You’ve heard it before: “The customer is always right.” In Japan, where courtesy reigns supreme, this mantra carries extra weight. However, while customers deserve to air their grievances, the how is key. When complaints escalate to the point of intimidating the very people striving to serve them, a simple grievance can quickly turn into what’s known as カスハラ or “customer harassment”.
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ToggleJR won’t stand for it

Following the footsteps of Tokyo Metro by just one month, JR East Japan Group has boldly stepped up against harassment by customers. The company declared on April 26 that they won’t entertain such behavior from customers anymore.
This, of course, doesn’t mean they’ll shut the door on genuine complaints and requests. In their official statement, JR reiterated their commitment to valuing customer feedback, but not at the expense of their employees’ safety.
“To safeguard the well-being of our employees, we’re taking a firm stance: no tolerance for harassment from customers. Should such behavior arise, we won’t engage. Furthermore, any malicious acts will be met with swift action. We’ll collaborate with authorities, be it the police or legal experts, to address these issues decisively.”
Wondering what JR considers harassment? Well, they’ve got a clear line drawn. Complaints are fine, but there are boundaries. Things like physical or verbal attacks, intimidation, discrimination, and demanding a deep apology bow (土下座, dogeza) are a no-go. They’re also keeping an eye on online defamation. Anything that makes their employees feel unsafe or uncomfortable in the working environment won’t fly.
Amid mounting concerns about harassment, JR’s new policy signifies a departure from Japan’s customer-centric culture. By prioritizing employee welfare, it marks the start of a new era where respect and safety take precedence.
A pervasive issue
Harassment by customers has been a growing issue in Japan for years. As companies tackle harassment, the current scene in Japan tells a somber story. According to surveys, it’s not looking good.
In a 2020 survey by the labor union UA Zensen, over 33,000 voices spoke out. The findings are eye-opening. Nearly half, 46.8%, reported harassment in the last two years. Verbal abuse led the pack at 39.8%, with intimidation and threats close behind at 14.7%. And the reasons? Mainly customer dissatisfaction (26.7%) and service slip-ups (19.3%).

The 2022 Japanese Trade Union Confederation (JTUC) survey further solidifies this reality. Out of 1,000 respondents, over 360 noted a perceived rise in incidents of harassment by customers. Many attributed this increase to the societal stagnation and labor shortages brought on by COVID-19. What’s truly troubling is that about 76.4% of those affected reported significant life changes due to harassment. Some experienced depression at work, while others struggled to concentrate or even sleep.

“They said things like, ‘Are you kidding me?’ ‘Why are you taking so long? This is a waste of time.’ ‘Give me money, compensate me.’ And finally, ‘I’ll kill you.’ […] I couldn’t sleep that night, just thinking about it. For about a month after, I was pretty shaken up,” shares accounting operator Koji Muramoto about his encounter with harassment.
More improvements ahead
It’s a valid question: why lash out at an employee when things don’t go as expected? Yelling rarely gets you what you want, and it can hurt others in the process.
NHK interviewed customers who admitted to harassing employees. One former IT employee in his forties revealed an interesting perspective. He shared that harsh criticisms from superiors and customers had actually fueled his professional growth over the years. In essence, he treated employees the same way he had been treated.
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“I found myself resorting to harassment about ten times a year when things were too much. I wielded my sense of justice, thinking that I could improve things by being assertive,” he admitted.
Other business experts have said in the past that Japan’s customer service-friendly culture may also be partly to blame. They cite the Japanese aphorism that “the customer is god” (お客様は神様です), a truism that they say has done more harm than good.
As awareness about harassment spreads, companies are taking a stand. However, the idea that harassing employees is somehow educational still lingers. That’s why solutions have been on the table for some time now.
One such initiative is the “anger management courses” in Tokyo, designed to help individuals control their anger and avoid harassing situations. With around 140 hopeful participants, the goal is simple: change oneself to stop hurting others. In these classes, participants learn to pause and consider the other person’s background before letting frustration take over.
The Tokyo Metropolitan Government is also stepping up to address harassment by paving the way for the first ordinance aimed at prevention. But progress may be slow to the absence of a clear legal definition, unlike sexual or power harassment. So, while official guidelines are still somewhat loose, it’s a promising move in the right direction.
“The move by Tokyo to consider enacting an ordinance marks a significant step towards a unified understanding of Kasuhara across society,” remarks Professor Yumi Ikeuchi of Kansai University. “With such a regulation in place, individuals can now confidently refuse to tolerate actions they recognize as Kasuhara.”
Balancing for the future
Despite the positive reception of JR East’s initiative as the dawn of a new era, not all social voices have embraced it wholeheartedly. While some view it as a much-needed step, others question its necessity altogether. There’s concern that such declarations might blur the line, with any form of criticism being labeled as harassment.
“It’s a good thing, but there’s a risk that misinformed employees might start adopting an arrogant attitude towards customers providing genuine feedback,” remarked an X user.
“Japan is finally breaking free from the belief that customers are gods to be catered to accordingly. It’s time for a more balanced relationship that prioritizes excellent customer service while also safeguarding the well-being of those who deliver it.”

Yet the guidelines still lack clarity, and companies have much ground to cover, particularly in educating employees about this issue. Without clear boundaries, there’s a risk of silencing valuable criticism. But with a defined framework, the benefits are endless. Harmonious relationships are poised to boost workplace morale and elevate service quality.
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JR東日本、カスハラに「対応いたしません」。毅然とした姿勢に「社会全体で対応を」の声 Yahoo News Japan
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悪質クレーム対策(迷惑行為)アンケート調査結果 UAゼンセン調査
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カスハラとは 当事者が語る理由 東京都やJR東日本の対策は アンガーマネジメントどうする NHK
“カスハラ” 約2人に1人が被害に 労働組合が実態調査 NHK
東京都が全国初カスハラ防止条例制定へ NHK
<社説>東京都が条例化 カスハラ許さぬ社会に 東京新聞