"Customer Harassment" in Japan

Japan, often perceived as a model of politeness and irreproachable service, has been facing a growing phenomenon in the last ten years: the Custom Harassment, or the KasuHara. This type of harassment of employees by some clients affects many sectors, ranging from hotel to health, and challenges the relationship between service and mutual respect. Understanding this phenomenon, its causes and the measures put in place helps shed light on an unknown aspect of contemporary Japanese society.

History, Society and Customs of Japan: Diving into ancient and modern Japanese culture

Origin and definition of the KasuHara

The term “Customer Harassment” appeared in Japan in the 2010s to refer to abusive customer behaviour towards employees: insults, threats, disproportionate demands or violations of dignity. The Ministry of Health, Labour and Social Affairs of Japan defined this type of harassment in 2022 as an infringement of the proper exercise of the job by manifestly unreasonable demands or behaviour. This formal recognition marked a turning point: the problem was no longer seen as a mere relational difficulty, but as a question of occupational health.

A specific cultural context

In Japan, the customer-employee relationship is historically based on the principle of the “okyakusama wa kamisama desu” — the client is god. This philosophy, deeply rooted in Japanese service, often pushes employees to apologize even when they are not wrong. While this attitude has helped shape the image of an exceptional service, it has also reinforced an asymmetry of power. In an environment where customer satisfaction is paramount, some individuals have interpreted this devotion as a right to demand without limitation.

The most affected sectors

Retail, catering and transport are among the most at risk areas. Employees of department stores, railway companies or restaurants frequently report situations where customers shout, threaten or demand unjustified compensation. Medical and personal support environments are also particularly vulnerable: caregivers or nursing home staff may be insulted and physically assaulted by patients or their families. These long tolerated behaviours are now recognized as forms of violence.

The most common forms of harassment

The KasuHara Some are verbal, such as insults, humiliations or repeated reproaches. Others are physical, ranging from intimidation to aggression. Harassment can also be psychological: repetitive requests, threats of complaints, unauthorised recordings or social media broadcasts. Employees also report cases of prolonged harassment, where a client returns several times for the same complaint or blocks staff for hours.

Impact on employees

The consequences are considerable. Many of the employees who are victims of KASU Hara, report severe emotional distress, loss of motivation and sometimes sleep disorders. In extreme cases, prolonged work stoppages or resignations occur. The human cost is coupled with an economic impact for businesses: lower productivity, staff turnover and a deterioration of brand image. Recognizing these effects, the Japanese administration is now encouraging companies to establish clear prevention and support protocols.

The response of Japanese companies

Since 2022, many companies have responded by developing internal policies to protect their employees. Signs such as JR West, Takashimaya or Lawson are now posting messages in their institutions stating that abusive behaviour towards staff will not be tolerated. Some companies have removed badges with full employee names to limit the risk of online harassment. In the air, Skymark was one of the first companies to publicly clarify its limits on abusive behaviour before adopting a more balanced policy between safety, respect and quality of service.

A changing legal framework

Until recently, no Japanese law specifically dealt with the Custom Harassment. However, several criminal laws – such as those relating to threats, defamation or obstruction of activity – could be applied. In 2024, Tokyo became the first prefecture to adopt an order to prevent the These regulations require businesses and local governments to protect their employees and educate the public on acceptable behaviours. Although these measures do not have criminal sanctions, they represent a political will for change.

Towards a redefinition of service in Japan

The debate around the KasuHara has raised a broader question: how can service excellence be reconciled with respect for staff? Many voices, coming from academia and business, call for a more balanced customer relationship model. The concept of “hospitality” (omotenashi) is evolving: it is no longer a matter of submitting to the customer, but of creating interaction based on mutual consideration. This slow but profound transformation reflects social maturation, where benevolence should not be confused with servitude.

Awareness raising and training

Japanese companies are now investing in assertive communication training, called ‘assertion’, to help employees express their boundaries while remaining professional. Internal campaigns recall that an angry client does not justify a loss of dignity. Some prefectures even organise self-defence training for public officials exposed. These initiatives are aimed at building trust and giving legitimacy to employees’ words.

The role of the foreign traveller

For foreign visitors to Japan, understanding this evolution is essential. Behind the attentive service we receive in a restaurant or hotel, there is a demanding social setting where politeness is a cultural pillar. Taking a respectful attitude, avoiding excessive demands and showing patience, especially in case of problems, contribute to a more harmonious experience for all. Recognizing the humanity of employees, often discreet but dedicated, is also opening up to an authentic facet of contemporary Japan.

A societal challenge

The Customer Harassment is beyond the mere question of service. It reveals the tensions of a society where pressure at work and the quest for perfection coexist with a strong sense of duty. By naming and combating this phenomenon, Japan reaffirms that politeness cannot justify abuse. The emergence of protective rules and collective consciousness marks an important step towards a society where respect applies in both directions – from the employee to the client, but also from the client to the employee.

The “KasuHara” highlights the limitations of a service model based on self-denial. In seeking to restore a voice to those who serve, Japan is exploring a new path, that of balancing benevolence, professionalism and dignity. For both travellers and residents, understanding this change means grasping the evolution of a country that learns to reconcile service excellence with human respect.

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