence of stakeholders conducting these activities
External factors encompass elements outside stakeholders&#x2019; direct control
like low resident willingness to participate
Strengths identified are internal factors that provide advantages to these activities
while weaknesses encompass internal challenges hindering their success
Opportunities identified include leveraging activities to build community trust
whereas threats such as lacking of staff and funding constraints pose potential risks
This analysis underscores the importance of stakeholder perspectives in guiding strategic planning for park engagement initiatives
SWOT matrix based on stakeholder perspectives on engagement activities
Evaluation in this study highlighted the effectiveness of community park co-creation in enhancing diverse experiences
preferences vary significantly across age groups
suggesting that current activities may not fully meet the needs of residents aged over 60
To enhance local partnerships through community parks
improving event publicity and raising awareness about waste management are crucial steps
reducing noise disturbances from music and announcements can enhance the park experience
Addressing threats involves catering to the diverse needs of all age groups
incentivizing partnerships with local schools and volunteer groups can broaden community engagement and support park initiatives effectively.By implementing these strategies
community parks can become vibrant hubs that cater to the diverse needs of residents while fostering stronger community bonds and sustainable development
little research has been mentioned about community market activities
This study shows that market activities are widely enjoyed by community residents of all ages
educational activities are not only for children
but older people also look forward to participating in educational activities
Parent&#x2013;child activities are more popular among multi-member families
The study focuses on the pioneering case of Toshima Ward
the engagement activities have not yet been replicated in community parks across other urban areas
which may limit the generalizability of the findings
Bias may exist due to the small sample size of stakeholders and residents involved
as the project lacks extensive partnership involvement
since nearly all community parks in Toshima Ward are block parks
future research could explore neighborhood and district parks in other cities to propose strategies for enhancing local partnerships through different park types
challenges persist in sustaining long-term community engagement and securing funding
Future research could delve into expanding project processes and conducting comprehensive longitudinal analyses of each phase
by addressing these priority conditions and challenges
and by adapting activities to meet diverse resident needs
inclusive spaces that strengthen social bonds and support sustainable urban development
This study not only contributes to the literature on participatory approaches in urban green spaces but also opens avenues for future research aimed at refining practices and maximizing the societal benefits of community-driven park revitalization initiatives
The original contributions presented in the study are included in the article/<a href="#SM1">Supplementary material</a>
further inquiries can be directed to the corresponding author/s
The requirement of ethical approval was waived by the Graduate School of Horticulture
Chiba University for the studies involving humans because Graduate School of Horticulture
The studies were conducted in accordance with the local legislation and institutional requirements
The participants provided their written informed consent to participate in this study
Written informed consent was obtained from the individual(s) for the publication of any potentially identifiable images or data included in this article
The author(s) declare that financial support was received for the research, authorship, and/or publication of this article. This research has received support through All Directional Innovative Challenger Ph.D. Project by the JST SPRING, Grant Number J24HJ00001. We thank Leonie Seabrook, PhD, from Edanz (<a href="https://jp.edanz.com/ac">https://jp.edanz.com/ac</a>) for editing a draft of this manuscript
The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest
All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations
Any product that may be evaluated in this article
or claim that may be made by its manufacturer
is not guaranteed or endorsed by the publisher
The Supplementary material for this article can be found online at: <a href="https://www.frontiersin.org/articles/10.3389/frsc.2024.1445754/full#supplementary-material">https://www.frontiersin.org/articles/10.3389/frsc.2024.1445754/full#supplementary-material</a>
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Received: 08 June 2024; Accepted: 30 July 2024; Published: 15 August 2024
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&#x0002A;Correspondence: Min Zong, <a id="encmail">MjJoZDA2MDFAc3R1ZGVudC5ncy5jaGliYS11Lmpw</a>
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