Blending contemporary elegance with cultural authenticity, The Okura Tokyo exemplifies omotenashi, Japan’s art of hospitality. Through carefully considered designs, dedication to service and preservation of tradition, Okura offers travelers an immersive experience that celebrates the harmony between heritage and innovation.
Japan’s tourism industry was heavily affected by the COVID-19 pandemic, but we have since seen a remarkable recovery in inbound travel. Last year, Japan welcomed 38 million international visitors, and the number is expected to reach 40 million this year. The government has also set an ambitious target of attracting 60 million visitors annually by 2030. Why, in your view, is Japan such an attractive and compelling destination for international travelers?
There are several reasons behind Japan’s growing appeal. To begin with, Japan’s attractions are being shared globally in a way we had not experienced before. Thanks to the rise of social media and content platforms, travelers who visit Japan now act as informal ambassadors, sharing their experiences directly with friends, families, and followers back home. Whether it’s a video of cherry blossoms in Kyoto, a meal at a sushi counter in Tsukiji, or the quiet beauty of a rural temple, these peer-to-peer stories offer authenticity and immediacy. This kind of organic storytelling has done more to communicate Japan’s unique charm than any traditional marketing campaign could. More people abroad are seeing these first-hand stories and photographs, and naturally, they develop a desire to come and experience Japan for themselves.
Another factor is the foreign exchange situation. There was a time when the strong yen made Japan prohibitively expensive for many international visitors. Recently, however, with the yen trading at around 150 to 160 against the U.S. dollar, many travelers have seen this as the right opportunity to finally make the trip they had long considered. This shift has made Japan more accessible not only to American travelers but also to visitors from Europe and parts of Asia, where favorable exchange rates stretch their budgets significantly.
Accessibility has also improved dramatically. The expansion of low-cost carrier (LCC) routes, including direct flights to regional cities beyond Tokyo, Kyoto, and Osaka, has made it easier for visitors to explore more of Japan. This not only spreads the benefits of tourism across the country but also allows travelers to discover the cultural and natural treasures of less-visited areas. Whether it's the snow-covered landscapes of Hokkaido, the traditional crafts of Kanazawa, or the tropical beaches of Okinawa, Japan offers extraordinary diversity that many first-time visitors don’t even anticipate.
Beyond Japan’s attractiveness as a destination, the hospitality industry faces broader challenges. Like many other countries, Japan is confronting issues of an aging population and labor shortages. These affect not only society at large but also the hospitality sector in particular, where retaining and training staff is critical. How do you perceive these challenges, and what strategies has The Okura Tokyo adopted to overcome them?
There is no doubt that labor shortages remain one of the most pressing structural challenges we face. During the pandemic, many hospitality professionals left the industry for other sectors, and like many hotels, we felt the impact.
However, at Okura, one principle guides us firmly: under no circumstances can we allow the quality of our service to decline. Maintaining the highest standards of hospitality is non-negotiable. We believe that every guest, whether staying for one night or a week, should experience the same level of excellence that defines the Okura brand.
With this in mind, we have taken two key approaches. First, we continue to recruit actively. Second, and perhaps even more importantly, we focus on retention. Preventing employee turnover and increasing staff satisfaction are essential. This includes offering professional development opportunities, encouraging internal promotions, and fostering a workplace culture that values respect, pride, and craftsmanship. Hospitality is not simply a job, it is a calling.
Of course, hiring new employees is only the beginning. It takes time and rigorous training before newcomers are able to deliver service that meets Okura’s exacting standards. For this reason, even after the pandemic restrictions eased, we kept certain facilities, such as our French restaurant and Yamazato (our Japanese restaurant), closed one day per week. This was not due to a lack of demand, but because we judged that the service quality had not yet fully recovered to the level our guests deserve.
This is the first time in Okura’s 63-year history that we introduced regular closures in our restaurants. It was not an easy decision, but it reflected our commitment to excellence. Even now, as of 2024, while our staff numbers have increased, we still prioritize quality over volume. Only when we are confident that every service touchpoint reflects the highest level of excellence will we expand operations to full capacity.
Given the labor shortage, many hospitality businesses are turning to automation and robotics. On the one hand, this could transform operations, while on the other hand, some worry that excessive reliance on automation could erode the essence of Japanese hospitality, or omotenashi. What are your thoughts on this?
At Okura, we embrace technology where it enhances efficiency but without compromising the essence of hospitality. We view automation as a tool, not a replacement for human interaction. We do use automation and robotics, but primarily behind the scenes in areas such as cleaning, logistics, or kitchen support.
In customer-facing roles, where genuine human interaction defines the experience, we deliberately avoid substituting people with machines. Guests who stay at luxury hotels like The Okura Tokyo are not just looking for convenience they are looking for connection, emotion, and warmth. These elements cannot be delivered by a robot.
Instead, we take a balanced approach: tasks that do not directly involve guest interaction can be supported by part-time staff or automated systems, allowing our full-time, highly trained employees to focus entirely on service. This ensures that every guest receives the kind of warm, anticipatory care that only humans can provide.
The Japanese concept of omotenashi is often described as memawari, kimewari, kokorokubari—attentive observation, considerate attention, and heartfelt care. In essence, it is the ability to sense and respond to a guest’s needs even before they are expressed. This requires intuition, sensitivity, and empathy—qualities that no robot can replicate.
That is why we invest so heavily in training from the very first day a new employee joins. It takes time, often two to three years, before we feel a staff member has fully internalized Okura’s standards of service. Only then do we allow them to interact directly with guests in ways that reflect the true spirit of omotenashi.
The Okura Tokyo is unique in offering two complementary hotel concepts at one location: the Prestige Tower and the Heritage Wing Tower. Could you explain the philosophy behind these two distinct approaches?
Yes, this dual concept is at the heart of The Okura Tokyo’s identity. Within the Okura brand, we differentiate between “Prestige” and “Heritage.”
The Prestige Tower represents our international face. These are high-rise properties located in major global cities such as Tokyo, Taipei, and Bangkok. They are designed to meet the expectations of international business and leisure travelers, offering panoramic views and the cosmopolitan conveniences of a global luxury hotel. Think of the Prestige Tower as a celebration of modern Tokyo. It’s a place where tradition meets the dynamic energy of the present.
The Heritage Wing, on the other hand, embodies cultural authenticity and a sense of place. Unlike the mixed-use Prestige properties, the Heritage Wing is a standalone low-rise hotel, exclusively dedicated to hospitality. It allows guests to open windows for fresh air, which many appreciate in Japan, a country that experiences earthquakes, where some guests prefer the reassurance of staying closer to the ground.
Architecturally and experientially, the Heritage Wing incorporates elements of Japanese tradition: lower bed heights, deeper Japanese-style bathtubs, heated bathroom floors, engawa-style verandas, and even small touches such as origami souvenirs. Every detail is intentional designed to immerse guests in the cultural atmosphere of Japan while maintaining luxury standards.
Currently, Tokyo is the only city in the world with both a Prestige and a Heritage property side by side. Together, they allow us to serve a wide spectrum of guest preferences while maintaining a unified Okura identity. Guests can choose between two worlds, the contemporary elegance of Prestige or the refined tranquility of Heritage, without ever leaving the hotel grounds.
Beyond accommodation, many luxury travelers today seek memorable experiences rooted in culture and art. What does The Okura Tokyo offer to guests who wish to connect more deeply with Japan’s heritage?
We believe that a stay at The Okura Tokyo should be more than just accommodation—it should be an enriching cultural experience. To that end, we offer several unique opportunities.
First, we maintain our own museum within the hotel, where guests can enjoy an extensive collection of Japanese art, all accessible free of charge. This collection is curated to showcase a range of Japanese artistic expression, from ancient calligraphy to contemporary ceramics. It reflects our belief that hospitality and culture go hand in hand.
Second, our lobby, designed by the renowned architect Yoshio Taniguchi—also known internationally for his work on the Museum of Modern Art in New York, has become a destination in itself. Many guests stay with us specifically to experience his architectural vision. The lobby reflects essential elements of Japanese design and is accompanied by guided tours where we explain its features, from the use of traditional asanoha latticework to the play of light and shadow across the space.
For example, the geometric asanoha pattern you see on the garden-facing side of the lobby was constructed without a single nail, using only interlocking woodwork. Taniguchi even rotated the traditional pattern by 90 degrees to soften the interplay of light and create a more subtle, calming ambiance. These kinds of details fascinate guests when we explain them, and they deepen their appreciation of Japanese architecture and aesthetics.
In addition to art and architecture, we also offer cultural experiences such as tea ceremonies and ikebana (flower arrangement), giving guests opportunities to engage directly with Japan’s living traditions. For many, these hands-on moments, learning the delicate movements of tea preparation or demonstrating Ikebana of seasonal blossoms, are among the most treasured memories of their stay.
Ultimately, we want every stay at The Okura Tokyo to be not just comfortable but memorable—a seamless blend of luxury hospitality and authentic Japanese culture.
As the current president, looking ahead to the eventual leadership transition, is there a specific goal or personal vision you would like to realize before handing over the reins? Perhaps a dream you would like to fulfill, either for the company or for yourself?
That’s an excellent and very thoughtful question. In terms of daily operations and hotel management, I believe I can hand over responsibilities without concern. We have built a strong, resilient structure, and I have full confidence in our next generation of leaders.
However, what I deeply wish to pass on before stepping down is not just the responsibility, but the legacy. When this hotel was first established in 1962, it was built with a profound vision by its founders. And again in 2019, during the complete reconstruction of The Okura Tokyo, world-renowned architect Yoshio Taniguchi and many others contributed their ideas, philosophies, and hopes into the new design.
My desire is to ensure that all of this—the architectural intention, the design principles, the philosophy of hospitality, and the historical significance—is fully understood, respected, and preserved by future leaders. If those core ideals were to be lost in the name of operational convenience or modernization, it would be a profound loss for what The Okura represents.
I feel a personal duty to make sure that the next generation truly internalizes these values. They must understand that The Okura is not simply a building or a business. It is a living embodiment of Japan’s hospitality heritage—our best accommodation, service, and architectural legacy brought together.
Even 100 or 200 years from now, no matter how many times the building may be reconstructed or redesigned, I firmly believe that our iconic lobby must remain unchanged. It should continue to be the heart and soul of the hotel. That is a sentiment not only I hold, but one that was cherished by the visionaries before me.
It is my dream—and my responsibility—to carry this spirit forward and ensure that it remains intact for generations to come.
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