Since October 1, 2026, every employer in Japan must take measures to protect employees from harassment by customers, clients and other outside parties. Here is what the law requires, where global policies tend to fall short, and how to train a team that works in both Japanese and English.
Last reviewed: October 12, 2026 · Based on the Ministry of Health, Labour and Welfare (MHLW) guidance. This page is a general overview, not legal advice.
Not every complaint is harassment. Under the guidance, conduct is customer harassment only when all three of the following apply.
Customers, clients, business partners, facility users and other people the business deals with.
For example, demands that are extremely hard to meet, verbal abuse, intimidation or shouting.
The employee's working environment is damaged as a result.
Legitimate complaints should still be handled as usual. The point is to agree, as an organization, on where the line is and how to switch responses once it is crossed.
Summarized from the MHLW leaflet. The right-hand column shows where training helps. Training supports these measures, but it does not replace the policy, the consultation desk or the response rules, which your company needs to put in place.
The same amendment also requires measures against sexual harassment of job seekers, such as interns and students in recruitment. Tokyo's own customer harassment ordinance (in force since April 1, 2025) asks businesses to make efforts such as preparing manuals; it carries no penalty.
Most of the gaps we see are not about intent. They come from policies written for another country and teams that do not share a working language.
Many global codes focus on conduct between colleagues. Japan now expects a stated policy on harassment by customers and clients, and agreed responses.
A global ethics hotline in English may not be a practical consultation desk for front-line staff in Japan. The desk needs to be known and able to respond.
When Japanese and English-speaking employees are trained separately with different materials, the response rules drift apart.
Global HR or compliance often has to sign off on local training. Without English materials, approval slows down.
The same content in both languages, with slides that match page by page. Japanese and English-speaking employees hear the same rules, and HQ gets English materials for approval.
What customer harassment is under Japanese law, where the line sits, and what to do when it happens.
How to take a consultation, confirm facts, care for the employee and prevent recurrence, with role-play.
A briefing for country managers and HQ stakeholders on what the law requires and how the Japan policy fits with global policy.
Prices exclude consumption tax. The final quote depends on headcount, number of sessions, customization and travel. Quotes are usually sent within three business days.
Nick spent about ten years as Representative Director of the Japanese subsidiary of a German industrial company, and currently serves as a regional executive at a foreign-affiliated company. Earlier he worked as an engineer at Zuken, stationed at Sony on PlayStation Portable development, then in Silicon Valley, and led Asia-Pacific business development at a global manufacturer. He trains in both Japanese and English and has delivered training to more than 3,000 participants.
Checked October 12, 2026. For decisions in your company, confirm the latest official guidance or consult a labor lawyer (sharoushi or bengoshi).
Share your headcount, the languages your team works in, and whether HQ needs to approve the program. We will reply within one business day and send a proposal, usually within three business days.
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