Designing Sustainable Urban Experiences

Japan’s tourism industry has experienced a remarkable rebound since the COVID-19 pandemic. Last year, the country welcomed 37 million inbound tourists, with projections reaching 40 million this year—and the government has set an ambitious goal of 60 million by the end of the decade. In your view, what makes Japan such an attractive destination for travelers from around the world?

Japan’s unique geography plays a major role in its appeal. As an island nation with many mountainous regions, This has allowed each region to develop its own distinct culture and traditions, creating a country where travelers can experience a rich variety of local customs and identities depending on where they go.

Japan also benefits from its four clearly defined seasons, which means that the same location can offer different experiences throughout the year. This seasonal and regional diversity is one of the biggest draws for international visitors—it creates a sense of constant discovery.

Another key factor is Japan’s reputation for safety and reliability. I once spoke with someone from France who was surprised to learn that young children in Japan routinely walk to school alone. In France, that would be considered unsafe without adult supervision. That sense of security—along with the country’s cleanliness and order—leaves a strong impression on visitors and adds to Japan’s global appeal.

Many international tourists who visit Japan tend to follow the well-known Golden Route from Tokyo to Kyoto and Osaka, rarely venturing into rural or regional areas. The Japanese government has been actively exploring ways to address overtourism in major cities while also promoting regional revitalization by encouraging travelers to explore less-visited parts of the country. This goal aligns closely with your company’s mission. You’ve undertaken notable regional projects, such as Terrasta in Miyazaki Prefecture and the rescape in Okinawa. How do you see your approach to regional revitalization supporting local communities and helping address these national challenges?

From the perspective of international travelers, most begin their journey in Tokyo and then follow the well-known Golden Route—largely because it’s easily accessible via the Shinkansen. But after visiting these iconic destinations, many start to realize that Japan has countless hidden gems beyond the major cities. This growing curiosity often leads them to seek out more traditional, off-the-beaten-path experiences in rural regions, which contributes to regional revitalization.

I believe COVID-19 was a major turning point in this trend. As remote work became more widespread, people were freed from the constraints of the office and began emphasis on well-being. Many discovered the benefits of spending time in environments rich with nature, culture, and tradition. This shift wasn’t limited to foreign visitors—within Japan as well, people from Tokyo and other urban areas have been relocating to or visiting regional destinations.

Many local residents have not fully realized the value of their surroundings or the cultural and natural assets they have. We hope to uncover these hidden attractions and encourage more people to visit rural areas, ultimately helping to drive regional revitalization.

What steps do you think need to be taken to raise awareness and improve visits to these locall areas—particularly among international visitors?

In today’s digital age, there’s an overwhelming amount of information available and it is becoming harder and harder to effectively communicate what we want to share. At UDS, we have gathered the hotels we plan, design, and operate under one platform called UDS HOTELS , and we are making a conscious effort to carefully communicate the kinds of experiences each property can offer.

Once guests arrive at our hotels, we place a strong emphasis on concierge support. We guide visitors to local events, and hidden gems within the area. In this way, we serve as a bridge between the guest and the local community—a key differentiator in the UDS HOTELS hospitality experience.

Your company has a strong foundation in planning and design, but over time, you've expanded into operations as well—what you refer to as your “trinity approach.” Could you walk us through how UDS evolved into these new business areas? And how many hotels and other facilities are you currently managing across Japan under this integrated model?

Our corporate mission is to contribute to community-oriented urban planning that excites and engages people. With that in mind, we don’t just serve as planning and designers—we also handle operations. This allows us to take full responsibility for the spaces we help create —not just in the moment, but into the future as well— and to truly understand how they function over time.

For example, if a restaurant tenant is considering opening in a particular area, we can provide guidance on whether that location is economically and socially viable. Our aim is to propose a plan that considers both business viability and social impact, and contributes to the local community. This is why we consistently oversee all aspects—from planning and design to operations.

Currently, we operate 15 hotels, along with 9 workspaces, and 23 food and beverage facilities including those within hotels. We also manage several student cafeteria operations—about 6—across cities like Hiroshima, Osaka, and Sendai. Additionally, we operate and manage 7 shared housing facilities and student residences. By managing a diverse range of spaces, we continue to expand our capabilities and deepen our understanding of community development as we take on new challenges.

Your design philosophy has a distinctive approach, blending traditional Japanese aesthetics with modern sensibilities. A great example of this is Onsen Ryokan Yuen in Shinjuku, where traditional elements like tatami floors are paired with features such as a rooftop onsen overlooking the city skyline. How does UDS reinterpret traditional Japanese design in a way that resonates with today’s audiences, both domestic and international? What is your approach to balancing authenticity with contemporary style?

Onsen Ryokan Yuen Shinjuku is designed as a hybrid that blends tradition with modernity. Traditionally, Japanese ryokan include both breakfast and dinner in the accommodation price, but today’s travelers often seek more flexibility and freedom during their stay. We wanted to propose a new style of ryokan that adapts to these contemporary demands.

At the same time, the traditional Japanese ryokan is a unique form of accommodation that offers  deep sense of Japanese aesthetics and comfort. On the other hand, modern hotels are tend to focus on simplicity and functionality but may lack emotional resonance. With Yuen Shinjuku, we aimed to combine the warmth and refined design of traditional ryokan with the convenience and practicality of a contemporary hotel.

By doing so, we hope to create spaces that are both emotionally engaging and functionally suited to the needs of today’s guests—whether they are traveling from abroad or exploring their own country.

Nacasa & Partners
for the image of ONSEN RYOKAN Yuen Shinjuku.

Unlike Western-style hotels, where guests usually enter and are greeted by a front desk right away, we adopted a more traditional Japanese architectural approach at Yuen Sinjuku.  Guests first walk through a passageway, which creates a moment of transition and sets the tone for the experience. That initial journey through traditional interior elements evokes a different emotional response—one that’s more reflective, immersive, and rooted in cultural nuance.

This blend of traditional Japanese ryokan cues with modern functionality is at the heart of what we’ve prioritized with Yuen Shinjuku. It’s a carefully considered balance meant to honor Japanese culture while offering the convenience and comfort today’s guests expect.

Japan is home to internationally recognized architects like Tadao Ando and firms such as Nikken Sekkei, known for major global projects like the new stadium in Barcelona and Shanghai’s financial district. Japanese aesthetics have long been admired across Asia, and with the recent surge in inbound tourism, Japanese design elements are gaining broader popularity on a global scale. Which aspects of Japanese design do you think resonate most with Western audiences today?

Japanese design and aesthetics aren’t flashy or attention-grabbing—they’re rooted in simplicity, modesty, and minimalism. In fact, Japanese design is often described as the “aesthetic of subtraction,” where beauty is revealed not by adding, but by removing.

This contrasts with many Western design approaches, which tend to focus on how much can be added within a given space. In other words, Western design often centers on addition, while Japanese design is concerned with subtraction—how to refine and simplify. This approach allows for constant change without losing its appeal, which I believe is what makes Japanese design so interesting and aesthetically unique.

Interestingly, this minimalist approach actually makes spaces more versatile and adaptable. Japanese design can be combined with other styles, such as European or Scandinavian aesthetics.. I believe it is this flexibility that defines the distinctiveness of Japanese design.

While UDS is a Japanese company, you've already extended your reach internationally, with projects in countries such as Korea and China. Is international expansion something you’re looking to pursue more actively? And if so, are there specific countries or regions you’re currently targeting for future projects?

With Japan’s population and domestic market continuing to shrink, it’s increasingly important for us to look overseas. There are many opportunities for international projects that simply aren't feasible within Japan.

You’ve recently begun your journey as president of the company. What personal goals or ambitions have you set for your leadership? What kind of legacy do you hope to build during your time at the helm?

I have two major missions I hope to achieve during my presidency. The first is to create a strong, supportive family culture within the company. I genuinely believe that our employees are like family, and their families are part of our extended family. It’s my responsibility to ensure that everyone feels happy, fulfilled, and proud to work at UDS. To make this possible, I’m committed to practicing open-style management. Since assuming the role of president on April 1st, I’ve made it clear that no secrets will be kept at the management level. By sharing as much information as possible with our staff, we aim to enable everyone to participate together in shaping the direction and operations of the company.

My second mission is to create what I call the UDS Village—a living model that brings together all the elements of community-oriented urban planning and embodies the place-making approach that UDS seeks to drive Within this village, , we aim to create a circular system. Our goal is to create a friendly, sustainable, and interconnected community that embodies the UDS mindset and showcases our philosophy to the world.

For more information, please visit their website at: https://uds-net.co.jp/en/company/