Tokyo
Sustainability
Action 2023

＃FutureTokyo

Contents
Message from Governor Koike Yuriko ······································ 2
Executive Summary ······························································· 3
Overview of Tokyo ································································· 5
Capture Changes and Transformations ···································· 7
Realizing a Hope-Filled, Sustainable Tokyo ······························· 9Implementing Policies from the Perspective of the SDGs
Implementing Policies from the Perspective of the SDGs················· 13
Strategy for “Smart Tokyo: Tokyo Data Highway” ··························· 15
Strategy for “Start-up City Tokyo” ················································· 19
Strategy for a Tokyo with Earning Potential and Innovation ············· 23
Strategy for Putting Smiles on the Faces of Children ······················ 29
Strategy for Supporting Children’s Development and Growth ·········· 33
Strategy for Realizing Work Styles Allowing Everyone to Shine ········ 37
Strategy for Diversity and an Inclusive Society ······························· 41
Strategy for Promoting Women’s Empowerment ····························· 45
Strategy for Realizing a Chōju (Longevity) Society ·························· 49
Strategy for Valuing “Dwellings” and “Community” ························ 53
Strategy for Developing a Safe and Secure City ······························ 57
Strategy for Enhancement of Urban Functions ······························· 61
Strategy for Tokyo as a City of Culture and Entertainment ··············· 65
Strategy for Sports Field Tokyo ····················································· 69
Strategy for Olympic and Paralympic Legacy ································· 73
Strategy for Making Tokyo a City Filled with Water and Greenery ······ 75
Strategy for Zero Emission Tokyo ················································· 79
Strategy for Promoting the Tama Area and the Islands ···················· 83
Strategy for Structural Reform of the TMG ····································· 85
Strategy for All-Japan Partnership················································· 89

Promoting SDG Initiatives from Tokyo·····································91
Appendix
Visions, Strategies and Projects ············································95-1-Message from Governor Koike Yuriko
To realize a sustainable future full of hope
The battle against COVID-19, which had devastating impacts
on socioeconomic activities around the world, has reached aturning point, and society is starting to rebound. It is now time
for us to not simply return to life before the pandemic, but tobuild an inclusive world where “people shine” and “no one isleft behind” from the perspective of a “sustainable recovery”
that ensures sustainable livelihoods for all.
In 2021, the Tokyo Metropolitan Government formulated
Future Tokyo: Tokyo’s Long Term Strategy, which sets forth our
vision for the city in the 2040s and the strategies we will
implement up to 2030 to achieve that vision. Based on this, in July that year, Tokyo
Sustainability Action, which summarizes the actions we are taking and our thoughts
concerning the SDGs, was released as a Voluntary Local Review (VLR).
We have continued to strengthen our policies since that time by taking the approachof agilely responding to the changing times and circumstances. Now in this year, whichmarks the midpoint of implementation of the SDGs agenda, those changes have beenreflected in this Tokyo Sustainability Action 2023, which outlines the Tokyo Metropolitan
Government’s latest initiatives to achieve the SDGs.
Focusing on “sustainability” and “high technology,” Tokyo will continue to inform theworld about urban visions to be passed on to future generations under the banner of
Sustainable High City Tech Tokyo, or “SusHi Tech Tokyo,” which pursues solutions touniversal urban challenges.
Humanity is now caught in a maelstrom of unprecedented complex crises such as
climate crisis and the unstable international order. But these harsh circumstancespresent us with a game-changing moment. The players here are not “someone else.”
They are “we ourselves.”
With the SDGs as our compass, let us each draw upon our knowledge and wisdom,and take actions to realize a sustainable future full of hope.
July 2023

Koike Yuriko
Governor of Tokyo-2-

Executive Summary
About this publication
In July 2021, the Tokyo Metropolitan Government (TMG) announced “Tokyo
Sustainability Action,” an international initiative called the Voluntary Local Review(VLR), in which local governments voluntarily review their SDGs efforts and submit
the results to the United Nations. Based on the “Future Tokyo: Tokyo’s Long-Term
Strategy” formulated by the TMG in March 2021, the “Tokyo Sustainability Action”
outlines Tokyo’s initiatives and approach toward the realization of the SDGs.
In February 2022, the “Future Tokyo: Tokyo’s Long-Term Strategy Version Up 2022”
was formulated with upgraded policies based on the achievements of the Tokyo 2020
Games and the changes and transformations brought about by COVID-19. In January2023, we formulated the “Future Tokyo: Tokyo’s Long-Term Strategy Version Up 2023”
to proactively respond to the emergence of global issues where conventional wisdom
is no longer applicable and to the rapid decline in birthrates.
This booklet is positioned as a revised version of “Tokyo Sustainability Action.” It
includes policy upgrades to the “Future Tokyo: Tokyo’s Long-Term Strategy Version
Up 2023,” as well as a summary of the progress of the current policy goals. Throughthese revisions, the latest status of the SDGs is presented.

Crises and challenges facing Tokyo
Tokyo, the capital of Japan, is the center of various functions including politics, theeconomy, industry, education and culture. With a population of approximately 14.06
million people, it is one of the largest cities in the world, and the gross product of themetropolis is approximately 110 trillion yen (USD 1,034 billion), which is as large as
the gross domestic product of a single country. On the other hand, in order for us toachieve sustainable development, we need to take numerous measures to transformsociety.
The world and Japan are in the midst of upheaval due to unprecedented crises suchas infectious diseases, the climate crisis, and conflicts. The fight against COVID-19
has had an enormous impact on the world, taking away not only people’s lives but
also the “normal everyday life” that we take for granted. On the other hand, the
COVID-19 global pandemic is now reaching a turning point thanks to the power ofhumanity, including the development of vaccines.
In addition, the protracted situation in Ukraine has led to international competition
for resources, and the world is undergoing a structural shift toward decarbonizationand energy security. In addition, COP27 has set new targets for further
reductions in greenhouse gas emissions, and the world is accelerating its shift
toward decarbonization. We need to step up our efforts with a strong sense ofurgency that we are approaching a point of no return.
Furthermore, Tokyo and Japan face unique challenges, such as a declining
population, the arrival of an “ultra-aging society,” the weakening of the Japanese
economy, and the risk of earthquakes and volcanic eruptions.
Despite these circumstances, we must ensure sustainability by boldly implementing
new policies ahead of the rest of the world, while passing on a bright future to future-3-

generations.

Making Tokyo a sustainable city through the Future Tokyo Strategy
Against this background, the TMG formulated Future Tokyo: Tokyo’s Long-Term
Strategy in March 2021. This strategy is people-centered, because it is people who
generate Tokyo’s growth, and it serves as a compass that guides us to therealization of a sustainable Tokyo that strikes a balance between maturity andongoing growth. It is in line with the SDGs’ core message of leaving no one behindand creating an inclusive society. All of the initiatives in the strategy have been refinedfrom the perspective of the SDGs, and form Tokyo’s roadmap to realizing the
SDGs.
Future Tokyo: Tokyo’s Long-Term Strategy, which centers on achieving a sustainable
recovery, calls for a recovery from the COVID-19 crisis that is not simply a return tolife before COVID, but is a recovery that builds a resilient and sustainable
society while working to overcome the climate crisis and realize sustainable
lives. Another pillar of its strategies is structural reform. Reforms that go deep down
to the foundation of structural challenges facing Japanese society, such as the delay
in digitalization, will be promoted.
Future Tokyo: Tokyo’s Long-Term Strategy outlines our 20 visions for Tokyo in the2040s, and is composed of 20+1 strategies and 122 projects to implement thestrategies, which will be rolled out over the period up to 2030 to realize these visions.

Implementing policies from the perspective of the SDGs
Future Tokyo: Tokyo’s Long-Term Strategy will tackle the challenges facing the Tokyo
Government in an integrated manner from the perspectives of the economy, society,and the environment, which are the three dimensions of sustainable development.
The strategies of Future Tokyo are also centered on drawing out the potential ofpeople, who drive Tokyo’s development, and allowing them to shine. Along with fully
investing in our children who hold the future in their hands, we will strengthen safety
nets to put a stop to the cycle of poverty and prevent new disparities from emerging.
By preparing an environment where everyone, from children to seniors, women,
those with impairments, and foreign nationals, can be active, we will realize asociety that “leaves no one behind.”SDGs initiatives: From Tokyo to the world
Future Tokyo presents an action plan outlining the concrete schedule for projects up
to fiscal 2023. By proceeding with projects according to this plan, we will raise Tokyo’ssustainability.
In carrying out these measures, we will thoroughly implement the PDCA
(Plan-Do-Check-Action) cycle to secure their effectiveness. During this process, wewill also use BI and other digital tools to update strategies and strengthen actionplans in a flexible and agile manner to respond to changes in the age orsituation, and also make our initiatives more visible. These efforts will help enhance
the quality of life of our citizens and realize a sustainable Tokyo.
Tokyo will not only take the initiative in pursuing the SDGs, but will also support thevoluntary actions and collaborative efforts of municipalities, the citizens of Tokyo,
companies, universities and various other parties in achieving the SDGs. By
expanding this circle of efforts from Tokyo to the rest of Japan and beyond to
the world, the TMG will contribute to the achievement of the SDGs.
-4-

Overview of Tokyo
Tokyo, the capital of Japan, is the center ofvarious functions including politics, theeconomy, industry, education andculture. It is also the near center of Japan
geographically. It is made up of 23 special
wards, where the offices of government andprivate enterprises are located; the Tamaarea with its abundant nature as well as
SMEs, universities and research institutions;and the Tokyo islands.
Tokyo is one of the world’s largest cities with a population of about 14.06 million,
11 percent of Japan’s total population. Its gross metropolitan product is about 110
trillion yen (USD 1,034 billion), 20.4 percent of Japan’s GDP. The Tokyo
Metropolitan Government’s budget is about 16 trillion yen (USD 120 billion), the sizeof some countries’ national budgets.

Tradition and innovation
Tokyo offers a remarkable experience withits blend of the past, present, and future.
With a history of over 400 years, Tokyo is a
juxtaposition of historical townscapes andtraditional performances dating back to the Edo
period, and sophisticated technology andmodern pop culture such as manga and anime.
Furthermore, Tokyo's diverse attractions, suchas its numerous museums, theaters and otherarts and cultural facilities, and its diverse food culture, continue to fascinate people
around the world.

Hosting the Tokyo 2020 GamesThe Olympic and Paralympic Games Tokyo
2020 were held from July to September 2021.
Tokyo became the first city in the world to hostthe Summer Paralympic Games for the second
time. We will continue to develop the various
hardware and software legacies of the Games
to create a “Future Tokyo” that is full of diversity
and inclusiveness.

-5-Overview of Tokyo
Location of Tokyo

Tokyo Metropolitan
Government symbol mark

About 20.4% ofJapan’s GDP
Age

Men

Women

Tokyo’s GMP(2020)

110 trillion yen(USD 1,034 billion)

Source: Bureau of General Affairs, TMG: “Annual Report on
Tokyo Metropolitan Accounts (FY2020)”

Public enterprise accounts
1.8 trillion yen(USD 13 billion)

General account8 trillion yen(USD 60 billion)

2022 年
2022

10,000 people

Source:MinistryofInternal
Communications: “National Census”

TMG total budget(FY2023)
16 trillion yen(USD 120 billion)

Affairs

andTokyo’s population (April 2023)

14,063,564
Men: 6,897,309
Women: 7,166,255

Special accounts
6.3 trillion yen(USD 47 billion)

Source: Bureau of General Affairs, TMG: “(Estimated)
Population of Tokyo Metropolis” (as of April 1, 2023)

Source: Tokyo Metropolitan Government: “FY2023 Overview
of the Tokyo Metropolitan Government Budget Proposal”-6-Capture Changes and Transformations
A Whirlwind of Upheaval Strikes the World and Japan
COVID-19

Japan
USA
UK
Germany
France

Japan
USA
UK
Germany
France

Japan
USA
UK
Germany
FranceThe battle against COVID-19 is having devastating impacts and is not only taking
human lives, but also taking away our everyday lives which we had perhaps taken for
granted.
In addition, while countries around the world are rapidly accelerating their digitaltransformation, Japan’s digitalization is markedly delayed. Japan is not only
lagging behind in the world with its ranking of 29th out of 63 countries in the IMD’s“World Digital Competitiveness Ranking 2022,” but because of its low percentage of
online administrative procedures, systems could not be fully utilized in measuresrelated to COVID-19.
Meanwhile, however, with the spread of remote work, staggered commuting hours,
and less crowded trains during the pandemic, our vision of the future has become areality. Today, the global COVID-19 pandemic since 2019 is reaching a turning
point thanks to efforts by humanity, including the development of vaccines.
We need to capture changes■Dependence on Russian energy in major countries(2020)and transformations and to
Coal
Natural Gas
Crude Oilcontinue searching for ways for
46
37
24
50%
40%
30%
21 21 %%%
sustainable urban
% %
40%
14
30%
17
17
20
20% %
development such as realizing
30%
%
%
%
20%
new ways to live and work and
20%
10%
8%
10% 3% 4%
3%
10%creating new value through
0%
0%
0%
0%
0%
shifting the urban structure froman overcrowded to acomfortable one.
(Source) Agency for Natural Resources and Energy
Compiled from “The FY2021 Annual Report on Energy (Japan’s Energy White Paper 2022)”

The Situation in Ukraine and the Climate
CrisisThe protracted situation in Ukraine has led tointernational competition for resources, and the worldisundergoingastructural
shift
towarddecarbonization and energy security. Also, withthe climate crisis continuing, new targets forfurther reductions in greenhouse gas emissions
to achieve the “1.5°C target” were set in the Paris
Agreement at COP27, accelerating the global
trend toward decarbonization.
We must accelerate our efforts with a strong
sense of danger that we are approaching the pointof no return.
-7-■Temperature rise (simulated by IPCC)
・Among several greenhouse gas emission
scenarios, the one based on the Paris Agreementtarget is expected to result in an increase of 1.5 to
2°C by around 2050.

1.8°C rise byaround 2100

(Source) Compiled from “Report of Working Group I of IPCC
Sixth Assessment Report” (IPCC, August 2021)

Capture Changes and Transformations
Challenges facing Japan and Tokyo
The advent of a shrinking population and an “ultra-aging society”
Due to the impact of COVID-19, Tokyo’s
population in 2021 began to decline forthe first time in 26 years as people
moved out of the city, foreign nationals
returned to their home countries, and thenumber of births declined. Since spring
2022, however, the population has been
gradually recovering due to the recovery
in socio-economic activity and easing of
immigration restrictions.
Tokyo’s future population is expected topeak in 2030 (14.24 million), followed bya gradual decline. On the other hand,Compiled from “Unspecified Supplementary Results of the 2020
the young population is expected to be (Source)
National Census” (Ministry of Internal Affairs and Communications).
Notes:
about 23.2% smaller in 2065 than in 1. Figures after 2025 are estimates by the Bureau of Policy Planning,
Tokyo Metropolitan Government.
Figures in parentheses at the top of the graph represent the total
2020, and the working-age population is 2.population.
Figures in parentheses in the breakdown are the percentage ofthe total population.
expected to be about 19.0% smaller.
3. Due to rounding, the total of the breakdown may not equal the total
number.
The declining birthrate and aging
population have resulted in a long-term shortage of human resources and a loss ofinternational competitiveness.

Startups are small in both number and size compared to the world
Startups have driven change
and growth around the world,
creating innovations and solving
various social issues. According
to a survey conducted by theprivate sector, the United States
has the largest number ofstartups
intheworld,
approximately 120 times that ofJapan. Startups in Tokyo andJapan are smaller in number
and size compared to the world.
(Source) “Startup Ranking” website (https://www.startupranking.com/countries)

Tokyo threatened by complex natural disasters
It is estimated that there is a 70% probability of an earthquake directly under the
Tokyo metropolitan area occurring in the next 30 years, which could cause up to
6,000 deaths and damage up to 194,000 buildings. We are also facing crises such as
wind and flood damage, which are becoming more frequent and severe due to climatechange, and volcanic eruptions that could directly lead to island-wide evacuations andparalysis of urban functions. The risk of complex disasters that cause extensive andprolonged damage is also increasing.
-8-

Realizing a Hope-Filled, Sustainable Tokyo
Formulation of “Future Tokyo: Tokyo’s Long-Term Strategy”
The TMG formulated “Future Tokyo: Tokyo’s Long-Term
Strategy” in March 2021.
The strategy charts the course for Tokyo to become asustainable city that balances maturity and ongoinggrowth, placing a focus on the people who are thedriving force behind the city’s growth. The plan wasformulated in line with the SDGs principle of creating an
The front cover of Future Tokyo
inclusive society where “no one is left behind.” All of theinitiatives that make up the plan have been refined from an
SDGs perspective to create a roadmap for Tokyo to achieve the goals.

Upgrading the “Future Tokyo: Tokyo’s Long-Term Strategy”
The Strategy is based on the basic strategy of “agile response to changes in thetimes and circumstances,” and will be revised when better and more efficientmethods are found as a result of progress in initiatives and changes in the social
environment.
In February 2022, based on this basic strategy, we formulated the “Future Tokyo:
Tokyo’s Long-Term Strategy Version Up 2022,” an upgraded version of the policy
based on the results of the Tokyo 2020 Games and the changes and transformations
brought about by COVID-19. In January 2023, we formulated the “Future Tokyo:
Tokyo’s Long-Term Strategy Version Up 2023” to proactively respond to theemergence of global issues where conventional wisdom is no longer applicable and to
the rapid decline in birthrate.

Creating Tokyo’s future“Future Tokyo: Tokyo’s Long-Term Strategy” sets forth the following three main
directions.
 Create a sustainable city filled with richness 50 and 100 years into the
future.
 Achieve a sustainable recovery from the COVID-19 pandemic.
 Advance urban development that provides both nature and convenience.
 Cultivate growth industries and new services through the “Green Shift.” Achieve sustainable growth even as a shift in population takes place.
 Enhance Tokyo’s attractions and continue to captivate the world.
 Through swift digitalization, overcome Japan’s delay and win the global
competition.
 Promote digital transformation to forge Tokyo’s future.
 Take firm measures to achieve the digital transformation of government.
-9-Realizing a Hope-Filled, Sustainable Tokyo
Ensure that no one is left behind due to a digital divide.
Accelerate change using the power of startups.
Create Asia’s strongest economic hub and financial city.
Ensure that the impacts brought about by the COVID-19 pandemic contributeto major changes in the industrial structure.
 Create new connections and pursue a new way of living that is safe andsecure.
 Create a society where diverse people connect both in real and virtual
settings.
 Build an environment where everyone can live their best life.
 Set trends for workstyles and lifestyles from Tokyo.
 Establish new standards to ensure a safer and more secure way of life.
 Provide opportunities for a range of people to connect to generate innovation.


Our policy development stance
Sustainable recovery










The strategies set forth in Future Tokyo center on achieving a“sustainable recovery” from the pandemic. This means thatrather than returning to a pre-COVID society, as we work to
respond to the climate crisis and to realize a sustainable
way of life for people, we will build a resilient andsustainable society. The following initiatives incorporate thesustainable recovery perspective.
Environment: Accelerate climate action.
Learning: Create an environment that allows people to continue learning under
any circumstances through a hybrid of in-person and virtual learning.
Employment: As types of employment diversify, build an environment thatenables everyone to continue to work with peace of mind.
Connections: Create opportunities and places for people to interact, even if
interaction is not in-person, and create new connections.
City planning: Through human-centered city planning, realize a comfortable citythat is human-friendly and eco-friendly.
Arts and culture: Create an environment that facilitates the continuation ofactivities that bring enjoyment and happiness to people, including the arts, culture,and sports.
Revitalization of local communities: Promote rediscovery of local areas andrevitalization of communities, including local production for local consumption andmicro-tourism.

- 10 -

Structural reform
Structural reform is another core focus of Future Tokyo. The
COVID-19 pandemic has had a major effect on the way wework and live, including greater use of telework. However, atthe same time, it has once again revealed structural
challenges faced by Japanese society, including Japan’sslow progress with respect to digital transformation. To
respond to the difficult circumstances Tokyo faces, we must
work with a sense of urgency and shift gears to accelerate
initiatives in areas such as digitalization, the mobility
revolution, the move toward decarbonization, blending nature and urban functions,and establishing a global financial center.
Since we face these crises now, now is the time to promote reforms that go to
the root of the issue.

Strategies and projects for 2030
Future Tokyo outlines our 20 visions for Tokyo in the 2040s, and is made up of 20+1
strategies and 122 projects to implement the strategies, which will be taken up to2030 to realize these visions.
In addition, an overview of all of the visions, strategies and projects is provided in the
appendix.

Reflect a broad range of voices of the people of Tokyo
In formulating the Future Tokyo strategy, we worked to reflect the views of a range of
people by gathering opinions in various ways. Our main efforts are introduced below.

- 11 -

Realizing a Hope-Filled, Sustainable Tokyo

Exchange of opinions with experts
Exchanged opinions with experts in various
fields in order to confirm the status of the“Future Tokyo” Strategy and to upgrade
policies based on this strategy.
Opinion survey of Tokyo citizens
Conducted a survey to ascertain the items ofinterest and expectations of Tokyo citizens
and changes in their awareness in order toreflect them in policy enhancements.

In the field of SDGs,
there are many
initiatives in developing
countries that are moreadvanced. The TMG
could take the lead inlearning fromdeveloping countries,
which would spread tothe rest of the country.

Cosmo Takagi
Project Research Associate,
Graduate School of Media andGovernance, Keio University“Future Tokyo” Strategy video and worksheet
We created a video explaining the “Future Tokyo Strategy” for elementary and junior high school
students, using the SDGs as a starting point. We also created a worksheet for them to use in theirschool classes to imagine what Tokyo will look like in 2040, and to think about what they can do tocreate the Tokyo of the future.


Excerpts from worksheet responses■How do you think Tokyo will have developed by 2030?
・I think Tokyo will have flying cars. Also, I think AI will havedeveloped.
・I think there will be more buildings that are resistant todisasters, and machines that are useful for daily life will be
popular.
・Machinery will be developed and people will not work somuch.
Consideration:
Many respondents predicted the development of technology.
On the other hand, they also have mixed fears that society
will become bland due to mechanization.
■Which of the seven “Future Tokyo” strategies in the video is most important to you?

Consideration:
This shows interest in environmental issues and a livable city. On the other hand, few childrencited “promotion of women’s empowerment.” As for gender issues, it may be difficult to realize
until they start working, suggesting the importance of learning about a symbiotic society.
■ “If I were to come back in a time machine in 2030, I would advise my current self on what I
should do now to make Tokyo a better place!
・Do what I can now, such as separating trash and helping out at home.
・Try to avoid emitting carbon dioxide as much as possible.
・Participate in volunteer activities.
Consideration:
Many of the responses are related to environmental issues that they have many opportunities
to learn about at school and that could have an impact on them in the future. By presenting
familiar and concrete action options, we consider it is possible to expand their interest to awider variety of fields.

- 12 -

Implementing Policies
from the Perspective of the SDGs
Integrating the three dimensions of the SDGs
A distinguishing feature of the SDGs is the integration of the three dimensions ofsustainable development: economic, social and environmental. There has beena tendency to individually address economic, social andenvironmental issues, but this calls for a holistic
engagement that goes beyond those categories.
As an easy-to-understand model that facilitates
understanding of this feature of the SDGs, there is the
Stockholm Resilience Centre’s “wedding cake model.”This model groups the SDGs, with the exclusion of Goal 17(Partnerships for the Goals), into the three layers of
Azote Images forbiosphere, society, and economy, to depict the economy
Stockholm Resilience Centre
operating on top of society, which exists on top of thebiosphere (environment), to intuitively show that it will be difficult to achieve the SDGs
if we lack any of these dimensions.
Future Tokyo: Tokyo’s Long-Term Strategy clarifies the association between its 122
projects and each goal, and addresses the challenges facing the Tokyo
government through integrated efforts from the perspective of the three
economic, social and environmental dimensions of the SDGs.

Realization of a society where “no one is left behind”
One of the most important principles of the SDGs is that “no one is left behind.” For
us to live in this age of uncertainty, it is essential that we build an environment thatallows the personality and potential of each individual to be drawn out to the fullest
and where they can themselves choose their lives based on their own hopes andvolition. To that end, nothing is more crucial than protecting and raising “people,”
who are the source of Tokyo’s vitality.
Through Future Tokyo, we will prepare an environment where everyone, fromchildren to seniors, women, those with impairments, and foreign nationals, canplay an active role. This includes fully investing in children, who hold the future in
their hands, to cultivate people who can take a place on the global stage; having all ofsociety support parenting so that children can be happy and thrive; building anenvironment that allows people to continue learning and taking on challenges
regardless of their age; and strengthening safety nets to put a stop to the cycle ofpoverty and prevent new disparities from emerging.
In addition, through a real and virtual mixture, we will build connections that befit the
new age. With “connect,” such as connecting people or connecting to the future, as
our key word, we will make Tokyo a city that cares for people, is full of diversity
and is inclusive, and where people shine. In this way, we will realize a society
where “no one is left behind.”Introduction of key projects- 13 -

Implementing Policies from the Perspective of the SDGs
All initiatives in Future Tokyo: Tokyo’s Long-Term Strategy have been refined from theperspective of the SDGs, with integration of the three dimensions and promotion of
measures to leave no one behind. The following pages present some of the key
strategies and projects.


Initiatives taken mainly from the dimension of economy
 Strategy for “Smart Tokyo: Tokyo Data Highway”
 Strategy for “Start-up City Tokyo”
 Strategy for a Tokyo with Earning Potential and Innovation



Initiatives taken mainly from the dimension of society Strategy for Putting Smiles on the Faces of Children
 Strategy for Supporting Children’s Development and Growth Strategy for Realizing Work Styles Allowing Everyone to Shine Strategy for Diversity and an Inclusive Society Strategy for Promoting Women’s Empowerment
 Strategy for Realizing a Choju (Longevity) Society Strategy for Valuing “Dwellings” and “Community”
 Strategy for Developing a Safe and Secure City
 Strategy for Enhancing Urban Functions
 Strategy for Tokyo as a City of Culture and Entertainment
 Strategy for Sports Field Tokyo
 Strategy for Olympic and Paralympic Legacy

Initiatives taken mainly from the dimension of the environment
 Strategy for Making Tokyo a City Filled with Water and Greenery Strategy for Zero Emission Tokyo
 Strategy for Promoting the Tama Area and the IslandsPromotion of initiatives through reform of the TMG itself
 Strategy for Structural Reform of the TMG

Key initiatives to promote partnerships
 Strategy for All-Japan Partnership

How to view progress on policy goals
This “VLR” summarizes the most recent performance against the policy goals andtargets for each strategy, and also includes graphs showing the interim targets set
based on performance and other factors.
e.g. Increase the percentage of men
taking childcare leave

Policy goal name

Increase male employees taking parental
leave to 90% level (2030)

Description of policy goal,target year

100

90

(％)
90

80
50

60
50

40

The dashed line (- - - -) is animage of actual results andtargets or targets connectedwith each other by a line
segment.

23.8

20

Color-coding of policy goals
・“People as a Source ofGrowth” area
・“The World's Choice andWorld Leading City” area
・“Safe, Secure andSustainable Tokyo” area

0.39
0Solid lines (―) indicate changes in actual results.
2005

2021

2026

2030
Project related to the policy goalChildren’s Smile Movement Project- 14 -

Strategy

Smart Tokyo: Tokyo Data Highway

Vision for the 2040s

Vision Full use of digital technology for asustainable and smart city
 Online completion of administrative
procedures

The COVID-19 pandemic exposed the delay in Tokyo’s digitaltransformation. Taking this as an opportunity to boost our digitaltransformation, we will strongly advance the realization of a“connected Tokyo” where anyone can be connected anytime
and anywhere, the creation of a system for data sharing andutilization, and digitalization of the government.

Policy goals for 2030
 Share of cashless payment transactions
 43.4% (2021) → 60% (2026) → 80% (2030)
 Digitization status of administrative procedures (online application, etc.)
 21% (FY2021) → 70% (FY2023) → 100% (2030)
 Share of cashless tax payments
 44.6% (FY2021) → 55% (FY2025) → 70% (2030)- 15 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Share of cashless paymenttransactions

Digitization status of administrative
procedures (Online application, etc.)

Share of cashless paymenttransactions
80％ (2030)

Digitization status of administrative
procedures (online application, etc.)
100% can be processed (2030)
100%

80%
60%

60%

60%

40%
20%

20%

21.6%
2014

21%
2021

2026

Early realization project
implementation using data

0%

2030

for

socialDigital Twin Realization Project

Share of cashless tax payments
Share of cashless tax payments
70％ (2030)
70%

70.0%

65%
60%
55%

55.0%

50%

44.6%

40%
35%

40%

42.4%

2019 2020 2021

2021

2023

TMG Digital Government ProjectTOKYO Data Highway Project

45%

70%

40%

43.4%

0%

100%

80%

80%

2025

2030

TMG Digital Government Project- 16 -

2026

Strategy 10 Smart Tokyo: Tokyo Data Highway
Main Projects for Executing the Strategy
TOKYO Data Highway Project■Project Overview○ Promote the installation of 5G base stations by telecommunications carriers andstrengthening cooperation with Tokyo's municipalities, etc. to realize “ConnectedTokyo” as soon as possible.
○ In the “Smart Tokyo” implementation areas, focus on urban implementation ofcross-sectoral services utilizing 5G and advanced technologies, and horizontally
spread the results to municipalities of Tokyo to realize a Tokyo version of Society 5.0,
“Smart Tokyo.”■Major Initiatives
Promptly realizing a “connected Tokyo”
 Promote the installation of 5G base stations in cooperation withvarious entities such as wards, municipalities, and businesses.

Developing “Smart Tokyo” pre-implementation areas
 Establish a model that takes advantage of the regional characteristics of each of thefive prior implementation areas, and expand the model to other areas in Tokyo.

Project for Speedy Social Implementation of Data-based Services■Project Overview○ Strongly promote demonstration projects in various areas and realize
cross-disciplinary services by linking data.
○ Foster professionals with advanced AI skills who can identify and solve fundamental
problems.

■Major Initiatives
Implementing smart services
 Promote initiatives in various areas that utilize data, such assupport for demonstration tests of automated driving mobile
services using 5G and the use of digital technology ingovernment building security.

- 17 -

Implementing Policies from the Perspective of the SDGs
Project for Creating a Digital Twin Environment■Project Overview○ Realize a digital twin through the fusion of cyber and physical space by building apublic-private partnership data platform that enables the aggregation and coordinationof various data and promoting the development and deployment of new services using
the data.

■Major Initiatives
3D digital mapping of cities
 Acquire point cloud data in the entire urban area of special
wards and construct a 3D urban model in the entire area ofTokyo.

Establishing a public-private collaborative data platform Launch “TDPF” (Tokyo Data Platform) as a platform for data linkage and distribution.

- 18 -

Strategy

Start-up City Tokyo

Vision for the 2040s
 Form a startup ecosystem.
Vision Many unicorn companies that will takethe world by storm are born.

Start-ups grasp the latest needs of the age and create numerous new
products and services, thereby transforming people’s lives andbusiness activities. By forming an innovation ecosystem, creating a
new model that enables start-ups to solve social challenges, andgenerating sustainable growth, we will transform Tokyo into one of
the world’s greatest start-up cities.

Policy goals for 2030
 Startup Ecosystem Rankings: Top 5 in the world
 12th (2022) → 8th (2026) → Top 5 (2030)
 Global × 10 (Number of unicorns from Tokyo: 10 times in 5 years until2027)
 Average 1.5 companies/year (2013–2022) → 15 companies/year
 Expansion of Base of Operations × 10 (Number of start-ups in Tokyo: 10times in 5 years until FY2027)
 Number of TOKYO STARTUP GATEWAY participants:
Approx. 1,000 (FY2021) → 10,000
 Companies supported by TMG programs:
Approx. 170 (FY2021) → 1,700
 Number of university-launched ventures:
Increase of approx. 190 (FY2021) → Increase of 1,900
 Number of new startups: Average 600 (2013–2022 results) → 6,000
 Public-Private Collaboration × 10 (Number of collaborative practices inTokyo: 10 times in 5 years until FY2027)
 9 cases (FY2022) → 100 cases per year
- 19 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Start-up ecosystem ranking

Number of unicorns from Tokyo
15 companies/year (2027)

Top 5 in the world (2030)(Number)

15
13(Average/year11
2013–2022)
9
7
5
1.5
3
1
20222022

Startup Genome, Inc. in the U.S. “Global Startup(Rank) Ecosystem Ranking”

5

Top 5

7

9th
9

8th

15

Number of collaborative practices
in Tokyo(Cases)100 cases per year (2027)

12th

100
80
60
40
20
0

15th
202020212022
2020 2021 2022

20272027

Startup-Friendly Tokyo Project

11
13

15

2030

2026

Startup-Friendly Tokyo Project100(As of Dec. 2022)

9
2022
2022

2027
2027

Startup-Friendly Tokyo Project

Strategic PR for the world

Number of start-ups in Tokyo
Number ofuniversity-launched ventures(Companies)
1,900 (2027)

Number ofTOKYO STARTUP GATEWAY(People)participants 10,000 (2027)

10,0008,000

10,000

6,000
4,000
2,000
0

Approx. 1,000
2021
2021

2027
2027

1,900
1,600
1,300
1,000
700
400
100

1,900

Approx. 190
2021
2021

Companies supported
by TMG programs(Companies)

1,700

Number of new startups

1,700 (2027)

1,300

6,500
5,000

1,700

500

3,500

(Average/year
2013–2022)

2,000

600

Approx. 170
2021
2021

6,000 (2027)(Companies)

900

100

2027
2027

2027
2027

500

2022
2022

6,000

2027
2027

Startup-Friendly Tokyo Project“One-team” support from all stakeholders

Project to create a soil where people canflap their wings toward their dreams

Strategic PR for the world- 20 -

Strategy 11 Start-up City Tokyo
Main Projects for Executing the Strategy
Project for Making Tokyo the World's Most Startup-Friendly City
■Project Overview○ Realize “Tokyo, the world's most startup-friendly city” by creating a place forinnovation, creating mechanisms to attract investment, conducting public procurement,
and re-designing regulations and rules.

■Major Initiatives
Creating a “place” for innovation
 Promote the establishment of “Tokyo Innovation Base,” a major base where various
startup-related organizations gather.

Making bold investments for “challenges” and “scaling up”
 Attract overseas VCs and accelerators and provide comprehensive
support to help young people start their own businesses.

Expanding public procurement as the first customer
 Organize pitch events aimed at solving Tokyo’s issues and support
demonstrations at TMG’s sites.

“Redesigning” regulations and rules
 Promote deregulation and rulemaking that are tailored to the needs of startups.

Project to Create a Place Where Everyone Can Achieve Their Dreams■Project Overview○ Promote initiatives to foster entrepreneurship and a global mindset, and create
environments in which challengers can flourish.

■Major Initiatives
Cultivating entrepreneurship Implement entrepreneurship education programs and create
opportunities for students and youths to interact with startups.

Fostering a global mindset


Develop a hands-on English learning environment (TOKYO GLOBALGATEWAY) and provide a platform for English education.

- 21 -

Implementing Policies from the Perspective of the SDGs
“One-Team” Support from All Stakeholders■Project Overview○ Provide integrated startup support with all parties involved through collaboration with
universities and daily interactions with startups.

■Major Initiatives
Strengthening university partnerships
 Support university-launched startups and researchers with excellent
research seeds.

Forming one team and interacting on a daily basis

Set up a team at a private startup exchange center, to address
various concerns through daily interaction.

Strategic PR for the World■Project Overview○

Strategically communicate to the world by holding global events and promoting
all-Japan initiatives.

■Major Initiatives
Providing startup information to the world
 Build a common startup database and provide it
domestically and internationally.

Organizing global events

Example of La French Tech's website

Organize “City-Tech. Tokyo,” an event for realizing a sustainable
society.

- 22 -

Strategy

A Tokyo with
Earning Potential and Innovation

Vision for the 2040s
 Evolving into the most open, strong
Visioneconomic and financial city in the world.
 Concentration of global companies andhigh-level human resources from aroundthe world in Tokyo.

Capitalizing on social stability and international trust, we will create theenvironment needed to transform Tokyo into the world’s mostbusiness-friendly city where people, goods, money, and information
gather from around the globe. By utilizing cutting-edge technology andrealizing organic cooperation between various entities supporting
Tokyo’s economy, we will increase industrial productivity and added
value and create new business and innovation.

Policy goals for 2030
 Global City Power Index (Economy Function): 1st Ranking of Economy Function in Global City Power Index published by The
Institute for Urban Strategies at the Mori Memorial Foundation
5th (2022) → 3rd (2026) → 1st (2030)
 Improving the percentage of SMEs in Tokyo whose performance is
growing Percentage of SMEs in Tokyo with positive year-on-year sales: 55% or more
44.1% (FY2021) → 50% (FY2026) → 55% or more (FY2030)
 Increasing output per farm household 5.08 million yen (FY2020) → 6.9 million yen (FY2026) → 8 million yen(FY2030)
 Increasing the number of international students accepted at Tokyo
Metropolitan University
 587 (2021) → 882 (2026) → 1,000 (2030)- 23 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Global City Power Index(Rank)

Global City Power Index(Economy Function): 1st (2030)

Improving the percentage of SMEs
in Tokyo whose performance is
growing
Percentage of SMEs in Tokyo withpositive year-on-year sales: 55%
or more (FY2030)

1

1st

2
3

60%

55% or more50%

4th 4th

3rd

4

50%
40%

5

5th
6
2020 2021 2022

33%

44.1%

30%
2026

27.4%

2030

(Ranking of Economy Function in Global City Power Index
published by The Institute for Urban Strategies at the Mori
Memorial Foundation)

20%
2019
2020
2021
2019
2020
2021

Formation of an International Business
Hub to Beat the Global Competition

Open Innovation Creation Project

2026
2026

2030
2030

Project for Revitalizing SMEs and Local
Industry for the Next Generation
Project for Enhancing Recognition ofTokyo’s Brands
Tama Innovation Park Plan

Increasing output per farmhouseholdOutput per farm household
8 million yen (FY2030)

2018 2019 2020

Number of students 1,000 (2030)
1,200(Million yen)

9
8
7
6
5
5.08
4 4.90
4.34
3
2
1
0

Increasing the number ofinternational students accepted at
Tokyo Metropolitan University(Students)

1,000
8.00
6.90

1,000
800
600

882

661

587
605

400
2026

2026

2030

2019 2020 2021

2030

Tokyo Smart Agriculture, Forestry, andFishery Project

2026

2030

Tokyo Metropolitan University Rebirth
Project- 24 -

Strategy 12 A Tokyo with Earning Potential and Innovation
Main Projects for Executing the Strategy
Project to Realize “Global Financial City: Tokyo”■ Project Overview○ Establish Tokyo as an “International Financial City,” a financial hub for the world andAsia, by developing strategic initiatives that leverage Tokyo’s strengths.
○ Accelerate our efforts to seize opportunities presented by the rapidly changing
international financial situation, and solidify our position as a world-class international
financial city.

■ Major Initiatives
Promoting sustainable finance Promote the creation of funds and the issuance of ESG bonds toachieve decarbonization.
Digitizing finance Support the growth of fintech companies and promote the use ofblockchain.

Gathering diverse financial players
 Disseminate information to raise the level of financial literacy andstrengthen the development of international financial humanresources.

Open Innovation Creation Project■ Project Overview○ Provide SMEs, local industries, and start-ups with high technological capabilities with
opportunities to collaborate with a variety of entities including large corporations,
universities, research institutions, and local governments to create innovation andachieve industrial growth in Tokyo.

■ Major Initiatives
Creating innovations to achieve zero emissions, etc.
 Support startups and others to develop technology in collaboration
with large companies, etc.

Creating innovations utilizing local resources, etc.
 Support the development of new products and services utilizing local resources, etc.

- 25 -

Implementing Policies from the Perspective of the SDGs
Project for Revitalizing SMEs and Local Industry for the Next Generation■ Project Overview○ Raise Tokyo’s industrial strength by providing comprehensive support for the creationof new business models in the post-COVID-19 era and for various management
issues faced by SMEs, such as business succession, risk management, financing,overseas expansion, and securing human resources.
○ Realize local economic growth through the revitalization of shopping areas andmanufacturing industries, which are the core of local industry.

■ Major Initiative
Promoting business transformation into growth industry sectors
 Provide expert directional advice and technological development support for SMEs toshift their business to growing industry sectors.

Boosting overseas expansion
 Provide support for exhibiting at international and online trade shows.

Project for Creating the Best Gourmet City in the World■ Project Overview○ Strategically refine the appeal of Tokyo’s diverse food offerings to make Tokyo shine
as the “world’s kitchen” and become the world’s top gastronomic city.

■ Major Initiatives
TOKYO GOURMET FESTIVAL
 Hold events in spring and fall to enjoy Tokyo’s diverse food andTokyo-grown food products.

Tokyo-grown foods
 Promote the spread of Tokyo’s original foods and expand the
production and distribution of Tokyo-grown agricultural and livestock
products.

Promoting the attractiveness of the Toyosu Market, etc.
 Promote the attractiveness of food and create a bustling atmosphereat the Senkyaku Banrai Facility and other facilities in the Toyosu
Market.

- 26 -

Tokyo Smart Agriculture, Forestry, and Fishery Project■ Project Overview○ Improve the earning power of Tokyo’s agriculture, forestry, and fisheries industries by
increasing productivity through the use of cutting-edge technologies.

■ Major Initiatives
Tokyo smart agriculture

Promote the development of agri-tech in an R&D platform consistingof private companies, research institutes, and producers.

Smarter forestry
 Operate a cloud system that centralizes forest resource information and otherinformation from aerial laser measurements and efficiently manages forest
information.

Tokyo smart fishery Develop and operate a system to predict fishing sea conditions with high accuracy inorder to improve the efficiency and safety of fishing operations.

Project for Passing on Tokyo’s Forests to Future Generations■ Project Overview○ Foster momentum for forest development, promote appropriate forest maintenanceand timber utilization in cooperation with the rest of Japan, and enhance the industrial
strength of the forestry industry by adding value to Tama timber, etc. Realize asustainable forest cycle that will last 100 years.

■ Major Initiatives
Training foresters
 Provide training to acquire professional knowledge and skills in
logging and removal at Tokyo Training Forest.

Expanding the use of wood In addition to supporting the conversion of medium- and large-scalebuildings to wooden structures, operate “MOCTION,” a base fordisplaying wooden products and other products from around Japan,
to promote the appeal of domestic timber.

- 27 -

Implementing Policies from the Perspective of the SDGs
Tama Innovation Park Plan
■ Project Overview○ Establish Tama as one of the world’s leading areas of innovation through theconcentration of universities, research institutes, specialized human resources, major
high-tech companies, and SMEs with high technological capabilities in the Tamaregion, and the active integration of cutting-edge industries and start-ups from Japanand abroad.

■ Major Initiatives
Forming an innovation ecosystemSupport projects that work to solve regional issues in Tama. Promote the creation of
innovation through collaboration among companies using the Tokyo Tama Mirai
Messe, a center for industrial exchange.

Revitalizing manufacturing
 Provide support for matching with manufacturing companies, as well as thedevelopment and formation of manufacturing networks.

Tokyo Metropolitan University Rebirth Project■ Project Overview○ Evolve Tokyo Metropolitan University into a university that nurtures and produces
highly skilled human resources and creates new knowledge to solve global issues.

■ Major Initiatives
Realizing Nobel Prize-class research Invite top researchers to promote high-level research with global
impact.

Developing a global standard educational environment Provide an environment for sending students abroad and acceptinginternational students.

Developing recurrent education
 Provide a curriculum for seniors over 50 years old for up to 4 years ofstudy, offering a wide range of subjects such as history, psychology,
civil engineering, nutrition, etc.

- 28 -

Strategy

Putting Smiles
on the Faces of Children

Vision for the 2040s
 Waiting lists for childcare are a thing of the
Visionpast.
 The birth rate has reached 2.07, thehighest level among developed countries.

When children smile, those around them naturally smile as well. We
will examine the situation from the perspective of children. And, byadvancing the development of local communities with a
comfortable atmosphere for children, where responsibilities
shouldered by families related to childbirth and parenting aresupported by society as a whole, and by working to change themindset of society, we aim to create a society filled with people who
feel the joy of raising a child.

Policy goals for 2030
 Raise the percentage of men who take parental leave 23.8% (2021) → 50% (2026) → 90% level (2030)
 Eliminate waiting lists for child day care and maintain this situation
 300 children (2022) → Eliminate early and maintain the situation
 Eliminate waiting lists for after-school care early on and maintain thissituation
 3,465 children (2022) → Eliminate early and maintain the situation
 Halve the gap in time related to housework and childcare between men
and women 5 h 20 min (2021) → 3 h 30 min (2026) → 2 h 30 min (2030)- 29 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Increase the percentage of men taking
childcare leave

Eliminate nursery school waiting
lists and maintain it that way

Increase male employees taking
parental leave to 90% level (2030)

Eliminate nursery school waiting
lists in Tokyo as soon as possible
and maintain it that way

100

(%)

10,00080(People)

90

8,466

60
5,000

50

40

23.8

20

0.39
0

300

2005

2021

2026

0

2030

2016

0

2022

0
2030

Pregnancy, Childbirth, and Child Rearing
Full Support ProjectChildren’s Smile Movement Project

Eliminate waiting lists forafter-school care early on andmaintain this situation
Eliminate
waiting
lists
forafter-school care early on andmaintain this situation(No. of children)

10,000Halve the gap in time related tohousework and childcare between
men and women
Halve the gap in time related tohousework and childcare between
men and women to 2 h 30 min(FY2030)6(hour)

5h20min5
5h1min3h30min

4

あ

ああ

5,000

3

3,417

3,465
2

2h30min

1
0

0
2016

2022

Pregnancy,Childbirth,andRearing Full Support Project

0

0

2030

2019 2021

2026

2030

Child

Housework
andReduction ProjectChildcare

Burden- 30 -

Strategy １ Putting Smiles on the Faces of Children
Main Projects for Executing the Strategy
Pregnancy, Childbirth, and Child Rearing Full Support Project■Project Overview○ Provide seamless support for each stage of pregnancy, childbirth, and child rearing torealize a society in which the child-rearing generation can have and raise children withpeace of mind and experience the joys of child rearing.
○ From the perspective of leaving no one behind, strengthen support for children andparents in difficult circumstances and promote the development of an environment
where both children and parents can spend each day with a smile.

■Major Initiatives
Seamless supportSupport the efforts of municipalities to understand the situation of all child-rearing
families from the pregnancy stage and provide continuous support.
Provide interviews for all pregnant women by a professional; consultation support byexperienced childcare professionals; postnatal housework and childcare support, etc.

Reducing the burden of pregnancy, childbirth, and childcareProvide egg freezing and support for testing and treatment related to infertility.
Provide benefits to children aged 0-18, free childcare for the second and subsequent
children aged 0–2, reduced tuition burden, and subsidies for medical expenses.

Expanding childcare services and secure after-school places

Expand childcare services based on the pillars of “promoting the development ofchildcare centers and other facilities, securing and retaining human resources, andenhancing user support.”
Support the creation of various places for children to stay by municipalities, including
the establishment of school-age clubs.

Strengthening the functions of counseling agencies, especially for children
and families in need of supportPrevent child abuse by strengthening and coordinating thefunctions of Child and Family Support Centers and Child
Guidance Centers.
Improve support for single-parent families and measures tocombat child poverty, and improve the social foster care system.

Children’s Smile Movement Project■Project Overview○ Promote the Children’s Smile Movement, an action to bring smiles to children’s faces,in cooperation with all actors in society, with the aim of creating a “Children First”
society.

■Major Initiatives
Initiatives to interact with children and support children in society as a wholePromote initiatives that bring smiles to children’s faces and raise awareness ofparental leave by collaborating with diverse entities, each with their own strengths.
Strengthen interactive communication and information dissemination with children, thefuture leaders of our society.
- 31 -

Implementing Policies from the Perspective of the SDGs
Leading Projects with Cross-Organizational Promotion Teams■Project Overview○ Work across policy areas on child policy, on themes that are difficult to deal with within
existing frameworks.

■Major Initiatives“Growth of the child” in infancyEnhance early childhood education and care, andopportunities for all children to engage with diverse others.

provideCreating connections for childcareDevelop a consultation environment through outreach-type support,
continuous support from the pregnancy stage, SNS, etc.

Promoting “play” that leads to children’s smiles

Create children’s playgrounds and enhance opportunities for children to experience“play.”Creating an environment that protects children from accidents

Raise awareness of accident prevention measures from the child’s perspective, build
a database of accident information, and create a safe environment for children.

Supporting young carersStrengthen the linkage between “early understanding” and “consultation support,”
practice multi-agency collaboration, and provide multifaceted support based on theactual situation.

Supporting non-native Japanese-speaking children
Enhance Japanese language education and guidance, strengthen the counselingsystem to attend to concerns, and create places where children can gather andinteract.

Youth health care

Utilize learning opportunities to consolidate knowledge, educate the public on healthcare information, and strengthen the functions of the counseling and support system.

“Growth of the child” in the school age group Conduct interviews with children attending free schools, etc. and support groups, andinvestigate advanced cases in Japan and abroad.

Project for Alleviating the Burden of Housework and Parenting■Project Overview○ Provide multifaceted support to reduce the burden of housework and childcare so thatboth men and women can balance work and family life.

■Major Initiatives
Promoting men’s participation in housework and childcarePromote the Mind Change Project for male participation in housework and childcare,provide incentives to companies that promote parental leave, and raise awarenessamong managers and others regarding male parental leave.

Establishing flexible work styles and telework
Promote flexible work styles, including telework, and reduce the burden of houseworkand childcare through the dispatch of housework and childcare supporters, etc.
- 32 -

Strategy

Supporting Children’s
Development and Growth

Vision for the 2040s
 New “Tokyo Model of Education”
Vision Inclusive education has been achieved

We will move away from passive forms of learning that revolvearound knowledge acquisition toward a style of education that
focuses on each child’s personality and nurtures independence,
initiative, and problem-solving skills. We will support children who
challenge themselves in other countries or in society, and provide
meticulous support to each child regarding bullying, truancy, andother issues.

Policy goals for 2030
 Improve the academic performance of children and students Elementary School 90.0% (2021) → Exceed the national average on allquestions in two or more subjects (2026) → 100% (2030)
 Junior High School 90.0% (2021) → Exceed the national average on allquestions in two or more subjects (2026) → 100% (2030)
 Increase the percentage of students entering science universities
 33% (FY2021) → 36% (FY2026) → 40% (FY2030)
 Increase the number of overseas students
 40 (2021) → 7,860 (2021–2026) → 13,500 (2021–2030)
 Improve English language skills of junior high and high school students
 Junior high school students: English Language Proficiency Test Level 3
54.4％ (2021) → 63.0％ (2026) → 80.0% (2030)
 High school students: English Language Proficiency Test Quasi Level 2
50.0％ (2021) → 60.0％ (2026) → 80.0% (2030)- 33 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Improve the academic performance ofchildren and students

Increase the percentage of students
entering science universities

Exceed the national average in all subjects
and all questions of the National Assessmentof Academic Progress (2030)
Elementary School
100%

Increase the percentage of students entering
university science departments* frommetropolitan high schools 40％ (FY2030)

91.7%

40%
40.0%

100%

93.3%
90.0%
86.0%

80%

85.7%

35%

36.0%

2030

2017 2018 2019 2021 2022

Junior High School

2030

90%

95.7%

84.8%
72.9%

33.0%

90.0%

100%

85.7%

30%

70%
2017 2018 2019 2021 2022

31.6%

32.3%

2019 2020 2021

2026

2030

＊Science, Engineering, Agriculture, Health, Home Economics, etc.

2030

Project to promote a new “New Tokyo
Model of Education”

Projectfor
Human
Resource
Development in the Society 5.0 Era

Projectfor
Human
Resource
Development in the Society 5.0 Era“GLOBAL Student” ProjectIncrease the number of overseas
students

Improve English language skills of
junior high and high school students

Number of overseas students supported by
TMG: 13,500 in total (2021–2030)

Junior high school students: English Language
Proficiency Test Level 3 80％ (2030)
100%

15,00080%

13,500(Number ofstudents)

60%

10,00040%

63.0%
53.6% 54.4%
51.6%

2019 2020 2021

100%
40

0

2026

80.0％

80%
60%

2021

2026

2030

High school students: English Language
Proficiency Test Quasi Level 2 80％ (2030)

7,860

5,000

80.0％

2030

40%

“GLOBAL Student” Project

50.4%
46.7%

60.0%

50.0%

2019 2020 2021

2026

“GLOBAL Student” Project- 34 -

2030

Strategy ２ Supporting Children’s Development and Growth
Main Projects for Executing the Strategy

Project for Promoting a “New Tokyo-style Educational Model”■Project Overview○ Develop a new “Tokyo-style education model” that addresses the individuality andabilities of children and supports their growth throughout society.

■Major Initiatives
Shifting to “learning” that values the child’s perspective
 Digitalize education to transform the way we learn, teach, and work, and actively utilize
outside human resources to improve the qualifications of teachers.

Learning to develop each individual’s personality and abilities to the fullest
 Foster an entrepreneurial spirit among children and youth by promoting high school
and university cooperative education programs that respond to children’s ambitions
and develop their abilities.

Promoting attentive education that leaves no one behind Promote inclusive education and develop and deploy kindergarten-elementary school
collaboration programs.

Project for Human Resource Development in the Era of Society 5.0■Project Overview○ Foster the ability to live independently in the Society 5.0 era and cultivate humanresources to lead manufacturing that utilizes AI, IoT, etc.

■Major Initiatives
Developing enhanced science and math education, STEAM education, etc.
 Establish the first “Science and Mathematics Department” in a
metropolitan high school (FY2022) and promote STEAM
education.

Developing AI experts
 Develop expert personnel and promote AI literacy education.

- 35 -

Implementing Policies from the Perspective of the SDGs
Global Student Project■Project Overview○ Through study with overseas children and hands-on experience abroad, nurture
human resources with advanced language skills and a rich international outlook whowill be active globally.

■Major Initiatives
Improving English Proficiency
 Provide a platform for English education by developing ahands-on English learning (TOKYO GLOBAL GATEWAY)
environment.

Fostering a rich international sense Establish schools with an international orientation, promoteinternational exchange, and support study abroad.

Project for Schools and Society to Support Children■Project Overview○ Create diverse learning opportunities and provide detailed support for each child.

■Major Initiatives
Providing attentive support for each child Create diverse learning opportunities by enhancing support systems,
such as expanding the establishment of school counselors andassigning school social workers.

Ensuring diverse learning opportunities
 Allocate specialized teachers to deal with non-attendance andsupport staff for guidance in a separate room in the school.

Supporting foreign students
 Establish an online platform and utilize it for Japanese language instruction, etc.

- 36 -

Strategy

Realizing Work Styles
Allowing Everyone to Shine

Vision for the 2040s

Vision Telework is common, coming to theoffice once a week Diverse lifestyles such as “living in twoareas”
 Working and living in any preferredindustry or work style

Framing population decline as a chance to radically transform how
people work, we will spread work styles fit for the new era thatenable high productivity as well as a life-work balance. We willtransform our society into one where each and every person candraw on his or her unique traits and skills to thrive, and whereanyone who wishes to work can become a working member ofsociety.
.

Policy goals for 2030
 Percentage of companies in Tokyo utilizing telework*Companies in Tokyo with 30 or more employees

65.7% (FY2021) → 73.7% (FY2026) → 80% (FY2030)

Enhance female employment rate*
71.3% (2012) → 77.7% (2017) → 82.0% (2027)

 Enhance elderly people’s employment rate* 53.4% (2012) → 58.3% (2017) → 61.0% (2027)
 Increase the number of persons with disabilities employed Increase by 16,983.5 (FY2021–2022) → Increase by 24,000 (FY2026) →Increase by 40,000 (FY2021–2030)* “Employment rate” is based on the Basic Survey of Employment Structure, Statistics Bureau,
Ministry of Internal Affairs and Communications.

- 37 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Percentage of companies in Tokyoutilizing telework
Percentage of companies utilizing telework:
80% (FY2030)
80%70%Enhance female employment rate
Female (age 25–44): 82.0% (2027)
85%

80.0%
73.7%

60%

65.7%

80%

57.8%

50%

82.0%

77.7%

40%
30%
10%

75%

25.1%

20%

19.2%

71.3%

0%

2026

2018
2020
2019
2021

2030

*Companies in Tokyo with 30 or more
employees

70%

2012

2017

2027

*”Employment rate” is based on the Basic Survey of Employment Structure,
Statistics Bureau, Ministry of Internal Affairs and Communications.

Project to support new ways of working
in a new era

Project to support new ways of working
in a new era

Enhance elderly people’s
employment rate

Increase the number of persons
with disabilities employed

Elderly (of which 60–69 years old)(2027)
60%

58.3%

Increase persons with disabilities employed
by 40,000 (FY2021–FY2030)

61%

61.0%

240,000

228,475.5

251,492.0
235,492.0

55%

220,000
219,531.5

53.4%

211,492.0

50%

200,000

2012

2017

2027

2020 2021 2022

2026

2030

*”Employment rate” is based on the Basic Survey of Employment
Structure, Statistics Bureau, Ministry of Internal Affairs andCommunications.

*Results from 2020 to 2022 are based on the “Employment
Status of Persons with Disabilities” by the Tokyo Labor Bureau

Project to support new ways of working
in a new era

Project for Building a Society Where
Motivated People Shine
Social Firm Support Project from Tokyo- 38 -

Strategy ５ Realizing Work Styles Allowing Everyone to Shine
Main Projects for Executing the Strategy
Project for Supporting Work Styles that Fit the New Era■Project Overview○ Realize flexible work styles that are not restricted by time, place, etc., such as
telecommuting and satellite office work through teleworking, which made great strides
during the COVID-19 pandemic.
○ Create an environment in which diverse human resources can work according to theirown wishes.

■Major Initiatives
Promoting telework Strengthen accompanying support for implementation andassist in resolving issues to make teleworking take root.

Balancing family and work Support companies that promote parental leave and companies that work to improve
employee engagement and raise wages.

Providing an environment in which the elderly can thrive Create employment opportunities through short-term employment, and hold job
consultations and job interviews.

Supporting the acceptance of overseas human resources Implement foreign human resources recruitment and retention courses and matching
events through the “Tokyo Foreign Talent Recruitment Navi Center.”

Project for Creating a Society Where Motivated People Shine■Project Overview○ Provide support tailored to each situation through employment assistance and job
training, and enhance the safety net so that anyone who is willing to work can play anactive role as a leader in society.

■Major Initiatives
Providing assistance for displaced workers
 Provide online job training and employment assistance, such as e-learning.
Supporting the securing of employment
Assist companies in hiring permanent employees or converting from non-permanent topermanent employment.

Helping to increase young people’s motivation
employment
 Provide vocational training for young people and support for
students through internships.
- 39 -

forImplementing Policies from the Perspective of the SDGs
Lifelong Career Development Project■Project Overview○ Implement education for working adults appropriate for the new era, so that a wide
range of people, from the working age to the elderly, can constantly update their skills
and knowledge.

■Major Initiatives
Tokyo Recurrent Navi Establish a platform with educational content and otherinformation that will help working adults and others torelearn, improve their careers, and change careers.

Social Firm Support Project from Tokyo■Project Overview○ Based on the concept of social inclusion, support the creation and business activities
of social firms, a new framework to enable people with employment difficulties to work.

■Major Initiatives
Creating social firms and supporting their activities
 Provide one-stop support from the stage of considering
establishment to autonomous operation, and disseminate
information to increase awareness of social firms.

- 40 -

Strategy

Diversity and an Inclusive Society

Vision for the 2040s

Vision A true diversity city, filled with diversity
 The world’s most comfortable city forpeople from abroad to live in Barrier-free environment with high quality
in terms of both software and hardware

By promoting inclusive exchange in which people with diverse
backgrounds and values respect their differences, deepening mutual
understanding between Japanese people and foreign residents,
who are growing in number, and creating universal designcommunities where everyone can live safely and comfortably, we willbuild a diversity-rich city that can drive innovation for creating newvalue.

Policy goals for 2030
 Spread the philosophy of respect for human rights
 Percentage of those who think that human rights are respected
66.3% (2020) → 71.5% (2026) → 5.0% (2030)
 Increase the number of people with disabilities employed 211,492 (2020) → 235,492 (2026) → 251,492 (2030)
 Promote interaction with people from abroad Percentage of those who have been involved with people from abroad
51.0% (2018) → 67.0% (2026) → 75.0% (2030)
 Improve understanding toward people from abroad Percentage of those who think that it is normal for people from abroad to live
nearby61.6% (2020) → 73.0% (2026) → 80.0% (2030)- 41 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Spread the philosophy of respectfor human rights

Increase the number of people
with disabilities employed

Percentage of those who think thathuman rights are respected 75%(2030)

Increase the number of disabled
employees by 40,000 (FY2021–2030)(Number of People)

80%

240,00075%

251,492.0

75.0%
70%

65%

235,492.0
228,475.5

71.5%

220,000

219,531.5

66.3%

211,492.0
60%

2020

2026

200,000

2030

2020 2021 2022

2026

2030

The results from 2020 to 2022 are calculated based on the“Employment Status of Persons with Disabilities” by the Tokyo
Labor Bureau.

Inclusive City Tokyo Project

Project to protect the safety of the lives
and expand the working styles of people
with disabilities

Promote interaction with people
from abroad

Improve understanding toward
people from abroad

Percentage of those who have been
involved with people from abroad 75%(2030)

Percentage of those who think that it
is normal for people from abroad tolive nearby 80% (2030)

80%

90%

75%
70%

75.0%

65%

67.0%

60%

80.0%

70%

73.0%

55%
50%
45%

61.6%

51.0%
2018

2026

2030

50%

Project to create a city where Japaneseand people from abroad can live together
in harmony

2020

2026

2030

Project to create a city where Japaneseand people from abroad can live together
in harmony- 42 -

Strategy ６ Diversity and an Inclusive Society
Main Projects for Executing the Strategy
Inclusive City Tokyo Project■Project Overview○ In order to realize “Inclusive City Tokyo,” a symbiotic society where everyone working
and living in Tokyo can interact and support each other, we will promote the creation ofan environment where diverse people can support each other in various situations,and realize a society where each person recognizes and respects each other.

■Major Initiatives
Promoting measures to increase diversity and inclusion
 Develop various learning programs, etc. at the TMG’s human rights awareness centers
to foster “people” who will lead the way to an “inclusive” society.
 Promote the spread and utilization of the Tokyo Partnership Affidavit System(operational since November 2022), which certifies that sexual minority partner
relationships have been notified.

Project for Creating a City Where People Get Along Regardless of Nationality■Project Overview○ Develop multicultural conviviality measures in cooperation with municipalities, town
councils and neighborhood associations in order to realize a city where residents fromabroad and Japanese residents in Tokyo can deepen mutual understanding and live
comfortably together.

■Major Initiatives
Establishing a system to provide information and consultation support forresidents from abroad Provide information for residents from abroad through the multicultural portal site,
consultation services for daily life and specialized consultation at the Tokyo
Metropolitan Government’s Multilingual Consultation Navi, and interpretation support
through remote interpretation.

Spreading awareness of “easy-to-understand Japanese”
 Spread awareness of “easy-to-understand Japanese” using videos and leaflets, andtrain “easy-to-understand Japanese” leaders who will lead the use of“easy-to-understand Japanese” by various entities.

Supporting children whose native language is not Japanese Support municipalities to appoint “Multicultural Kids Coordinators” toattend to the problems of non-native Japanese speaking children andtheir guardians, and connect them to appropriate support andinformation.

- 43 -

Implementing Policies from the Perspective of the SDGs
Project for Creating Universal Design Communities■Project Overview○ With regard to the barrier-free city planning, both in terms of hardware and software,that has been promoted in preparation for the Tokyo 2020 Games, from theperspective of developing it as a legacy for the city, we will strongly support the effortsof municipalities, and develop universal design community development in various
areas in Tokyo.
○ Promote information barrier-free and mental barrier-free environments to create a safe
and comfortable living environment for everyone in various communities.

■Major Initiatives
Expanding universal design community
development throughout the metropolitanarea Provide strong support to municipalities to develop
barrier-free communities by integrating hardware
and software.

Project for Ensuring Stability and Expanding Work Opportunities for People
with Disabilities■Project Overview○ Realize a truly symbiotic society by promoting understanding of people with disabilities,
creating an environment where they can live safely in the community, and expanding
work opportunities for people with disabilities.

■Major Initiatives
Promoting understanding of people with disabilities Conduct public relations to further promote the use of help marks and help cards toincrease the awareness of others toward people in need of assistance and care.
 Enhance sign language awareness by holding sign language events and printing anddistributing booklets.

Establishing a safe and secure living environment
Accelerate the development of facilities for people with disabilities to live in the community.
 Provide remote sign language services and telephone proxy assistance for visitors to
the office.

Supporting employment
 Create work opportunities for people with severe disabilities through the use of
remotely operated alter-ego robots and other devices.
 Conduct surveys of companies in Tokyo to ascertain and analyze the actual status of
employment of persons with disabilities, and to investigate advanced case studies.
- 44 -

Strategy

Promoting Women’s Empowerment

Vision for the 2040s

Vision Women can choose how theywish to live.
 Half of all politicians and company
presidents are women.
 The gender gap in employment
rate and wages has been
eliminated.

Along with providing detailed support for women tailored to eachlife stage, we will work to transform social awareness and behavior
to enable both men and women to achieve a balance between acareer and family, rather than having to choose one or the other. We
will advance the participation of women in various types ofdecision-making to realize a city that is pleasant for everyone to livein.

Policy goals for 2030
 Increase in the percentage of respondents who think “women canplay an active role”
 66.9% (2020) → 72% (2026) → 75% (2030)
 Increase the percentage of women in employment
 57.9% (2021) → 62% (2026) → 65% (2030)
 Increase the rate of male employees taking childcare leave 23.8% (2021) → 50% (2026) → 90% level (2030)
 Halve the gap between men and women in time related to houseworkand childcare 5 h 20 min (2021) → 3 h 30 min (2026) → 2 h 30 min (2030)- 45 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Increase the percentage of
respondents who think “womencan play an active role”

Increase the percentage of womenin employment

Increase the percentage of people who
think Tokyo is a city where women canplay an active role to 75% (2030)

Increase the female employment rate
to 65% (2030)

80%

70%
75%

75%
70%

65%

65%

72%

62%

60%

66.9%

57.9%
57.0%

65%

55%

60%

50%

57.1%

2030

2020 2021

2026

2030

2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030

2015

2030

2029

2028

2027

2026

2026

2025

2024

2023

2021

2020

2020

2022

52.2%

Project to support women’s way of life
and work according to their wishes

Project to support women’s way of life
and work according to their wishes

Education for life planning, etc.

Increase the rate of male
employees taking parental leave

Halve the gap between men andwomen in time related tohousework and childcare

Increase the rate of male employees
taking parental leave to the 90% level(2030)Halve the gap in time related tohousework and childcare between men
and women to 2 h 30 min (FY2030)

100%
80%

5h1min

4
50.0%

60%
40%

0%

5h20min

5

90.0%

20%

6

3h30min

3
2

23.8%

2h30min

1
0.39%

2005

0
2021

2026

2019

2030

Project to change society’s mindset
toward women’s empowerment

2021

2026

2030

Project to change society’s mindset
toward women’s empowerment
Housework
andReduction Project- 46 -

Childcare

BurdenStrategy 3

Promoting Women’s Empowerment

Main Projects for Executing the Strategy
Project for Supporting Women to Lead their Lifestyles and Work Styles They
Want
■Project Overview○ Provide detailed support for women in various fields according to their life stages sothat they can choose how to live and work according to their own wishes and shine intheir own way.

■Major Initiatives
Promoting women’s empowerment in the workplace Provide support to companies that work to create a comfortable work environment,
support skill development and employment opportunities that meet the needs ofwomen, promote the activities of women business owners, etc., and work to improve
the wellness of working women.

Supporting women with various concerns and anxieties
 Establish a website where women can consult on their problems via the Internet,
develop a counseling system for spousal violence at Tokyo Women’s Plaza, etc., andpromote a project to eradicate molestation.

Project for Changing Society’s Mindset toward Female Participation■Project Overview○ In order to create a society where women’s success is a matter of course, we will
break down stereotypes and strategically develop initiatives to enable women to be
active according to their own wishes.
○ The TMG will take the lead in implementing initiatives for women’s advancement,
leading the national government, municipalities, private companies, etc.

■Major Initiatives
Building momentum for women’s empowerment
 Disseminate good examples of women’s activities, including the Tokyo Metropolitan
Women’s Activity Promotion Award; develop a powerful movement in collaboration withall actors in society; address “unconscious bias” based on gender at school, at home,etc.; and create momentum for women in management positions, etc. at companies.

Taking the initiative at the TMG
 Implement initiatives in the TMG, including promotion of childcare for male employees
and career development support for female employees.
- 47 -

Implementing Policies from the Perspective of the SDGs
Project for Alleviating the Burden of Housework and Parenting■Project Overview○ Provide multifaceted support to reduce the burden of housework and childcare so thatboth men and women can balance work and family life.

■Major Initiatives
Promoting men’s involvement in housework and childcare Implement mindset change projects for men’s participation in housework and childcare,
incentives for companies that promote childcare, and awareness-raising for managers
and others regarding childcare by men.

Reducing the burden of housework and childcare Promote flexible work styles, including telework, and reduce the burden of houseworkand childcare through the dispatch of housework and childcare supporters.

Education for Exploring Different Life Plans■Project Overview○ Create opportunities for the younger generation to form a proactive view of family andwork without being bound by stereotyped gender roles.

■Major Initiatives
Forming a proactive view of family and work Conduct educational activities for the younger generation, suchas e-learning for designing careers.

- 48 -

Strategy

Realization of a Chōju (Longevity) Society

Vision for the 2040s

Vision Chōju has entered the global lexicon.
 The average lifespan and healthy
lifespan are both over 90 years old.
 Measures to prevent dementia havespread.

In the age of the 100-year life, we will substantially change theconcept of “senior citizens” and, along with developing communities
where people can lead healthy and fulfilling lives, we will build anenvironment where each individual can actively participate in thecommunity and society as they desire.
Moreover, by advancing measures for dementia in terms of bothliving with and preventing this disease, we will realize aworld-leading, long-life society.

Policy goals for 2030
 Develop a long-term care service infrastructure Special nursing homes for the elderly
For 52,060 persons (FY2021) → 64,000 persons (FY2030)
 Long-term care health care facilities for the elderly
For 22,059 persons (FY2021) → 30,000 persons (FY2030)
 Group homes for the elderly with dementia
For 11,973 persons (FY2021) → 20,000 persons (FY2030)
 Extend healthy life expectancy
 83.09 years old for men and 86.21 years old for women (2020)→ extended (2030)*Healthy life expectancy at 65 years old (care level 2 or higher)
 Socially active elderly Percentage of elderly who engage in social activities (employment, learning,community activities, etc.)
60.5% (2020) → 70% (2026) → 75% (2030)
 Promote the activities of dementia supporters
 Mechanism for dementia supporters to be active in the community
10 municipalities (FY2021) → Establish in all municipalities (2025)- 49 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals

Develop a long-term care service
infrastructure
Developfacilities to support the lives ofExtend healthy life expectancy

the elderly (FY2030)

Extend healthy life expectancy of Tokyo
residents, both men and women (2030)

Special nursing homes for the elderly(Age)

70,00060,00050,00050,50651,35790

52,06064,0002019 2020 2021

2019
2020
2021

20,00021,885
21,82982.82 82.93

80

22,05930,0002019 2020 2021

11,727
11,369

(Age)

90

2030

2030 for the elderly with dementia
Group homes

10,000(care level 2 or higher)
83.09

2030

2019
2020
2021

20,000*Healthy life expectancy at 65 years old

2030

Long-term care health care facilities for the elderly
30,000

Male

2030

2018
2019
2020
20182019
20192021
2020
Female2030

85.92 86.02 86.21

11,97380

20,0002019 2020 2021

2030

2019
2020
2021

2030

The “Chōju” Project: Living Your Own
Way

2018
2019
2020
2018
2019
2020
2021
2022

2030

The “Chōju” Project: Living Your Own
Way
Project to Shine a Brighter Senior Life

Percentage of elderly who engage insocial activities

Promote the activities of dementia
supporters

Increase the percentage of elderly who engage insocial activities (employment, learning,community activities, etc.) to 75% (2030)
90%

Create a mechanism for dementia supporters
to work in the community in all municipalities(2025)
60

62

50
40
70%

75%

30

70%

20

61.7%

10

60.5%
50%

2015

2020

2026

2030

0

4

10

2020 2021

2025

Project to Promote Coexistence with andPrevention of Dementia

Project to Shine a Brighter Senior Life

- 50 -

Strategy 4 Realization of a Chōju (Longevity) Society
Main Projects for Executing the Strategy
Project for “Chōju” Tokyo where you can age in comfort■Project Overview○ TMG strongly supports the efforts of municipalities to improve the quality of life inorder to realize communities where everyone, including the elderly, can live in goodspirits and in their own way.

■Major Initiatives
Providing support for pioneering and cross-sectoral efforts by municipalities
 Provide support for pioneering and cross-sectoral efforts by municipalities to improve
the quality of life of the elderly.

Utilizing digital technology
 Promote task-sharing of nursing care work using nursing care robots, etc., and DX of
peripheral tasks such as cleaning and meal delivery.
 Distribute smartwatches to the elderly and collect pulse and otherdata for application development to promote health among theelderly.

Securing caregivers
 Promote employment in the nursing care industry using private-sector expertise andprovide assistance in acquiring qualifications to those who wish to work in the industry.

Developing a long-term care service infrastructure Promote the development of infrastructure for long-term care services to support the
lives of the elderly.

Project for Supporting People with Mobility Impairments■Project Overview○ Provide support for people with mobility difficulties to shop safely in the community,
such as home delivery services and mobile vending in shopping arcades.
○ Promote the formation of an efficient public transportation network in the region.
○ Develop initiatives to ensure safe, free and comfortable movement around stations,such as the installation of platform doors and elevators.

■Major Initiatives
Conducting a mobile vending service
 Provide a mobile vending service in metropolitan housing complexes to enhance
support for vulnerable shoppers who have difficulty in moving from place to place.

Enhancing and strengthening regional public transportation
 Provide technical and financial support to municipalities for their proactive efforts andinitiatives that contribute to solving regional issues.

Providing barrier-free measures at railroad stations
 Promote the enhancement of barrier-free routes and the installation of platform doors
to improve the transportation environment and make it easy for everyone to getaround.
- 51 -

Implementing Policies from the Perspective of the SDGs
Project for Making Elderly Life Fulfilling■Project Overview○ In the era of 100-year life expectancy, develop various forms of support to enablepeople to work, study, enjoy hobbies and community activities, and implement
initiatives to maintain good health.

■Major Initiatives
Taking countermeasures against the Digital Divide
 Establish familiar counseling opportunities such as smartphone classes for the elderly
and periodic consultation meetings.
 Develop human resources to solve problems related to smartphones as “TOKYO
Smartphone Supporters.”

Supporting social involvement
 Match seniors and pre-seniors with social participation activities.

Maintaining health Support local efforts to prevent frailty and the need for nursing care.

Project for Living with and Promoting the Prevention of Dementia■Project Overview○ Promote initiatives to create communities where people can live with dignity andenrich their lives even if they have dementia, and promote new dementia prevention
initiatives using AI, etc., utilizing big data accumulated by the Tokyo Metropolitan
Geriatric Hospital and Institute of Gerontology.

■Major Initiatives
Using big data to prevent dementia
 Develop a dementia research platform “TOKYO Healthy Longevity DB,” etc.

Coexisting with dementia
 Conduct training for coordinators responsible for setting up and supporting theoperation of Team Orange, which supports people with dementia.

- 52 -

Strategy

Valuing “Dwellings” and “Community”

Vision for the 2040s

Vision There are places where people can share
their troubles.
 Local communities are vibrant.
 Everyone has a place to live.

As society grays and single households increase, in order to allow
people to maintain connections and support each other, we will not only
implement new housing strategies from the perspective of placing
importance on dwellings and the community, but also strongly advanceinitiatives to create places where people can feel they belong, whichtake on various forms through a mixture of real and virtual settings,
and to strengthen safety nets and revitalize local communities.

Policy goals for 2030
 Maintain and improve the living environment Percentage of condominiums that have reported their management status among
condominiums requiring notification
83.2% (FY2021) → 92.5% (FY2026) → 100% (FY2030)
 Create places where people can feel they belong throughout Tokyo*Including Tokyo Minna de Salon
 566 places (2021) → 800 places (2026) → 1000 places (2030)
 Create places where people can feel they belong by using metropolitan
housing Establish “Tokyo Minna de Salon”
5 places (FY2021) → 70 places (FY2026) → 100 places (FY2030)
 Increase volunteer actor rates Volunteer actor rates
16.4% (2021) → 27.5% (2026) → 40% or more (2030)- 53 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Maintain and improve the living
environment
15%
Percentage of condominiums that havereported their management statusamong condominiums requiring
notification 100％ (FY2030)
100%

Create 1,000
stay canCreateplacesplaces*
wheretopeoplethroughout Tokyo (2030)
feel
they belong
Tokyo*Including
Tokyo throughout
Minna de Salon*Including Tokyo Minna de Salon

Create 1,000 places* throughout Tokyo*Including Tokyo Minna de Salon (2030)
1000(Places)100.0%
92.5%

80%

1000

900
800

83.2%

800

700
60%

600

67.8%

566

500
40%

2020 2021

2026

400

2030

466 (Reference value)2020 2021

2030

2026

Housing and lifestyle enhancement
projects that focus on people andcommunities

Project to create “our place”
for everyone

Create places where people can feelthey belong by using metropolitan
housing

Increase volunteer actor rates
Volunteer actor rates 40％ or more
(FY2030)

Establish “Tokyo Minna de Salon”
1000 places (FY2030)(Places)

100

45%

80

40%

100

35%

60
70

30%

40
20
0

40.0%

25%

5

16.4%

20%
2021

2026

Project to create “our place”
for everyone

2030

15%

27.5%

27.5%

2018

2021

2026

2030

Project for Supporting the Activities of“Community Supporters”- 54 -

Strategy 7

Valuing “Dwellings” and “Community”

Main Projects for Executing the Strategy
Project for Improving Housing and Life from the Perspective of Residents andCommunities■Project Overview○ Form an attractive living environment in cooperation with municipalities and theprivate sector, etc.

■Major Initiatives
Converting vacant houses into local resources

Promote the use of vacant houses that contribute to solving local problems, based on
proposals from the private sector.

Taking measures for aging condominiums
Promote proper management and revitalization of condominiums through support
measures such as utilization of the management status notification system anddispatch of management advisors.

Forming a quality living environmentStimulate demand for and promote the supply of housing with high environmental
performance, housing with consideration for households raising children, andcondominiums with disaster prevention measures, to form a high-quality living
environment that meets the needs of the era.

Project to Create “Our Place”■Project Overview○ Support the efforts of municipalities to create various types of “places where people
can feel they belong” throughout the community where people can gather, socialize,
and share their concerns, both in real life and online.

■Major Initiatives
Supporting pioneering and cross-sectoral efforts by municipalities

Support the efforts of municipalities to create various “places where people can feelthey belong” from both software and hardware perspectives.

Creating local hubs and exchanges
 Implement programs that lead to interaction among local residents inthe meeting halls and plazas of metropolitan housing, creating places where anyone
can gather and connect with each other.

- 55 -

Implementing Policies from the Perspective of the SDGs
Support Project for Leaving No One Behind■Project Overview○ Strengthen the safety net so that people with various worries and anxieties, such as
children, youth, single parents, the needy, the disabled, the elderly, and shut-ins, canlive their lives without being isolated from society.

■Major Initiatives
Promoting initiatives that span all people and attributes
Promote comprehensive measures to prevent suicide and create
diverse places to live.

Enhancing efforts to meet the circumstances of those withdifficulties
Strengthen support for shut-ins and provide assistance to the needy and those whohave lost their housing.

Project for Supporting the Activities of “Community Supporters”■Project Overview○ Establish a volunteer culture as a legacy of the Tokyo 2020 Games, build a platform
for those involved in volunteer and other activities at the Games and strengthen thesystem to support volunteer and other activities.

■Major Initiatives
Enhancing a volunteer culture and human resources to support thecommunity

Build and operate the Tokyo Volunteer Legacy Network system.

- 56 -

Strategy

Developing a Safe and Secure City

Vision for the 2040s
Vision Tokyo is the world’s safest city.
 Disaster news no longer includes
reports of victims.

To prepare for a major earthquake directly striking the capital, which
could happen at any time, and disasters such as typhoons and torrential
rain, which are becoming an almost daily occurrence, we will fully harness
the power of DX through the use of digital technology such as AI andupgrade preparations, taking both structural and non-structural
approaches, to protect the lives and assets of the people of Tokyo.
In order to remain a safe and secure city where residents can live with peaceof mind, the city will strengthen police and firefighting capabilities,
revitalize local initiatives, and build a medical system that responds tothe needs of an aging society.

Policy goals for 2030
 Advance further construction of regulating reservoirs
 Total storage capacity of regulating reservoirs in Tokyo
2.64 million cubic meters (FY2021) → Approx. 3.6 million cubic meters (FY2025)
 Put new regulating reservoirs into operation (cumulative)
0.8 million cubic meters (FY2021) → Approx. 1.45 million cubic meters (FY2026)→ Approx. 1.5 million cubic meters (FY2030*)*Aiming to achieve the goal ahead of schedule from FY2030
 Accelerate the removal of utility poles throughout Tokyo All metropolitan roads
Approx. 45％ (FY2021) → Approx. 55％ (FY2026) → Aim to complete (2040s)
 Increase the number of families practicing disaster readiness actions
 Percentage of households implementing disaster readiness actions
82.7％ (2021) → 86.8％ (2026) → 90.0％ (2030)- 57 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Advance further construction of regulating reservoirs
Total storage capacity of operating regulating
reservoirs throughout Tokyo (cumulative total)
Approx. 3.6 million cubic meters (FY2025)

Put new regulating reservoirs into operation(cumulative)
Approx. 1.5 million cubic meters (FY2030)*(Million m3)*Aiming to achieve the goal
ahead of schedule from FY2030(Million m3)

3.8

2

3.6
3.4

Approx.
3.6

Approx.
2.56

3.2

Approx.
0.8

1.5

3
1

2.8
2.6

Approx.
2.64

2.4

Approx.
1.45

Approx.
1.5

2026

2030

0.5
Approx.
0.35

2.2
2

0
2020 2021

2025

2020 2021

Promotion of hardware development, etc. to protect lives and livelihoods from flood
damageAccelerate the removal of utility
poles throughout Tokyo
All metropolitan roads aim tocomplete (2040s)

Increase the number of families
practicing disaster readinessactions

Percentage of households practicing
disaster readiness actions: 90% (2030)
90%

100%

89%
100％

88%

88.4%

90.0%

87%
86%
50%

86.8%

85%

55%

84%
83%

44%

45%

82%
81%

0%
2020 2021

2026

Utility Pole-Free Project

2040s

82.7%

80%
20202021
2021
2020

2026
2026

2030
2030

Disaster Readiness Action Practice Project- 58 -

Strategy 8 Developing a Safe and Secure City
Formulated the “TOKYO Resilience Project” - Aiming for “peace of mind forthe next 100 years”
Presented the goals and measuresto achieve them in the 2040s in
response to the five crises andcomplex disasters facing Tokyo

backcasting perspective•

Volcanic
Earthquake Eruption
Disruption of power,
communication, etc.

Level up measures based on common assumptions(common perspective) across all bureaus from a

Storm
and
Flood
Damage6•Develop highly effective measures that combine
software with a focus on hardware•

Promote policies based on the perspective ofcollaboration with diverse actors

New Infections

Tokyo’s Goals in the 2040s for Resilience
Protect Tokyo
Build a city that will not Maintain urban
residents fromincreasingly severe collapse or burn, and will activity even insurvive even in the event the event of anwind and floodof a major earthquake
eruptiondamageEliminateconcerns about Build a citythat ispower,
resistanttocommunications,
infectious
and data in theevent of a disaster diseases

Risk of compounded disasters that cause extensive and prolonged damage

Main Projects for Executing the Strategy
Promotion of Infrastructure Building to Save Lives from Flood Disasters■Project Overview○ As a countermeasure against increasingly severe and frequent torrential rain disasters,
promote various initiatives throughout the basin, as well as support for opening andclosing of sluice gates, etc., using cutting-edge technology.

■Major Initiatives
Countermeasures for rivers after heavy rainfall Improvement of river safety through improvement ofriverbanks, regulating reservoirs, etc.

Facility management using cutting-edge technology
 Analyze data on water levels, typhoon paths, etc. using AI,
etc., and predict water level fluctuations to support theoperation of sluice gates, etc.

- 59 -

Implementing Policies from the Perspective of the SDGs
Utility Pole Removal Project■Project Overview○ In order to prevent utility poles from collapsing during earthquakes, windstorms, andfloods, and to facilitate smooth response in times of disaster, we will actively eliminate
utility poles not only on metropolitan roads, but also on municipal roads and private
developments, and expand initiatives on an area-wide basis.
○ Further promote the elimination of utility poles throughout the metropolitan area by
supporting the development of municipal roads and strengthening community
development efforts.

■Major Initiatives
Eliminating utility poles on metropolitan roads and waterfront roads Double the scale of renovation on metropolitan roads and waterfrontroads to speed up the project.

Eliminating utility poles in island areas
 Advance the elimination of utility poles in island areas in accordancewith the “Tokyo Metropolitan Government’s Island Area Pole-Free
Improvement Plan.”

Work with the private sector to eliminate poles on an
area-wide scale Advance the elimination of utility poles at every opportunity forcommunity development.

Example ofelimination ofutility poles

Project for Disaster Prevention Actions and Practices■Project Overview○ Minimize damage in the event of a disaster through cooperation among private
businesses, the community, and the government, in addition to individual
implementation of measures based on correct knowledge of disaster readiness.

■Major Initiatives
Acquiring knowledge about disaster readiness Renew “Tokyo Disaster Readiness” and “Tokyo Disaster Readinessin Life,” which describe specific actions to be taken in the event of adisaster, and distribute them to all households in Tokyo.
 Implement school disaster education using digital educational materials utilizing VR
and other advanced technologies.

Applying knowledge and practicing disaster readiness measures
 Update the “Tokyo Disaster Readiness App” with useful content to improve disaster
response capabilities.
 Promote daily reserve stockpiling practices through “Tokyo Stockpiling Navi.”- 60 -

Strategy

Enhancement of Urban Functions

Vision for the 2040s
Vision Sustainable urban development withaccessible greenery andpeople-centered walkable spaces A city that is constantly being updated

We will create spaces for people to gather and relax, through utilizing andrenovating Tokyo’s public spaces and urban areas to make open spaces withgreenery and waterside features, and update and transform Tokyo into a
cutting-edge city by promoting the integration of diverse, high-quality urban
functions, introducing state-of-the-art technology, etc. We will transform Tokyo
into a world-class, attractive city by extending the service life of andrenewing our urban infrastructure in a planned manner.
We will further enhance the road system, public transportation network,and airport, harbor and logistics functions that help maintain Tokyo and its
people, and also engage in initiatives from the individual’s perspective, suchas ensuring that pedestrians and cyclists can travel on roads safely andcomfortably.

Policy goals for 2030
 Promote the activities of community development groups
 Number of area management groups
95 groups (FY2021) → 114 groups (2026) → 120 groups (2030)
 Advance the development of bicycle lanes
 Advance the development of bicycle lanes (Priority sections for development)
Approx. 339km (FY2021) → Approx. 468km (FY2026) → Approx. 570km (FY2030)
 Advance the development of major arterial roads Rate of completion (Radial roads in Special ward area)
72% (FY2021) → 73% (FY2026) → 76% (FY2030)
 Rate of completion (Loop roads in Special ward area)
76% (FY2021) → 78% (FY2026) → 83% (FY2030)
 Rate of completion (North-south roads in Tama area)
82% (FY2021) → 85% (FY2026) → 92% (FY2030)
 Rate of completion (East-West roads in Tama area)
70% (FY2021) → 70% (FY2026) → 79% (FY2030)- 61 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Promote the activities ofcommunity development groups

Advance the development ofbicycle lanes

Number of community
development groups registeredunder the “Tokyo’s Stylish
Streetscape Promotion Ordinance”
120 groups (2030)

Advance the development ofbicycle lanes (Priority sections fordevelopment)
570km (Cumulative total)(FY2030)

120(Groups)600

95 Groups

120Groups114
Groups

100

570km

500

320km
400

468km

339km

90 Groups
80

20202021

2026

2030

300

2020 2021

2026

2030

Project for the creation of familiar andcomfortable roads

People-centered walkable city project

Advance the development of major arterial roads
Radial roads in Special ward area
Rate of completion 76% (FY2030)

Loop roads in Special ward area
Rate of completion 83% (FY2030)

80%

85%

83%

80%

75%

76%
70%

72%

72%

73%

75%

76%

78%

74%
65%

2020 2021

2026

2030

70%

2020 2021

2026

North-south roads in Tama area
Rate of completion 92% (FY2030)

East-West roads in Tama area
Rate of completion 79% (FY2030)

95%

90%

90%

92%

80%

85%
80%

80%

82%

75% 2020 2021

85%
2026

70%
79%

70%

70%
60% 2020 2021
2030

70%
2026

Project to form a smooth road network that is easy for everyone to use- 62 -

2030

2030

Strategy 9 Enhancement of Urban Functions
Main Projects for Executing the Strategy
Urban Development Project for a People-centered, Walkable City
■ Project Overview○ Shift the focus from cars to people when remaking road spaces and station areas,
improve free passageways and decks at railway stations, enhance the environment
for bicycle use, create green spaces, and promote initiatives to make it easier for
people to walk around the city and improve circulation.

■ Major Initiatives
Promoting the activities of community development groups
 Enhance opportunities to utilize public open spaces and other public spaces by
expanding the registration system for community development groups.

Using roads as valuable spaces for urban “spaciousness
creation”
 Promote initiatives on pedestrian-friendly roads (commonly known
as “Hokomichi”) in order to enable roads to be used by restaurants,
shops, etc. and to create “lively” roads.

Further Improvement of Public Transportation Network■ Project Overview○ Systematically promote the development and enhancement of the railway network,
which contributes to strengthening international competitiveness by improving accessto overseas countries, improving the vitality and attractiveness of the Tama area, andmaking the railways more comfortable to use.
○ Promote initiatives to enable users to move around safely and freely by installing
platform doors, multiple barrier-free routes, etc.

■ Major Initiatives
Strengthening the rail network in central Tokyo and Tama
 Accelerate discussions and coordination with railway operators and other stakeholders
and initiate projects, thereby promoting efforts to develop a new rail network.

Barrier-free measures at railway stations
 Improve the transport environment to make it easier for everyone to get around, andpromote barrier-free routes and the installation of platform doors.

- 63 -

Implementing Policies from the Perspective of the SDGs
Project for Creating a Smooth Road Network Accessible to All■ Project Overview○ Realize comfortable road traffic by promoting road improvements towards thecompletion of the arterial road network and the clearing of level crossings throughcontinuous multi-level crossing projects, and integrate the functions of the Greater
Tokyo Area through the formation of a road network across metropolitan andprefectural borders.

■ Major Initiatives
Enhancement of the arterial road network
 Advance the development of road networks that contribute to
reducing traffic congestion in order to strengthen urban functions andstimulate economic activity.

Multi-level crossing

Loop road 2(between Tsukiji
and Shimbashi) Promote continuous multi-level crossing projects to clear a total of
463 level crossings and create a congestion-free, safe and secureroad network.
Loop road 5 no. 1(Sendagaya)

Project for Creating Convenient Road Spaces for Everyday Use■ Project Overview○ Promote initiatives such as the formation of a wide-area bicycle network and the
spread of bicycle sharing under the Tokyo Metropolitan Government’s Plan for the
Promotion of Bicycle Use, in order to develop safe and comfortable bicycle paths andenhance the environment for bicycle use.

■ Major Initiatives
Further enhancement of the cycling environment
 The national government, the TMG and municipalities work together to advance thedevelopment of continuous bicycle paths.
 Strengthen links between bike sharing and public transport.

- 64 -

Strategy

Tokyo as a City of
Culture and Entertainment

Vision for the 2040s

Vision After overcoming the battle against
COVID, people from all over the world
gather in Tokyo once again.
 A true entertainment city will be realized
where tourist content and art abound infamiliar and open places around town.


By refining Tokyo’s well-known tourism resources, marketing
Tokyo in a concerted national effort involving wide-area, organic
cooperation with other local governments across Japan, and fully
utilizing Tokyo’s soft power, which is the city’s strength, we willtransform Tokyo into a powerhouse that keeps generating “enjoyment”
and attracting people.

Policy goals for 2030
 Increase spending by domestic tourists to Tokyo 4.8 trillion yen (2019) → 5.3 trillion yen (2026) → 6 trillion yen (2030)
 Increase foreign tourists to Tokyo 15.18 million (2019) → 20 million (2026) → Over 30 million (2030)
 Increase the percentage of people who “enjoy the cultural environment”
 49.8% (2022) → 60% (2026) → 70% (2030)
 Increase the percentage of people who “engage in cultural activities”
 30.1% (2017) → 32% (2026) → 40% (2030)- 65 -

Implementing Policies from the Perspective of the SDGs

兆

Progress on policy goals
Increase spending by domestic
tourists to Tokyo

Increase foreign tourists to Tokyo

Spending by domestic tourists toTokyo: 6 trillion yen (2030)

Foreign tourists to Tokyo:
Over 30 million (2030)
40(trillion yen)(million people)

6

4.8 trillion yen
4

2.7 trillion yen

6 trillion
5.3 trillion yen
yen

2

20

15 million
people3 million
people10

1 trillion yen
02019 2020 2021

2026
2026

2030
2030

over 30 million
people30

020 million
people0.1 million people

2019 2020 2021

2026
2026

2030
2030

*In 2021, the survey was cancelled in the first to third quarters due to
COVID-19. There are no estimates of annual values, only actual results
for the October-December period.

*In 2021, the survey was cancelled in the first to third quarters due to
COVID-19. There are no estimates of annual values, only actual results
for the October-December period.

Project for Creating Attractive Tourism
Content

Project for Creating Attractive Tourism
Content
Project for Strategic Tourism Promotion
as All-Japan
Tourism Marketing in Anticipation of the
Post-COVID Era

Project for Smart Tourism CenteredaroundExperiences
and
On-Foot
Sightseeing

Increase the percentage of people
who “enjoy the culturalenvironment”

Increase the percentage of people
who “engage in cultural activities”

Increase the percentage of people who“enjoy the cultural environment” to70% (2030)

Increase the percentage of people
who “engaged in cultural activities”
in the last year to 40% (2030)

80%

50%

70.0%

40.0%

40%
60%
30%

60.0%

30.1%

52.9%
49.8%
40%

2017

2022

20%

2026

2030

Project for Creating and Spreading Art
and Culture by Combining the Physicaland Virtual Worlds
Project for Improving Well-Being throughArt and Culture

2017

32.0%

2026

2030

Project for Supporting People Engaged in
Art and Culture
Project for Making Art and Entertainment
Part of Everyday Life

- 66 -

Strategy 15 Tokyo as a City of Culture and Entertainment
Main Projects for Executing the Strategy
Project for Creating Attractive Tourism Content■ Project Overview○ Stimulate demand for micro tourism and other forms of domestic tourism bydeveloping and disseminating new tourism content based on regional characteristics,
thereby increasing tourism consumption and revitalizing the tourism industry in Tokyo.

■ Major Initiatives
Creating new fun and excitement at night in Tokyo Hold “TOKYO LIGHTS” with the international projection mapping
convention as a core event, and develop projection mapping in Tokyoin cooperation with private companies.

Promoting Tokyo’s “Food” Attractiveness Invite influencers, etc., spread Tokyo’s food attractiveness throughSNS, etc.

Supporting the promotion of tourism using Japanese culture Support for tourism event projects and information dissemination
projects utilizing Japanese culture and arts such as art, music,
traditional performing arts, shrines and temples.

Tourism Marketing in Anticipation of the Post-COVID Era■ Project Overview○ Raise the expectations of people around the world for Tokyo tourism by disseminating
tourism information and developing tourism content with a post-COVID perspective,
and use the recovery of inbound tourism as an opportunity for further development of
the tourism industry.

■ Major Initiatives
Promoting the Tokyo Brand
 Enhance PR activities with brand icons, including PR using a varietyof PR media, etc.

Environmentally friendly MICE Support the initiatives of environmentally conscious organizers by operating a support
desk, subsidizing expenses, and other means.

Next-generation MICE Promote attractive MICE by supporting hybrid event formats, utilizing
the metaverse, etc.
- 67 -

Implementing Policies from the Perspective of the SDGs
Project for Creating and Spreading Art and Culture by Combining the Physicaland Virtual Worlds■ Project Overview○ Create and disseminate art and culture through a hybrid of real and virtual media inorder to bring joy back into people’s daily lives and enrich and energize their lifestyles.

■ Major Initiatives
Utilizing digital technology
 Develop a creative base for art and design using digital technology (Civic Creative
Base Tokyo), and digitize and sequentially open to the public the collections ofmetropolitan cultural facilities.

Promoting local arts and culture Subsidize local art and cultural activities by residents, develop art inthe city center through collaboration among diverse entities, andsupport activities to experience traditional performing arts.

Project for Making Art and Entertainment Part of Everyday Life
■ Project Overview○ With an eye on the post-COVID era, leverage Tokyo’s soft power strengths as well as
the cultural legacy of the Tokyo 2020 Games to create a Tokyo where people can once
again gather and enjoy themselves.

■ Major Initiatives
Providing opportunities to experience art and culture Subsidize the organization of cultural events such as “Tokyo Festival,”“Roppongi Art Night,” “TOKYO MET SaL.aD MUSIC FESTIVAL,” andother festivals and art projects in a variety of genres.

Promoting contemporary art
 Hold art book fairs, organize gallery tours to major art spots scatteredthroughout Tokyo, and co-host art festivals with private businesses.

Supporting artists and other activities
 Send arts management personnel, etc. overseas, support small- and medium-sizedarts and cultural organizations, provide ateliers at low cost, and establish support
centers to support the sustainable activities of artists, etc.

- 68 -

Strategy

Sports Field Tokyo

Vision for the 2040s

Vision The entire city has evolved into a sports
field where everyone can enjoy sports.
 The power of sports improves the qualityof life in Tokyo.

We will create a “Sports Field Tokyo” where people can enjoy thepower of sports by providing various environments for playing,watching, and supporting sports as well as developing para-sports
into a popular activity.

Policy goals for 2030
 Make the percentage of Tokyo residents participating in sports the highest
in the world 65.9% (2022) → Over 70% (2026) → World’s highest level (2030)
 Increase the rate of sports participation by Tokyo residents with disabilities
 35.2% (2022) → 42.0% (2026) → 50% (2030)
 Certified sports promotion companies: 1,000 companies 366 (FY2022) → 740 (FY2026) → 1,000 (FY2030)
 Improve the percentage of Tokyo residents interested in para-sports
 43.2% (2022) → 63.0% (2026) → 80% (2030)- 69 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Make the percentage of Tokyo
residents participating in sports
the highest in the world

Increase the rate of sports
participation by Tokyo residents
with disabilities

Improving the percentage of Tokyo
residents who play sports at least once aweek to 70%, and further to the highest
level in the world (2030)

Improving the percentage of Tokyo
residents with disabilities who playsports at least once a week to 50% (2030)

The highest levelin the world

80%

68.9%

70%

Over 70％

60%
50%

65.9%

60%

50.0%
40%

60.4%

35.4%

42.0%

50%

35.2%

30%

40%

39.2%

30% 20072020 2021 2022 2026

2030

31.9%

20%

2020 2021 2022

2026

2030

Sports Field Tokyo ProjectPara-sports City ProjectSports Wellness City Project

Support Project for “World Athletics andDeaflympics”

Support Project for “World Athletics andDeaflympics”

Certified sports promotion
companies: 1,000 companies

Improve the percentage of Tokyo
residents interested in para-sports
Improving the percentage of peopleinterested in para-sports to 80%(2030)

Increasing certified sports promotion
companies to 1,000 (2030)
1,000
900

1,000

800

80%

700
500
300
200

60%

333
319

40%
30%

202020212022

53.0%

63.0%

50%

366

100
0

80.0%

70%

740

600
400

90%

2026

Sports Field Tokyo Project2030

43.6% 43.2%
2020 2021 2022

2026

2030

Para-sports City Project
Support Project for “World Athletics andDeaflympics”- 70 -

Strategy 16 Sports Field Tokyo
Main Projects for Executing the Strategy
Sports Field Tokyo Project■Project Overview○ Create a city where sports are integrated into the daily lives of residents, bydeveloping various places in daily life where sports can be played and by creating new
ways to enjoy sports■Major Initiatives
Implementing sporting events, etc.
Organize bicycle competitions and events, “Tokyo Marathon” and“Tokyo Legacy Half Marathon,” and sports experience events incooperation with professional sports teams.

Carrying on and developing the Olympic and Paralympic Games legacy
Exchange opinions, including lectures and reports, on the construction and operationof a digital archive of the assets of the convention.

Expanding the volunteer base Continue and expand games-related volunteer and other activities through the Tokyo
Volunteer Legacy Network.

Attracting and supporting international games, etc.
Assist in attracting and hosting international tournaments, and promote Tokyo’s
attractiveness and strengths overseas in order to attract international tournaments
and host the U15 Women’s Softball World Cup 2023.

Para-sports City Project■Project Overview○ As a legacy of the world’s first city to host two Summer Paralympic Games, makepara-sports a popular activity and promote initiatives that can be enjoyed by people
with and without disabilities.

■Major Initiatives
Improving the para-sports environmentSupport the establishment of exercise habits for handicapped children andhandicapped people, the use of e-sports in para-sports, and the development ofsports environments in wards and municipalities, including the construction of courts
where para-sports can be played.

Improving the competitiveness of para-sportsDiscover, develop, and strengthen para-athletes, and strengthen the organizationalbase and management capabilities of athletics organizations.

Disseminating the appeal of para-sports

Disseminate information about para-sports and create opportunities to experiencepara-sports.

- 71 -

Implementing Policies from the Perspective of the SDGs
Sports Wellness City Project■Project Overview○ Create new values and attractions centered on sports through the promotion of DX sothat everyone can enjoy sports and achieve wellness.

■Major Initiatives
Creating opportunities to play sports in the local communityEnhance the local sports environment, including hosting urban fitness events using
urban spaces and supporting local sports clubs.

Creating an environment for continuous sporting activities


Introduce fitness activities that are fun for children, the elderly, and others through theuse of videos, etc.

Utilizing the Ariake Legacy AreaManage the Ariake Arena and develop the Ariake Urban Sports Parkutilizing private-sector expertise.

Support Project for “World Athletics and Deaflympics”■Project Overview○ Taking the opportunity of hosting the World Athletics and the Deaflympics in Tokyo in
2025, help to make Tokyo an inclusive city where all people shine through the powerof sports, and expand new fields for a brighter future.

■Major Initiatives
Building momentum for the event
 Conduct public relations to seize the opportunity two years before the Games, andprovide educational collaboration to send athletes to schools.

Promoting universal communication


Identify technology for promoting universal communication.

Fostering human resources for international sign language

Foster human resources with international sign language skills
necessary to run the games, etc.

Promoting preparations for the competitionsCreate the necessary support structure and plans to ensure that preparations for thegames proceed without delay.

Providing support for deaf sports organizationsSupport athletic activities and the activities of deaf sports organizations (central
athletics organizations) in Tokyo.

- 72 -

Strategy

Olympic and Paralympic Legacy

Vision for the 2040s

 Develop the Olympic and Paralympic
Visionlegacy as a legacy for the city, thus
enriching the lives of Tokyo residents.

Despite the unprecedented circumstances of the COVID
pandemic, the one-year postponement of the Games, and nospectators, we were able to make the Tokyo 2020 Games a
success with the cooperation of many people. We will continue todevelop the various hardware and software legacies createdthrough the Games and create a “Future Tokyo” that is full of
diversity and inclusiveness.

Initiatives for Tokyo 2020 Games

Safety and Security
Urban Planning

Education andDiversity

Sports and
HealthEnvironment andSustainability

Participation and
Collaboration

Economy andTechnology

Culture andTourism

Support for recovery indisaster-affected areas

After Tokyo 2020 Games

Develop as a legacy for the city
- 73 -

Make theTokyo 2020
Games a newmodel for the
Olympic andParalympic
Games

Develop theTokyo 2020
Games as alegacy for thecity and enrich
the lives ofTokyo
residents

Strategy 19

Olympic and Paralympic Legacy

Safety and Security
 Utilizing the “crisis management” initiatives of the Games as a legacy, promote
initiatives to realize a city where citizens can live in peace and security.
 Further promote and accelerate efforts to eliminate utility poles throughout Tokyo.

Urban Planning Create attractive new aspects of Tokyo through the strategic use of athletic facilities.
 Improve transportation access in the Bay Area with the Games as an opportunity. Builda city where people can move around conveniently and comfortably, through initiatives
such as opening the former athletes’ village site.

Sports and Health Extend the connections to sports everywhere and evolve the entire city into a “sports
field” where everyone can enjoy sports.
 Create a cycle in which athletes from Tokyo are also active in their local communities,
expanding the base of sports.
 Further develop various initiatives for the Games and create an environment where
people can enjoy para-sports regardless of disability.

Participation and Collaboration
 Promote initiatives to pass on the memory of the Games to the next generation as alegacy, including the construction and operation of a new digital archive.
 Establish volunteerism as a culture and create a mutual aid society where everyone
supports each other.

Culture and Tourism
 Utilizing the experience of the Games, promote the evolution of Tokyo into a city thatabounds with culture and entertainment and continues to generate “fun.” Evolve into a tourist city that people want to visit over and over again by utilizing thelegacy of the Games in Tokyo and neighboring prefectures, etc.

Education and Diversity
 Promote efforts to realize the convivial society that was felt at the Games, including theOpening and Closing Ceremonies, where diverse people were energized.
 Promote universal design community development throughout Tokyo, including
promoting barrier-free access in all areas of the city.
 Continue and develop the “School 2020 Legacy” as an educational activity that willcontinue long after the Games.

Environment and Sustainability
 Develop advanced initiatives at the Games and promote efforts to realize “ZeroEmission Tokyo.” Build comfortable, environmentally friendly cities through initiatives such as thetransition to a circular economy.

Economy and Technology
 Establish the “Smooth Biz” initiative as a legacy of the Games and realize a society
where all people can work and play actively.
 Implement the cutting-edge technology utilized at the Games into the city to create a“Smart Tokyo.” Maximize the economic impact of the Games and contribute to the sustainable
development of Tokyo and the Japanese economy.

Support for recovery in disaster-affected areas
 Inherit the ties that have been built with disaster-affected areas for the next generation
by implementing exchange programs in these areas through sports and otheractivities.
- 74 -

Strategy

Making Tokyo a City
Filled with Water and Greenery

Vision for the 2040s

Vision The clear waters of the Tamagawa Josui
water channel and rivers are restored.
Fireflies dance at the Outer Moat of theImperial Palace.
 A pleasant living environment surrounded bywater and greenery is preserved in the Tamaarea and Tokyo Islands.

From the perspective of curbing the effects of climate change andrealizing a relaxed and enriched way of life that is also compatible withthe “new normal,” water and greenery in cities are taking on growing
importance.
By increasing various types of greenery, such as parks and green
spaces, and enriching the waterfront, we will make Tokyo aworld-class city.

Policy goals for 2030
 Promote green creation initiatives
 New openings of metropolitan parks
Cumulative total 2,045 ha (FY2021) → Cumulative total 2,098 ha (FY2026) →Cumulative total 2,168 ha (FY2030)
 New openings of maritime parks
Cumulative total 878 ha (FY2022) → Cumulative total 940 ha (FY2026) →Cumulative total 980 ha (FY2028)
 Preserve farmland Designation of “Agricultural Landscape Fostering Districts”
5 locations (FY2021) → 9 locations (FY2026) → 15 locations (FY2030)
 Create a lively atmosphere using river spaces
 “Sumida River Terrace” open to the public
34.3 km (end of FY2021) → 36.6 km (FY2026) → 47.5 km *Completed for thewhole river (FY2030)- 75 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Promote green creation initiatives
Open 107 ha of new marine parks (byFY2028) *Total open area: 873 ha ⇒980 haOpen 130 ha of new metropolitanparks (by FY2030) *Total open area:
2,038 ha ⇒ 2,168 ha
(ha)

2200

1000

(ha)

980

2168
2100

940

900
2098

878
873

2045
2000

2038
2020 2021

2026

2030

800

2020

2022

2026

2028

Project to Realize a Tokyo Filled with Greenery

Create a lively atmosphere using

Preserve farmland

river spaces

Designation of “AgriculturalLandscape Fostering Districts”
15 locations (cumulative total)(FY2030)“Sumida River Terrace” open to the
public 47.5 km (FY2030)(km) (Completed for the whole river)50

15(Locations)

15

40

10

５

9

2020 2021

2026

36.6

30

5

0

34.1

20

2030

Project to Realize a Tokyo Filled with
Greenery- 76 -

47.5

34.3

2020 2021

2026

2030

Project for Combining Community
Development and Waterside Restoration

Strategy 13 Making Tokyo a City Filled with Water and Greenery
Main Projects for Executing the Strategy

Project to Realize a Tokyo Filled with Greenery■Project Overview○ Promote efforts to increase the quantity and quality of greenery throughout Tokyo bytaking every opportunity to improve parks and green spaces, conserve agriculturalland and natural areas, and create greenery in private urban development, etc.

■Major Initiatives
Developing new and expanded metropolitan parks, etc.
 Promote the creation of sustainable and attractive cities by creating comfortable urban
spaces through subsidies for new and expanded metropolitan parks and thedevelopment of municipal parks.

Preserving and utilizing farmland Preserve urban farmland for the stable continuation of agriculture andthe formation of a favorable urban environment, as well as for use asparks and civic farms where people can experience agriculture.

Improving the environment to help conserve biodiversity
 Promote biodiversity conservation and understanding by expanding the designationand maintenance of biodiversity-friendly conservation areas, developing conservation
policies for rare species, and using digital media to communicate the appeal of nature.

Project for Combining Community Development and Waterside Restoration■Project Overview○ Create a lively space where people can relax and enjoy themselves by making themost of the attractiveness of the waterfront in cooperation with local communities andprivate businesses, etc.
○ Promote the revitalization of boat transportation that contributes to the creation of alively atmosphere around the waterfront and boat landing areas, etc. by developing
waterfront sites in conjunction with urban development and connecting these sites.

■Major Initiatives
Developing waterfront space that is spacious and enriched by the Sumida
River, etc.
 Enhance the attractiveness of the waterfront by promoting studies to strengthen thewaterfront flow line and develop a base, and expand initiatives in the downstream areaof the Sumida River to new areas such as the upstream area.

Utilizing boats as a means of transportation
 Study and support the use of boats as a means of daily transportation, such as- 77 -

Implementing Policies from the Perspective of the SDGs
commuting to work, etc.

Developing communities that face the waterfront
 In conjunction with the redevelopment of the Nihonbashi area, create an internationalcommercial and tourist area that takes advantage of the waterside environment andboat transportation on the Nihonbashi River.

Outer Moat Cleaning Project■Project Overview○ Improve the water quality of the outer moat, a historical asset, in order to make Tokyo
worthy of being called a “city of water” and enrich the city. Vitalize the entire region by
providing a place of healing for people working in the heart of the city and by creatinga dignified landscape■Major Initiatives
Making efforts to guide water to the outer moat, etc.
 Promote the design of facilities necessary for conveying water to improve the water
quality of the outer moat and restore it to a waterfront where people can relax andenjoy.
 Conduct structural integrity surveys, etc. on Tamagawa-josui waterworks in order toexamine the possibility of water flowing from the Tama River.

Project for Providing a Stable Supply of Safe, Tasty Water and Realizing a
Good Water Cycle■Project Overview○ Enhance the water conservation function of forests to ensure stable river flows andconserve the Ogouchi Reservoir.
○ Promote the conservation of water quality in public waters while ensuring a stablesupply of high-quality water for the future.

■Major Initiatives
Stably supplying safe and tasty water Improve the water conservation function of the forest through conservation
management of “The Water Conservation Forest.”
 Ensure a stable supply of high-quality water by introducing new water treatment
technology that can appropriately respond to changes in raw water quality due toclimate change.

Improving the quality of treated sewage effluent
 Introduce advanced treatment technology to remove nitrogen and phosphorus fromsewage at sewage treatment facilities to improve the quality of water discharged.

- 78 -

Strategy

Zero Emission Tokyo

Vision for the 2040s
 Net zero carbon emissions in Tokyo by
Vision2050
 Realization of sustainable use ofresources

With the whole world facing a critical situation due to the serious
impacts of climate change, it is the responsibility of Tokyo, as a large
consumer of energy, to realize Zero Emission Tokyo by 2050 andcontribute to the world’s net zero carbon emissions.
To this end, we will advance initiatives through all possible methods,
including the utilization of renewable energies and hydrogen.

Policy goals for 2030
 Reduce greenhouse gas emissions (compared to 2000)
 3.7% reduction (preliminary FY2020) → 50% reduction (2030)
 Reduce energy consumption (PJ) (compared to 2000)
 27.3% reduction (preliminary figures for FY2020) → 50% reduction (2030)
 Share of electricity consumption from renewable resources 19.2% (FY2020) → Approx. 30% (FY2026) → Approx. 50% (FY2030)
 Build the foundation for realizing a hydrogen society
 Promoting the expansion of demand and social implementation of hydrogen (2030)- 79 -

Implementing Policies from the Perspective of the SDGs

Progress on policy goals
Reduce greenhouse gas
emissions
Reducing greenhouse gas
emissions (compared to 2000)
50% reduction (2030)
10%

Reduce energy consumption (PJ)
Reducing energy consumption (PJ)
(compared to 2000)
50% reduction (2030)

2.8％
-10%

-0.3%

-24.2%-25.7%

-3.7%

-10%

-27.3%

-30%
-50％

-30%

-50％

-50%2018 2019

2020

2030

-50%

Share of electricity consumption
from renewable resources
Increasing the ratio of renewableenergy electricity use to about 50%(2030)

About 50%
About 30%
19.2%

20%
17.3%
15.3%
0%

2018 2019 2020

2026

2020

Zero Emission Energy Project

Zero Emission Energy Project40%

2018 2019

2030

Zero Emission Energy Project- 80 -

2030

Strategy 14

Zero Emission Tokyo

Main Projects for Executing the Strategy
Zero Emission Energy Project■Project Overview○ Accelerate various initiatives from the perspective of sustainable recovery, incooperation with various entities such as Tokyo residents, businesses, municipalities,
and universities.

■Major Initiatives
Expanding the use of renewable energy
 Focusing on "roofs," a characteristic of Tokyo with its highconcentration of buildings, make the installation of photovoltaic power
generation systems mandatory for new residences and large-scalebuildings in Tokyo from April 2025.
 Provide support for individuals and companies to promote the installation of solar
power generation and storage batteries in homes and businesses.
 In order to increase the percentage of renewable energy supplied to Tokyo, impose onelectricity suppliers the obligation to set targets for the percentage of renewable energy
based on the target level set by the TMG, and support the development of renewableenergy generation facilities outside of Tokyo for businesses, etc.

Expanding zero emission buildings
 Promote advanced technologies and a high level of energy conservation andrenewable energy use through subsidies to developers and urban development
programs.
 Promote energy conservation in buildings through mandatory compliance of newbuildings with insulation and energy efficiency performance requirements andsubsidies for energy conservation retrofits of existing buildings.
 Strengthen the cap-and-trade system for large establishments.
 Support the introduction of energy-saving equipment and the creation of emissions
trading cases to promote energy conservation in small and medium-sized
establishments.

Providing technical development support, international collaboration, etc.
 Provide support for the development of environment-related technologies such as
perovskite solar cells, support for the business transformation of SMEs, and creation offunds.
 Collaborate with C40 member cities and other cities around the world.

Zero Emission Mobility Project■Project Overview○ Promote initiatives to realize a city of the future where ZEVs (FCVs, BEVs, PHEVs)
and other vehicles will come and go.

■Major Initiatives
Strongly promoting ZEVs and other vehicles running in Tokyo Subsidize the purchase of ZEV and BEV motorcycles for individuals,
companies, etc.
 Obligate businesses using 200 or more vehicles to introduce- 81 -

Implementing Policies from the Perspective of the SDGs
non-gasoline vehicles in passenger cars starting in FY2022 byordinance.

Developing social infrastructure to support the diffusion of
ZEV, etc.
 Subsidize the installation of public BEV quick chargers and installation of regularchargers in existing homes.

Building momentum for the arrival of a ZEV society Implement measures to increase awareness of ZEVs in order to raise the interest ofTokyo residents in ZEVs.

Project for Realization of a Hydrogen Society■Project Overview○ Accelerate efforts to realize a hydrogen society, from mobility to urban development,by promoting the development and utilization of hydrogen technology.

■Major Initiatives
Establishing a hydrogen supply system for 2050
 Support the implementation of the production and use of green hydrogen, as well as
the development of a production site on metropolitan-owned land.
 Start a study to examine and establish a supply system, including a pipeline, forhydrogen received from abroad in the future.

Advancing city development using hydrogen Supply hydrogen to city blocks through pipelines at the site of the former Tokyo 2020
Games athletes’ village (supply scheduled to begin in spring 2024).
 Utilize hydrogen for carbon neutrality in the Port of Tokyo and for district heat supply inthe “Rinkai Fukutoshin” area.

Scaling up hydrogen mobility and infrastructure Promote the development of hydrogen stations for buses and trucks.
 Accelerate the spread of FC mobility by supporting the introduction of
FC mobility for business use and the introduction of
government-owned vessels that use hydrogen energy, etc.

FC truck

Project for Promoting Sustainable Use of Resources■Project Overview○ Transform into a sustainable, recycling-oriented society that contributes to virtuallyzero CO2 emissions by reducing waste generation and promoting recycling.

■Major Initiatives
Deploying advanced initiatives in society
 Establish the Tokyo Circular Economy Promotion Center in 2022 to strengthenfunctions such as information dissemination, exchange salons, consultation andmatching, and community-based business support.
 Support for advanced companies engaged in reuse, horizontal plastic recycling, etc.
 Promote the advanced recycling and utilization of food loss throughthe use of food tech and other advanced technologies.
 Promote initiatives for advanced recycling of solar panels in
Sharing service ofcooperation with businesses, etc.
take-out containers fordrinks- 82 -

Strategy

Promoting theTama Area and the Islands

Vision for the 2040s

Vision The TMG and municipalities will create alively and vibrant community that makes
the most of the unique characteristics ofeach region.

The Tama area is home to numerous industries and universities, while
the islands boast a rich natural environment. However, these areas arefacing challenges such as natural disasters and population decline. By
creating and disseminating the attractions of Tama and the islands,
we will increase the number of new admirers in Japan and abroad
and build lively and vibrant communities.

- 83 -

Strategy 17

Promoting the Tama Area and the Islands

Main Projects for Executing the Strategy
Increasing the Attractiveness of the Tama Area and the Islands■Project Overview○ Increase the attractiveness of the Tama area and the islands through initiatives toencourage immigration and settlement, improve transportation access, etc., and build
vibrant and active communities.

■Major Initiatives
Creating local attractions
 Attract luxury accommodations to make these unique islands
attractive to the world.
 Hold events to discover the various attractions of the Tama area
in conjunction with the bicycle road race in the area.

Improving transportation access to the islands
 Establish an environment that meets the needs of cruise ships andluxury cruisers.
 Promote initiatives to diversify access to the islands to attract
domestic and international tourists through international flights, etc.

Project for Developing the Local Tourism Industry in the Tama Area and theIslands■Project Overview○ Develop strategies to continue to attract Tokyo residents anddomestic and international travelers by refining familiar
tourist content unique to the Tama area and the islands andutilizing cutting-edge technology.

■Major Initiatives
Sightseeing tours that make the most of nature Support efforts to identify and refine sustainable tourism, such as
eco-friendly travel.
 Promote tourism in the Ogasawara Islands, a World Natural Heritage
Site, incorporating perspectives on the SDGs and etiquette.

Promoting attractiveness through international conferences, etc.
Promote attractive MICE in the Tama area and the islands by providing support for theestablishment of a MICE accommodation system.

- 84 -

The Structural Reformof the TMG

Strategy

In order to realize a sustainable Tokyo through Future Tokyo: Tokyo’s
Long-Term Strategy, the Tokyo Metropolitan Government, as the advocate forthis change, will resolutely implement structural reform by leveraging DX
and will transform into a policy innovation group.
Along with engaging in work from a global perspective and contributing tosolving common issues faced by the world, we will build a sustainablefiscal foundation that will enable strategic implementation of policy.
2020
2025

Structural Reform of the TMG, “SHIN-TOSEI = The New TMG”
–Tokyo will change, and so the TMG will change–

2020–2022: SHIN-TOSEI and SHIN-TOSEI２
Structural reform practices are yielding results.
Paper-lessDigitalization of sanitary surveillance
work in Toyosu Market
MarketSanitary surveillance work
has changed significantly
from “with paper and picturebook” to “with a tablet.”Number of photocopy papers(Comparison of annual totals)

2023: New Tokyo 3Grand Prize Winner of National
Governors’ Association“Digital Solution Award”

Upgrade our strategy and take it to the next stage.
Government３
Completion of infrastructure
construction of “Digital
Government: TMG”
Transformation of the TMG togenerate policy innovation through“openness and flatness”
Transformation into “interesting
TMG” where employees enjoy andare enthusiastic about their work
- 85 Further improve the QOS (Qualityof Service) of the TMG.

Strategy 20

The Structural Reform of the TMG

Main Projects for Executing the Strategy
Six New Core Projects–Core Projects to Promote Reform throughout the TMG–
■Major Initiatives
Workstyle Transformation Project in the TMG
 Practice flexible and high-quality work styles
throughout
themetropolitan
government,
including business branches, by making full useof digital and other means.

Speed-up & Institutional Reform Project Establish a new cross-organizational forum for discussion
and thoroughly review the systems and operations of theTMG, etc.

Thorough Service Design Project Provide easy-to-use public administration
services for everyone, not just digitization, etc

Open innovation Project Further deepen collaboration with startups, etc., to create
growth and social change, etc

Data-driven TMG Project Build a public-private data collaboration infrastructure (TDPF)
for a society that improves people’s lives through the power ofdata, etc.

Revitalization and Well-being Realization Project in the
TMG Enhance opportunities for employees to learn, challenge,
and grow in order to revitalize the TMG organization, etc.

- 86 -

Leading Projects of the Bureaus–Projects to reform the way each bureau provides services and the way work
is done in each bureau–

Theme 1: Social implementation of advanced technologies
 Based in “Civic Creative Base Tokyo,”implement a variety of programs toencourage people to express theircreativity to society, etc.

Theme 2: DX for disaster prevention
 Establish a monitoring system using satellite observation data, etc.,
to monitor a wide range of inappropriate embankments, etc.

Theme 3: Expand “Public Relations that Can Be Clearly Understood”
 Utilize digital tools to analyze target needs and effectively communicate based on thatanalysis to realize “Public Relations that Can Be Clearly Understood” etc.

Theme 4: Enhance the convenience of services for residents Develop a consultation environment using SNS to create connections and prevent or
eliminate isolation among children and families raising children.

Theme 5: Sophisticated business and more
efficient internal administrative work
 Unify various information of the Port of Tokyo on theplatform to improve productivity of related operations
and realize prompt disaster response, etc.

- 87 -

SusHi Tech Tokyo Project■Project Overview○ Under the shared concept of “SusHi Tech Tokyo,” disseminate a variety of ideas andtechnologies from Tokyo to the world to overcome common global urban challenges.

■Major Initiatives
International start-up event: City-Tech.Tokyo Hold “City-Tech.Tokyo,” an event to realize asustainable society through open innovation withstartups.

International network: G-NETS Establish “G-NETS,” an international network forsolving common urban issues. Hold the “G-NETS
Leaders Summit” in Tokyo.

International Urban Strategy Project■Project Overview○ To become “the city of choice for the world,” establish a global network “from Tokyo”
that leverages Tokyo’s strengths in such fields as the environment, advanced
infrastructure technology, culture, sports, finance, and education, and strengthen
Tokyo’s ability to communicate and attract global attention.

■Major Initiatives
Promoting the international network
 Promote measures to open up a bright future through active
communication with each city utilizing the international network to
resolve issues common to all cities.

Strengthening international responsiveness Enhance the English learning environment by having native English-speaking
assistants at elementary schools and utilizing “TOKYO GLOBAL GATEWAY,” ahands-on English facility, to cultivate internationally-minded human resources.
 Create opportunities for Tokyo residents to communicate in English by holding eventsusing English, mainly targeting business people.

- 88 -

–Strengthening partnership with other local governments–

All-Japan Partnership

Strategy

For Japan to boost its presence on the world stage, both Tokyo andall other regions of Japan must be healthy and strong. Throughcutting-edge technology, development of the transportation network,and other means, collaboration between Tokyo and other areas will
be further strengthened, and we will build an environment for thetrue coexistence and co-prosperity of Tokyo and other areas bydrawing on each other’s respective strengths and characteristics
to achieve nationwide growth.
 Through various types of cooperation, we havebuilt strong relationships of trust with all areas ofJapan, and we prosper and grow together.
 Together, we advance initiatives to achieve SDGs.
 While actively assisting each other in times ofdisaster and providing support for recovery inareas affected by disaster, we work to expand ties.
 We promote an unprecedented wide range of
exchange.

Collaborate to achieve SDGs,
including support for women’s
empowerment throughout Japan

Resolve challenges sharednationwide, including utilizationof Japanese timber

Promote mutual
cooperation with major
cities across Japan

Contribute to the growth of Japan’s
economy as its gateway to the world- 89 -

Actively provide assistancein times of disaster andsupport for post-disasterrecoveryStrategy 18 All-Japan Partnership
Main Projects for Executing the Strategy

Project for All-Japan Partnership■Project Overview○ Deepen and develop relationships with all regions of Japan through various forms ofcollaboration, including partnerships to solve various issues facing Japan as a wholeand cooperation with each prefecture in projects that are effective for mutual
development. By doing so, drive the growth of both Tokyo and the regions outside ofTokyo, and ultimately the development of Japan as a whole.

■Major Initiatives
Responding to increasingly sophisticated administrative issues
 Agreed with Yamanashi Prefecture to promote Tokyo’s use of greenhydrogen produced in Yamanashi Prefecture and the development oftechnologies for its production and use.
 Collaborate with neighboring prefectures to issue joint messages
regarding power shortages, energy conservation, etc.

Driving Japan’s economic development
 Create opportunities for business meetings and exchanges between
companies in Tokyo and local companies.
 Hold a conference with female mayors and business leaders fromacross Japan to encourage women’s success throughout the country.

Promoting the use of domestic timber
 Hold exhibitions and business meetings for timber products using
local timber from various regions, and conduct exhibitions for
consumers.

Spreading the charm of all of Japan to the world
 Tie-up with Niigata Prefecture to promote the appeal of domestically
produced rice flour.
 Leveraging the legacy of the Tokyo 2020 Games, collaborate withneighboring prefectures to promote tourism to overseas destinations.

Responding to the COVID-19 pandemic
 Collaborate with neighboring prefectures to issue a joint message
calling for the prevention of COVID-19 and the uptake of
vaccinations.

- 90 -

Promoting SDG Initiatives from Tokyo
続可能な市の実現に向け、「『未来の東京』」の実効性を確保する
By promoting SDG initiatives from the Tokyo Metropolitan
Government to the world, we will contribute to a sustainable society.
The TMG will work to achieve the SDGs as a matter of course. We will also support
spontaneous action and cooperative efforts for realizing the SDGs initiated by avariety of actors, including municipalities, the people of Tokyo, companies, anduniversities. Moreover, by expanding efforts from Tokyo to the entire country
and to the world, we will contribute to achieving the SDGs.

1. TMG to take the initiative to strongly promote policies from theperspective of the SDGs
 Along with clarifying the relationshipbetween Future Tokyo projects andeach goal, we will comprehensively
approach challenges faced by the
metropolitan government from theperspective of the three
dimensions of sustainable
development: economic, social,and environmental.
 With respect to initiatives implemented from an SDGs perspective, we will employ
the PDCA cycle in order to contribute to solid achievement of project goals andfurther enhancement of measures.

2. Realize a sustainable Tokyo together with the municipalities
 Tokyo municipalities, which are theclosest source of government
services for Tokyo residents, will
promote distinctive initiatives for the
SDGs formulated based on local
issues and share these initiatives
with other municipalities, etc. In this
way,
while
partneringwithmunicipalities, we will work to realize a sustainable city.
 Enhance training for municipal officials to encourage municipal initiatives andstrengthen their networks.
 Utilizing “Tokyo SDGs Portal,” visualize advanced cases from the perspectiveof Tokyo residents, and expand diverse initiatives by municipalities.

- 91 -

Tokyo SDGs Portal

We have established a portal site to actively disseminate
an overview of the SDGs and the initiatives of the TMG
and municipalities in order to build momentum andchange the behavior of Tokyo residents.
The site includes a collection of selected links to theUnited Nations, the Japanese government, etc., and an
explanation of the relationship between Future Tokyo:
Tokyo’s Long-Term Strategy and SDGs. Through this site,
we aim to help readers better understand the nature of
the SDGs.
This site provides a cross-search of initiatives of the TMG
and municipalities. The site also provides detailed information on the unique initiatives ofthe municipalities in Tokyo.
Tokyo SDGs portal site is here ⇒URL: https://www.sdgs.metro.tokyo.lg.jp/en/

3. Realize a sustainable Tokyo together with various actors,
including the people of Tokyo, companies, and universities
 By sharing an awareness throughout society that theactions of each individual will help save the planet
and by working to popularize the SDGs, which could
be considered a “universal language,” to bring abouta change in the behavior of a variety of actors,
including Tokyo residents, companies, and universities, we will make all ofTokyo a sustainable city.
Promote the building of momentum among citizens of Tokyo by holding events forTokyo residents in collaboration with various entities, such as private companies andschools.
By producing an SDGs badge made from Tama timber and origami using the 17colors of the SDGs, we will work to raise awareness and build enthusiasm for
initiatives among the people of Tokyo and companies.

Events for Tokyo residents to “Learn about the SDGs that you can put into
practice starting today!”The TMG held “Learn about the SDGs that you can put into
practice starting today!” as an event for Tokyo residents tolearn about the SDGs in a fun way.
At the event, elementary and junior high school students inTokyo presented the results of their studies of the SDGs at
school. In response to their presentations, SDG experts gave advice on how to develop
their initiatives and apply them to the future.
Harvesting radishes- 92 -

Promoting SDG Initiatives from Tokyo
Collaboration with universities
 We established a platform to promote education and research related to achieving
the sustainable development of Tokyo and the 17 SDG goals being conducted byuniversities that participate in regular meetings with the TMG.
 As a joint project between TMG and universities,
the TMG supports research and other activities
related to the SDGs, such as the development anddissemination of soft food so that children withfeeding and swallowing disorders and their parents
can enjoy it together.

4. Realize a sustainable society together with all of Japan and theworld To help realize the society aspired to by the SDGs,
through efforts such as promoting Tokyo’s proactive
initiatives, the TMG will work with major cities
across Japan and the world to tackle challenges
together.
 Share the TMG’s initiatives with cities andinternational organizations around the world through participation ininternational conferences, overseas dissemination, etc., toward theachievement of the SDGs, which are international goals.
 Expand the circle of initiatives by exchanging views on voluntary local
government review (VLR) and other issues with local governments in Japanthat are actively working on the SDGs.
SusHi Tech Tokyo
 Tokyo and the Global City Network for Sustainability(G-NETS) Leaders Summit were held as initiatives torealize “Sustainable High City Tech Tokyo = SusHi Tech
Tokyo,” an initiative to create new sustainable values toovercome common global urban challenges throughcutting-edge technology, diverse ideas, and digitalknow-how.
 City-Tech.Tokyo provided a venue for concrete
collaborations and increased investment to realize a sustainable society throughopen innovation with startups and to lead to a new vision of cities with diverse
ideas and technologies.
 At G-NETS, we discussed initiatives to solve urban issues and future prospects,
confirmed the collaboration among the world’s cities, and disseminated acommuniqué to the world as an outcome.

- 93 -

- 94 -

Appendix

Visions, Strategies and Projects
This publication provides an overview of the 20 visions, 20 + 1 strategies and 122
projects that make up the foundation of “Future Tokyo: Tokyo’s Long-Term Strategy.”

Tokyo’s Visions for the 2040s
Tokyo: A City where People Shine
01. A city that is full of children’s smiles and people wanting to have and raisechildren, and is supported by family bonds and society
02. A city where a new educational model gives hope to all children and young
people and enables them to develop independently
03. A city where women can choose their lifestyles they want, be themselves, andshine
04. A city where senior citizens can stay active and live comfortably in the age of the
100-year life
05. A city where everyone can work positively, be themselves, and thrive
06. A diverse city where many kinds of people live together
07. A city that is full of local groups and communities where people gather and help
one anotherTokyo: A Safe and Secure City
08. A resilient and beautiful city that protects Tokyo citizens from disasters
09. A city prepared against risks such as crime, accidents, fire, and illness, enabling
people to live with peace of mind
10. A city where advanced urban functions and nature coexist in harmony, andpeople gather and relax
11. A convenient and comfortable city with the best transportation network

Tokyo: A Leading City in the World
12. A Smart Tokyo that maximizes urban potential by digital technology and provides
Tokyo citizens with a high standard of living (Tokyo’s Society 5.0)
13. The most open city in the world where people, goods, money, and information
gather from across the globe
14. The most start-up-friendly city in the world where new industries constantly
emerge15. A city that boasts the highest productivity in the world and drives the global
economyTokyo: A Beautiful City
16. A city with ample water and rich greenery, providing relaxation and warmth
17. Zero Emission Tokyo- 95 -

(Appendix) Visions, Strategies and Projects
Tokyo: A Fun City
18. A Tokyo whose culture and entertainment attract people from around the world
19. A “sports field” city where sports is ingrained in everyday life

Tokyo: An Advancing City with All-Japan
20. A city that cooperates with local governments across the country to achieve thetrue coexistence and co-prosperity

Strategies and Projects
Strategy 0 Overcoming COVID-19
Strategy overview:
We will create a city that can coexist with COVID-19 and, using our experience fromthe fight against the COVID-19, create a city that is resistant to infectious diseases,
capable of taking effective countermeasures against outbreaks of unknown infectious
diseases.

Strategy 1 Putting Smiles on the Faces of Children
Strategy overview:
When children smile, those around them naturally smile as well. We will examine thesituation from the perspective of children. And, by advancing the development oflocal communities with a comfortable atmosphere for children, where
responsibilities shouldered by families related to childbirth and parenting aresupported by society as a whole, and working to change the mindset of society,we aim to create a society filled with people who feel the joy of raising a child.
Policy goals for 2030：
Increase the percentage of men taking
childcare leave

Eliminate nursery school waiting lists
and maintain it that way

Inclease male employees taking parental
leave to 90% level（2030）

Eliminate nursery school waiting lists inTokyo as soon as possible and maintainit that way

100

（%）

10,000（People）

8,466

90

80
60

5,000

50
40

23.8

20

300

0.39
0

2005

2021

2026

0

2030

- 96 -

2016

2022

0

0
2030

Pregnancy, Childbirth, and Child Rearing Full Support Project Provide seamless support for each stage of pregnancy, childbirth, and childrearing to realize a society in which the child-rearing generation can have andraise children with peace of mind and experience the joys of child rearing.
 From the perspective of leaving no one behind, strengthen support for children
and parents in difficult circumstances and promote the development of anenvironment where both children and parents can spend each day with a smile.
Project for Fully Supporting Municipalities Engaged in Parenting
Initiatives

 In order to be the world’s kindest city to children where they can grow healthily,
the TMG will fully support municipalities that are actively engaged in advanced,
ambitious, and child-oriented policies and initiatives for creating a better
parenting environment through dialogue with children and parents, contributing to
the expansion of these policies and initiatives across the whole metropolitan
area.
Children's Smile Movement Project Promote the Children's Smile Movement, an action to bring smiles to children's
faces, in cooperation with all actors in society, with the aim of creating a "Children
First" society.
Leading Projects with Cross-Organizational Promotion Teams

 For each theme of children policy that is difficult to deal with within the existing
framework, the Child Policy Coordination Office will serve as the nucleus andform a promotion team consisting of related bureaus across policy fields to work
across organizational boundaries as a leading project.
Providing Students with the Opportunity to Interact with Children and Learn the
Importance of Parenting

 We will offer a variety of educational activities in elementary, junior high, seniorhigh, and university education to let students interact with children and learn the- 97 -

(Appendix) Visions, Strategies and Projects
importance of parenting.
Project for Alleviating the Burden of Housework and Parenting

 To enable both men and women to balance work and family, we will provide avariety of programs designed to alleviate the burden of housework and parenting,including campaigns for promoting male participation in housework andparenting, housework and child-rearing support programs, programs forpromoting the introduction of smart electric appliances, and seminars onhousework- and parenting-related skills.
Marriage Full Support Project We will implement various initiatives designed to encourage those who want to
get married but are still hesitating.

Strategy 2 Supporting Children’s Development and Growth:
Strategy overview:
We will move away from passive forms of learning that revolve aroundknowledge acquisition toward a style of education that focuses on each child’s
personality and nurtures independence, initiative, and problem-solving skills.
We will support children who challenge themselves in other countries or insociety, and provide meticulous support to each child regarding bullying, truancy,and other issues.
Policy goals for 2030：
Increase in the percentage of students
entering science universities

Increase the number of overseas
students

Increase the percentage of students entering
university science departments* at
metropolitan high schools to 40%(FY2030)

Number of foreign students supported by
TMG* cumulative total 13,500（2021～2030）
15,00040%

13,50040.0%
10,000
35%

36.0%
7,860

5,000

33.0%
32.3%

30%

40

31.6% 2021

2019 2020 2021

2026

0

2030

*Science, Engineering, Agriculture, Home Economics, etc.

2021

2026

2030

*Metropolitan high school, private high school, metropolitan
technical college of industry and technology, metropolitan
university- 98 -

Project for Promoting a “New Tokyo-style Educational Model”

 We will introduce a new “Tokyo-style educational model” that caters to eachchild’s personality and skills and works together with the whole of society to help
children learn.
TOKYO Smart School Project (Reforming How We Learn, Teach, and Work) We will vigorously promote the digitalization of education as a comprehensive
tool to motivate children to learn and maximize their potential.
Project for Human Resource Development in the Era of Society 5.0

 We will develop individuals who can actively participate and thrive in the era ofSociety 5.0, and who can lead the way in the manufacturing space using AI, IoT,
and other technologies.
Global Student Project By enabling students to learn alongside foreign children and experience life
abroad, among other activities, we will nurture individuals with advanced
language skills and a rich global mindset who can thrive anywhere in the world.
Project for Schools and Society to Support Children We will create a wide range of educational opportunities that meet the needs ofeach child and provide support tailored to each child.

Strategy 3 Promoting Women’s Empowerment
Strategy overview:
We will provide support tailored to women’s needs according to their stage inlife and change social awareness and behavior so that women do not have tochoose between career and family and both men and women can balance careerand family. We will promote the participation of women in decision-making at
various levels to create a city friendly to all.

- 99 -

(Appendix) Visions, Strategies and Projects
Policy goals for 2030:
Increase in the percentage of
respondents who think “women canplay an active role”

Increase the employment rate ofwomen

Increase the percentage of people who
think Tokyo is a city where women canplay an active role to 75%（2030）

Increase the female employment rate to65% (2030)

80%

70%
75%

75%
70%

65%

65%

72%

62%
57.9%

60%

66.9%

57.0%

65%

55%

60%

50%

57.1%
52.2%

2020

2026

2030

2015

2019 2020 2021

2026

2030

Project for Supporting Women to Lead their Lifestyles and Work Styles They
Want

 In order for women to be able to choose their lifestyles and work styles they want,be themselves, and thrive, we will provide various levels of support specificallytailored to women’s needs according to their stage in life, regarding education,
employment, childbirth, parenting, activities in the community, and many otherareas.
Project for Changing Society’s Mindset toward Female Participation

 We will strategically engage in awareness-raising and publicity in order to createa society where female participation is considered the norm, eliminatingstereotypes such as “men work, women stay at home” and “choosing between
work and private life” and ensuring that women can succeed at work and at homeaccording to their preferences.
 The TMG will lead the way in implementing initiatives for female participation,
serving as an example to the national government, municipalities, private-sector
companies, and other entities.
Project for Alleviating the Burden of Housework and Parenting

 To enable both men and women to balance work and family, we will provide avariety of programs designed to alleviate the burden of housework and parenting,including campaigns for promoting male participation in housework and- 100 -

parenting, housework and child-rearing support programs, programs forpromoting the introduction of smart electric appliances, and seminars onhousework- and parenting-related skills.
Education for Exploring Different Life Plans

 We will provide opportunities for the younger generation to interact with people
from diverse backgrounds so that they will not be bound by stereotypical genderroles and will be able to actively develop new perspectives on family life andwork.

Strategy 4 Realization of a Chōju (Longevity) Society
Strategy overview:
In the age of the 100-year life, we will substantially change the concept of “seniorcitizens” and along with developing communities where people can lead healthy andfulfilling lives, we will build an environment where each individual can actively
participate in the community and society as they so desire.
Moreover, by advancing measures for dementia from the aspects of both livingwith and preventing this disease, we will realize a world-leading, long-life society.
Policy goals for 2030：
Develop a long-term care service
infrastructure
Develop facilities to support the lives ofthe elderly（FY2030）（人

Special nursing homes for the elderly

70,000（People）分）
51,35750,50660,00052,06064,00050,0002019 2020 2021

Percentage of elderly who engage insocial activities
Increasing the percentage of seniorcitizens engaging in social activities(e.g., working, learning, community
participation) to 75%（2030）
90%

2030

2019
2020
2021

2030

2030 services facilities
Geriatric health30,000（People）
20,00021,885
21,8292030
22,05930,0002019 2020 2021

70%
70%

2030

2019
2020
2021
2030

2030

Group home for the elderly with dementia
20,00011,727（People） 11,369
10,000

2019
2020
2021

2019 2020 2021

75%

61.7%

11,97320,000

2030
2030

50%

2015

60.5%

2020

2026

2030

2030

Project for “Chōju” Tokyo Where You Can Age in Comfort

 For the realization of communities where everyone, centering on the elderly, canlead healthy, fulfilling and comfortable lives, Tokyo will provide strong support to- 101 -

(Appendix) Visions, Strategies and Projects
municipalities that wish to partner with various entities and use community
resources to raise the quality of life through measures to address the digital
divide and the broad use of digital tools. We will verify the results and expand theinitiatives across the whole metropolitan area.
Project for Supporting People with Mobility Impairments

 We will provide support, such as delivery services from shopping arcades andmobile catering, to ensure that people with mobility impairments can buy what
they need in their locality.
 We will develop efficient local public transportation networks to make Tokyo ahighly convenient city where everyone can travel easily.
 We will promote initiatives to ensure that people can travel from stations, among
other locations, safely, freely, and comfortably, including installing platform doors
at train stations and providing multiple wheelchair friendly routes.
Project for Making Elderly Life Fulfilling In the “era of 100-year lives,” the period from age 65 to 75 or 85 is the mostfulfilling period in which elderly people can capitalize on their experience,expertise, etc. We will provide support and health-maintenance programs toensure that people between age 65 to 85 can engage in work, learning, hobbies,
and local activities that suit their needs.
Project for Living with and Promoting Prevention of Dementia

 We will promote initiatives for building communities where people with dementia
can live happily and peacefully, and use the big date accumulated by the Tokyo
Metropolitan Geriatric Hospital and Institute of Gerontology to further new
dementia prevention measures based on AI and other technology.

Strategy 5 Realizing Work Styles Allowing Everyone to Shine
Strategy overview:
Framing population decline as a chance to radically transform how people work,
we will spread work styles fit for the new era that enable high productivity as well
as a life-work balance. We will transform our society into one where each andevery person can draw on his or her unique traits and skills to thrive, and whereanyone who wishes to work can become a working member of society.

- 102 -

Policy goals for 2030:
Percentage of companies in Tokyoutilizing telework

Increase and spread social firms

Percentage of companies utilizing telework :80%（FY2030）
80%Support the creation andoperations of social firms to ensurethat people having difficulties inworking can participate in society

57.8%

○

25.1%

○

Establish hubs
for supportingthe creation ofsocial firms
Certify andsupport social
firms (FY2020~)

70%

80.0%
73.7%

60%
50%

65.7%

40%
30%
20%
10%
0%

19.2%
2018
2020
2019
2021

2026

2030

Social firms are
gaining moresocial recognition,
providing more
opportunities forpeople having
difficulties inworking to findemployment*Companies in Tokyo with 30 or more employees

Project for Supporting Work Styles that Fit for the New Era

 We will achieve flexible work styles that are not bound by time, place, or otherfactors, including remote work and working at satellite offices that have rapidly
developed with the COVID-19 pandemic.
 We will create an environment in which women, senior citizens, foreign residents,and other individuals can work according to their own needs, and support newwork styles that enable people to have multiple jobs or engage in a sidebusiness.
Project for Creating a Society Where Motivated People Shine We will provide employment- and job training-related support tailored to individual
needs and improve the safety net to enable everyone who wants to work to thrive
as a member of society.
Lifelong Career Development Project We will provide education for adults that is fit for a new era, enabling everyone
from the working generation to senior citizens to keep on updating their skills andknowledge.
Social Firm Support Project from Tokyo- 103 -

(Appendix) Visions, Strategies and Projects

 From the viewpoint of social inclusion, we will support the creation and business
operations of social firms, which offer a new employment framework for thosewith difficulty working.

Strategy 6

Diversity and an Inclusive Society

Strategy overview:
By promoting inclusive exchange in which people with diverse backgrounds andvalues respect their differences, deepening mutual understanding between
Japanese people and foreign residents, who are growing in number, andcreating universal design communities where everyone can live safely andcomfortably, we will build a diversity-rich city that can drive innovation for creating
new value.
Policy goals for 2030:
Spread the philosophy of respect for60%
human rights

Increase the number of people withdisabilities employed

Percentage of those who think that humanrights are respected 75%（2030）

Increase the number of disabled
employees by 40,000（FY2021-2030）80%
240,000

75%

228,475.5

251,492.0

75.0%
235,492.0

70%

71.5%
220,000

65%

60%

219,531.5

66.3%
2020

2026

2030

2030
2026
2020

211,492.0
200,000

2020 2021 2022

2026

Inclusive City Tokyo Project In order to transform Tokyo into an inclusive city in which everyone working andliving there interacts and supports one another, we will promote the developmentof an environment where people from differing backgrounds can support one
another in various settings, and create a society built on mutual respect andunderstanding.
Project for Creating a City Where People Get Along Regardless of Nationality- 104 -

2030

 In order to promote mutual understanding between Japanese people and foreign
residents in Tokyo—understanding Japanese culture and social rules,
understanding foreign lifestyles and customs, etc.—and create a city where
everyone can live in comfort, we will work with municipalities, town associations,residents’ associations, and other entities in promoting multi-layered multi-culture
inclusion policies under an improved structure for implementation.
Project for Creating Universal Design Communities

 In preparation for the Tokyo 2020 Games, we have worked on removing both
physical and mental barriers in the area surrounding sports stadiums, train
stations, and hotels, among other locations. From the perspective of developing
this initiative even further into an urban legacy, we will vigorously support
municipalities engaged in initiatives designed according to the Promotion Policyof Smooth Transportation, etc. and Basic Concept of Barrier-Free based on therevised Barrier-Free Act and promote the creation of universal designcommunities in Tokyo.
 In addition to improving physical facilities, we will first implement mobility support
policies based on digital technology, such as autonomous mobility and auniversal MaaS available to all, in Barrier-free Promotion Districts, and will later
expand the scope.
 We will improve accessibility to information and help develop a barrier-freemindset, and create numerous communities in Tokyo’s municipalities in which
everyone, including people with disabilities, senior citizens, and foreign residents,
can live safely and comfortably.
Project for Ensuring Stability and Expanding Work Opportunities for People with
Disabilities

 We will build a truly inclusive society by promoting disability awareness, creating
an environment friendly to people with disabilities, and expanding work
opportunities for such people.
Project for Living Happily with Animals

 We will create an environment that enables people to look after animals
appropriately and live with them happily.
- 105 -

(Appendix) Visions, Strategies and Projects
Strategy 7 Valuing “Dwellings” and “Community”
Strategy overview:
As society grays and single households increase, in order to allow people tomaintain connections and support each other, not only we will implement new
housing strategies from the perspective of placing importance on dwellings
and the community, but we will also strongly advance initiatives to create places
where people can feel they belong, which take on various forms through a
mixture of real and virtual settings, and to strengthen safety nets and revitalize
local communities.
Policy goals for 2030:
Maintain and improve the housing
environment
Percentage of condominiums that havereported their management status among
condominiums requiring notification 100％
（FY2030）100%

100.0%
80%

60%

40%

92.5%

Increase volunteer actor rates
Volunteer actor rates 40％ or more
（FY2030）
45%＊The volunteer rate indicates the percentage of Tokyo citizens
above 10 years of age who have participated in a volunteer
program in the past year

40.0%

40%
35%

83.2%

30%
25%

67.8%

27.5%

27.5%
16.4%

20%
15%

2020 2021

2026

2018

2030

2021

2026

2030

Project for Improving Housing and Life from the Perspective of Resident andCommunity We will team up with municipalities, private organizations, and other entities topromote a housing strategy that capitalizes on the comprehensive strengths ofTokyo as a city and develop an attractive housing environment.
Project to Create “Our Place”

 Strong support will be given to municipalities striving to create places (“ourplace”) where people of diverse backgrounds, including children, young people,
people raising children, foreign nationals, seniors, and people living alone, cangather, interact, and share their troubles. These places will take various forms byleveraging the strengths of both real and online meetings, and will be createdthroughout the community.
- 106 -

Project for Establishing Communal Spaces in the Tokyo Metropolitan Facilities

 Collaborating with the Tokyo Minna-de Salon, a program for senior citizens, etc.
living in Metropolitan housing and the vicinity, and the Project to realize a Tokyo
filled with greenery, we will promote multi-layered initiatives that will lead to thecreation of communal spaces, such as community farms and other outdoor
exchange spaces built in Metropolitan housing areas.
 We will promote the establishment of new hubs in public housing complexes thatcan serve as the center of the local community.
Support Project for Leaving No One Behind To enable children, youths, single parents, needy people, people with disabilities,
senior citizens, shut-ins, and others facing various problems or worries to keep intouch with society and be themselves in life, we will improve the safety net byproviding better counseling and support services and implementing cross-cutting
measures, among others.
Local Community Revitalization Project We will develop individuals who can support the community and establish asystem for cooperation between town associations/residents’ associations anduniversities, corporations, NPOs, and volunteers. The ties formed between
people through solving local issues will revitalize the community and create newforms of mutual support.
Project for Supporting the Activities of “Community Supporters”

 In order to cultivate a culture of volunteering as a legacy of the 2020 Tokyo
Games, we will build the Volunteer Legacy Network (tentative name), a platform
for volunteers who were involved in the Games, and enhance support programsfor volunteering.
 We will introduce a training course for identifying and developing Community
Revitalization Coordinators, develop new human resources through working incommunities, and create a system for sharing information on individuals
contributing to community revitalization, thereby achieving a virtuous cycle forcommunity supporters.

Strategy 8 Developing a Safe and Secure City
- 107 -

(Appendix) Visions, Strategies and Projects
Strategy overview:To prepare for a major earthquake directly striking the capital, which could
happen at any time, and disasters such as typhoons and torrential rain, which
are becoming almost daily occurrence, we will fully harness the power of DX
through the use of digital technology such as AI and upgrade preparations, taking
both structural and non-structural approaches, to protect the lives and assets ofthe people of Tokyo.
In order to remain a safe and secure city where residents can live with peace of mind,
the city will strengthen police and firefighting capabilities, revitalize local
initiatives, and build a medical system that responds to the needs of an aging society.
Policy goals for 2030:
Promote the rebuilding of wooden
houses to be fire resistantFire resistance rate in target areas
70% in all areas（FY2030）

Improve the earthquake resistance ofbuildings located along special routes
for emergency transport
General accessibility rate 100%（FY2035）
100%

70%

100.0%

70.0%
99.0%
In half of theareas 70%

65%

95%

91.6%

*

64.0%
*

63.6%

92.6%

*Reference value（Percentage
of noncombustible area in theentire development area）

92.0%
90%

60%
2019 2020

2025

2020 2021 2022 2025

2030

Dec

Dec

2035

June

Promotion of Infrastructure Building to Save Lives from Flood Disasters

 In order to mitigate disasters caused by heavy rain, which are becoming more
intense and frequent, we will promote a variety of initiatives across the basin,
including the construction of revetments and reservoirs, sewer storage facilities,
and coastline preservation facilities, measures that contribute to both disastermitigation and community building, and others, and will also provide support for
opening-closing operations of flood gates employing cutting edge technology, forexample.
 In accordance with the Tokyo Action Plan for Mitigation of Heavy Rain, we will
accelerate existing initiatives, introduce new measures such as the expansion of
the scope of enhanced mitigation, and improve sluice facilities, preparing the city
for a disaster of the magnitude of “Typhoon Hagibis”.
Implementation of Wide-area Measures in Cooperation with the National- 108 -Government, etc.

 To prepare Tokyo for typhoons and heavy rain, which are becoming more intense
and frequent, we will implement prevention measures in cooperation with thenational government, municipalities, and other entities, promote distributed formsof evacuation including home evacuation and voluntary evacuation, and ensurethat other possible means are employed to save lives in the whole metropolitanarea, thereby enhancing our capacity to mitigate large-scale typhoons and floods.
 We will focus efforts on developing Tokyo’s disaster prevention capacity bothinfrastructure-wise and system-wise, including the improvement of flood control
capabilities by implementing basin-wide flood control measures and constructing
seawalls, development of high-ground communities in accordance with the Vision
for Transforming Tokyo into a Disaster Resilient City that we compiled together
with the national government and local residents, and other measures.
Project for Mitigating Potential Damage by a Tokyo Inland Earthquake or Other
Disasters

 We will enhance the functions of the “Tachikawa Local Disaster Prevention
Center” to enable the center to work with the Metropolitan Office Disaster
Prevention Center in providing emergency support tailored to each community’s
characteristics and disaster situation, thereby protecting the lives and property ofTokyo citizens.
 In the event of a disaster, we will provide speedy support throughout themetropolitan area by utilizing drones and other cutting-edge technology totransport supplies efficiently.
Project for Disaster Prevention Actions and Practices

 Disaster damage will be minimized by each citizen taking disaster prevention
measures based on accurate knowledge, and businesses, communities, andlocal governments working together.
Utility Pole Removal Project To prevent utility poles from toppling over when an earthquake or storm occurs,
contributing to a smoother response in times of disaster, we will strongly promote
the removal of utility poles, not only along metropolitan roads, but also on
municipal roads and as part of private sector development to implement the- 109 -

(Appendix) Visions, Strategies and Projects
project over a wide area.
 In accordance with our strategy to advancing the removal of utility poles, we will
provide more support for metropolitan as well as municipal roads, and promote
town development initiatives in order to accelerate the shift to underground power
cables across the whole of Tokyo.
Project for Building a Fire Resistant City

 Building on the achievements of our existing 10 year Project to Advance Fire
Resistance in Close-set Wooden Housing Areas, we will continue promoting ourpriority initiatives leveraging what we have learned through past disasters andalso enhance measures to make districts in which rebuilding is difficult, such as
those where there is no direct connection between buildings and the road, more
fire resistant.
 We will consistently implement initiatives for improving disaster-prevention
capabilities, such as creating firebreak belts by constructing the designatedroutes for improvements, renovating close-set wooden housing areas into
attractive residential areas, and making improvements to areas dense withwooden structures.
 In addition to making improvements to areas dense with wooden structures, wewill maintain and improve the fire prevention capabilities of areas with farmland.
Project for Achieving High-level Earthquake Resistance In accordance with the Tokyo Metropolitan Earthquake Resistance Renovation
Promotion Plan (partially revised in March 2021), we will promote initiatives for
improving the earthquake resistance of buildings built along special routes for
emergency transport, houses, special structures, and other buildings.
 To prepare against earthquakes, etc., we will build seawalls, flood gates, andinner revetments and install earthquake-resistant piers that serve as logistics
hubs.
 We will promote initiatives to ensure the functionality of all urban infrastructure,including installing earthquake-resistant pipe coupling for effectively mitigatingwater supply failure, enhancing the earthquake resistance of sewer piping andmaintenance hole connection ports to ensure sewer functions, and implementing
measures to improve the earthquake resistance of pillars in Metropolitan Subway
stations.
Project for Improving Urban Safety Using Cutting-edge Technology

 We will protect the lives and safety of Tokyo citizens by actively utilizing digitaltechnology in areas such as police and crime prevention.
- 110 -

Project for Protecting Tokyo Citizens from Traffic Accidents

 We will achieve the world’s safest and smoothest flow of traffic environment andhigh convenience by utilizing digital technology.
Project for Improving Organizational Structure to Protect People from Fires andDisasters

 We will use cutting-edge technology to improve our whole organizational
structure, from receiving emergency calls and team development to operating
environment, protecting Tokyo citizens from all kinds of fire and disaster.
Project for Stimulating Local Activities for Community Self-Protection

 We will ensure that activities contributing to community safety and security canbe continued in the future by securing adequate community members.
 We will encourage new actors to join the cause, and stimulate local organizations
by supporting local activities employing digital technology.
Project for Saving Lives by Emergency Medical Support

 In response to the increase in demand for emergency medical support, due to anadvancing super-aged society and other reasons, we will ensure that emergency
medical support can be provided to all in an efficient manner and raiseawareness about when or when not to call for an ambulance.
Project for Providing High-quality Healthcare in the Era of 100-Year Lives

 In order for people of all ages to be able to live healthily and happily, we will focus
efforts on creating an environment that enables anyone to receive high-quality
healthcare whenever necessary.
Project for Reforming Tokyo Metropolitan Hospitals and Tokyo Metropolitan
Health and Hospitals Corporation’s Hospitals- 111 -

(Appendix) Visions, Strategies and Projects
 In order to provide stable and consistent public healthcare and contribute tofurther improvement of local healthcare, we will promote reform in Tokyo
Metropolitan Hospitals and Tokyo Metropolitan Health and Hospitals
Corporation’s Hospitals.

Strategy 9 Enhancement of Urban Functions
Strategy overview:
We will create spaces for people to gather and relax, through utilizing andrenovating Tokyo’s public spaces and urban areas to make open spaces withgreenery and waterside features, and update and transform Tokyo into a cuttingedge city by promoting the integration of diverse, high-quality urban functions,introducing state-of-the-art technology, etc. We will transform Tokyo into a worldclass, attractive city by extending the service life of and renewing our urban
infrastructure in a planned manner.
We will further enhance the road system, public transportation network, andairport, harbor and logistics functions that help maintain Tokyo and its people,
and also engage in initiatives from the individual's perspective, such as ensuringthat pedestrians and cyclers can travel on roads safely and comfortably.
Policy goals for 2030:
Improving the functions of Tokyo
Port’s container terminals

Develop better bicycle travel routes

Amount of container cargo : 6.1millionTEU（FY2030）
6.5(million TEU)

Advance the development of bicycle lanes（Priority sections for development）: 570 ㎞(Cumulative total) (FY2030）
600
(km)

6

570㎞
500

5.5

320km

6.1millionTEU

4.86million TEU

468㎞
5

400

5.6million TEU

339㎞

4.75million TEU
4.5

2020 2021

2026

2030

300

2020 2021

2026

2030

Urban Development Project for a Human-centered, Walkable City

 We will shift our focus from cars to people when redesigning roads and station
areas, establishing free paths and decks in railway stations, improving theconditions for cyclers (establishing routes for bicycles, promoting bike sharing,etc.), and creating spaces rich in greenery, thereby making it easier and more
efficient for people to travel on foot.
 In areas that are shifting to a more concentrated form of community building, we
will promote initiatives aimed at building compact, smart communities to make it- 112 -

possible for people to travel to everyday destinations on foot.
 By forming major road networks, among other means, we will utilize roads incommunities with a smooth traffic flow as valuable recreational areas.
 Aiming to create a prosperous environment by utilizing streets, parks, and otherpublic spaces, we will work with local area management groups andmunicipalities to carry out initiatives such as Park Street Tokyo.
 We will promote a radical reform of Tokyo Metropolitan parks toward making
parks easily accessible to all, including initiatives (e.g., Park PFI) that involve
cooperating with the private sector to maximize the potential of parks.
Formation of Attractive Hubs with International Competitiveness We will further initiatives toward forming attractive and lively global business hubs
where people gather and interact, and encourage outstanding private sector
development by utilizing a variety of systems related to urban renewal anddevelopment, thereby achieving sustainable renewal of urban areas, developing
urban infrastructure, and introducing various urban functions that contribute torevitalizing Tokyo.
 As for the Tsukiji district, we will consider ways to create a global exchange hubthat can create and spread new attractions of Tokyo, and begin actual
development once the plan is decided.
 We will capitalize on the bay area’s strengths, including its proximity to thecentral district, its function as an arrival point for both domestic and foreign
tourists, and its concentration of legacies from the Tokyo 2020 Games, to gather
people and investment from around the world, create new values, and explore
ways and implement area development projects to transform the area into aplace for creating the future.
Promotion of Smart Community Development in Line with Local Characteristics

 In order to create a compact, smart city where people can live a comfortable life,
we will promote community development efforts that are combined with land
utilization. Furthermore, we will create a transport environment centered aroundstations in which anyone can travel with ease, by supporting and promoting the
combined utilization of various modes of transport, including bus and taxi,
demand-responsive transport, and bicycle, and cutting-edge technology.
 In the Tama area, we will carry out community development projects that utilize
land owned by the TMG and cutting-edge technology, encourage community
development efforts by the area’s municipalities to adapt to remote work, digitaltransformation, and other aspects of the “new normal,” and create a diverse
innovation creation hub unique to Tama.
Implement More Advanced Maintenance and Renewal of Infrastructure that- 113 -

(Appendix) Visions, Strategies and Projects
supports Japan’s Capital, Tokyo We will strive to extend the service life of infrastructure by building on the results
obtained from planned, preventive management and inspection of roads, riverfacilities, and other structures, and improve the efficiency and accuracy of routine
management and disaster response measures by utilizing drones, for example.
 In addition to developing staff with the advanced technical skills needed forinfrastructure maintenance/management and community development andhelping municipal staff improve their technical skills, we will strive to hire digitally
capable individuals.
Further Improvement of Public Transportation Network

 We will implement well-planned measures to enhance international
competitiveness by improving overseas access, increase the vitality andattractiveness of the Tama area, and improve railroad networks that contribute tomore convenient railway use.
 We will operate a BRT that connects central Tokyo and waterfront areas, support
pilot programs for demand-responsive transport in municipalities, and implement
other measures to promote the formation of a comprehensive, efficient local
public transportation network that meets local needs and create a highlyconvenient city in which anyone can travel easily thanks to state-of-the-art
technology.
 We will make efforts to ensure that railway users can travel safely, freely, andcomfortably, by installing platform doors, establishing multiple wheelchair-friendly
routes, making transfer routes more wheelchair-friendly, and standardizing signformats.
 We will create a lively transport hub that integrates station and city.
Airport and Sea Port Project for Winning in Inter-City Competition

 We will continue improving the functions of Haneda Airport and the Tokyo
International Cruise Terminal while also implementing measures against COVID19.
 We will streamline harbor logistics by building/reorganizing container terminals
and improving its operations using AI and other digital technology.
 We will engage in initiatives to make boats/ships a popular means for tourism
and transport.
Project for Resolving the Missing Link to Enhance Mobility Speed- 114 -

 We will make efforts toward completing the expressway network, opening theTokyo Gaikan Expressway (Kan-Etsu Expressway–Tomei Expressway) as soon
as possible and opening all lanes on and creating four lanes for the Ken-O
Expressway as soon as possible, and work with the national government andrelevant organizations to commercialize the Tokyo Gaikan Expressway (Tomei
Expressway–Bay Shore Route) as soon as possible.
 In order to implement these projects in a seamless manner, we will utilize theproject liaison meeting, etc. to share information with other participants.
 Regarding roads for promoting wide-area exchange and cooperation (e.g., Tokyo
Bay Shore Route No.2), we will negotiate with the national government, among
other entities, to create a concrete plan.
Project for Creating a Smooth Road Network Accessible to All

 We will build roads to complete the major road network of the central and Tama
areas and remove railroad crossings by constructing serial overhead routes,
thereby enabling comfortable, stress-free road travel, forming a road networktranscending prefectural borders, and integrating the functions of the whole
Tokyo metropolitan area.
 We will promote initiatives for constructing city-planned roads, such as roads that
contribute to community-building and urban revitalization and completely newroads.
Project for Creating Convenient Road Spaces for Everyday Use

 In response to changes in social conditions, such as those associated with the“new normal,” we will engage in developing wide-area bicycle networks andpromoting bike sharing in accordance with the Tokyo Bicycle Utilization
Promotion Plan, in order to create safe and convenient bicycle travel routes andimprove the conditions for cyclers.
 In order to prevent people from using narrow roads in residential areas, such as
roads for children use to go to school as short cuts, we will improve major roads
in local areas.
 In order to decongest roads by making improvements to junctions, such as byestablishing right-turn lanes, we will formulate a development plan (Fourth
Junction Improvement Plan (tentative name)) and put it into action.
Project for Optimization of Distribution of Goods- 115 -

(Appendix) Visions, Strategies and Projects
 Aiming to further invigorate the central wholesale market that supports our dietary
life (maintenance and improvement of functions, expansion of distribution routes,
implementation of BCP measures, etc.), we will formulate a Management Plan
(tentative name) and strategically promote sustainable market management inorder to adapt to the post-COVID era.
 In response to the recent growth of e-commerce and other increasingly diverse
logistical demands, we will revamp and develop logistics base functions and also
streamline logistics by making distribution easier while taking into account local
characteristics.
Project for Monitoring Changes in Tokyo Caused by the COVID-19 Pandemic

 The COVID-19 pandemic is causing changes in people’s work styles, lifestyles,
and values, and there is a growing awareness around sustainability, concerning
decarbonization and climate change mitigation, etc. After bringing the COVID-19
pandemic to an end, we will monitor these changes occurring in Tokyo so that we
can make improvements to urban policy based on such changes and new values.
Tokyo Bay eSG Project: Creating Japan’s Future from Tokyo Bay

 The bay area is full of potential. In addition to having one of Japan’s major
logistics terminals, it serves as a waterfront sub-center with commercial
functions, entertainment, facilities related to the Tokyo 2020 Games, and manyother attractive features. Moreover, it has the potential of a vast parcel of newreclaimed land to measure about 1,000ha in the future.
 We will capitalize on this potential to create an urban model in the bay area that
integrates “nature” and “convenience” and offers people with a unique experienceeven in a digital age.

Strategy 10 Smart Tokyo: Tokyo Data Highway
Strategy overview:
The COVID-19 pandemic exposed the delay in Tokyo’s digital transformation.
Taking this as an opportunity to boost our digital transformation, we will strongly
advance the realization of a “connected Tokyo” where anyone can beconnected anytime and anywhere, the creation of a system for data sharing andutilization, and digitalization of the government.

- 116 -

Policy goals for 2030:

TOKYO Data Highway Project By encouraging telecommunications carriers to establish 5G base stations andworking more closely with Tokyo’s municipalities, we will try to achieve a“connected Tokyo” as soon as possible.
 We will create a “Smart Tokyo” (Tokyo’s Society 5.0) by focusing on introducing
cross-cutting services utilizing 5G and cutting-edge technology in urban areas
where we are experimenting the Smart Tokyo project and by sharing theachievements with other municipalities in Tokyo.
Project for Speedy Social Implementation of Data-based Services

 We will focus on promoting demonstration projects in various fields and achievecross-cutting services based on data collaboration.
 We will train professionals with advanced AI skills who are capable of identifying
and solving real problems.
Project for Creating a Digital Twin Environment While striving to build consensus among Tokyo citizens and businesses, we willbuild a public-private sector collaboration data platform that will enable theintegration and collaboration of various types of data, and create a digital twin
environment that combines cyberspace and physical space through promoting- 117 -

(Appendix) Visions, Strategies and Projects
the development and implementation of new data-based services.
Project for Transforming TMG into a Digital Government

 We will leverage digital transformation solutions to realize our “Concept of Virtual
TMG,” which aims to transform the TMG into a digital government, and thereby
significantly and consistently improve the quality of administrative services inTokyo.

Strategy 11 Start-up City Tokyo
Strategy overview:
Start-ups grasp the latest needs of the age and create numerous new products andservices, thereby transforming people’s lives and business activities. By forming an
innovation ecosystem, creating a new model that enables start-ups to solve
social challenges, and generating sustainable growth, we will transform Tokyo
into one of the world’s greatest start-up cites.
Policy goals for 2030:

Project For Making Tokyo the World's Most Startup-Friendly City

 Realize "Tokyo, the world's most startup-friendly city" by creating a place forinnovation, creating mechanisms to attract investment, conducting public
procurement, and re-designing regulations and rules
Project to Create a Place Where Everyone Can Achieve Their Dreams- 118 -

 Promote initiatives to foster entrepreneurship and a global mindset, and create
environments in which challengers can flourish“One-Team" Support from All Stakeholders

 Provide integrated startup support with all parties involved through collaboration
with universities and daily interactions with startups
Strategic PR For the World Strategically communicate to the world by holding global events and promoting
all-Japan initiatives

Strategy 12 A Tokyo with Earning Potential and Innovation
Strategy overview:
Capitalizing on social stability and international trust, we will create the environment
needed to transform Tokyo into the world’s most business-friendly city where
people, goods, money, and information gather from around the globe. By utilizing
cutting-edge technology and realizing organic cooperation between various
entities supporting Tokyo’s economy, we will increase industrial productivity andadded value and create new business and innovation.
Policy goals for 2030:
Global Financial Centres Index (GFCI)

All municipalities in Tokyo have positive
growth rates

Number one global financial city in
Asia by far（2030）

Percentage of municipalities in Tokyo
showing positive added-value growth
100％（2030）

1(rank)

2

100%

1st

1st

1st

100%
80%

3

87%

60%

4

40%

5

5th

53%

20%

5th

6
2019 2020 2021
2026
2030
（Z/Yen Group Ranking in Asia in the "Global
Financial Centres Index" (GFCI)）

0%

2016

Project to Realize “Global Financial City: Tokyo”- 119 -

2026

2030

(Appendix) Visions, Strategies and Projects
 Establish Tokyo as an "International Financial City," a financial hub for the world
and Asia, by developing strategic initiatives that leverage Tokyo's strengths.
Formation of an International Business Hub to Beat Global Competition

 In order to transform Tokyo into the best business city in the world, we will workwith the national government to promote deregulation with the special zone
system, etc.
Project for Strategic Attraction of Foreign Professionals And Corporations

 We will attract foreign professionals, corporations, and investors to Tokyo, whowill collaborate with Tokyo-based companies and human resources to create
innovation.
Project for Smart Industrialization Based on State-of-the-art Technology

 We will promote the adoption of cutting-edge technology by providing technicalsupport that utilizes the local 5G environment, engaging in public-private sector
joint R&D, promoting start-up development, etc.
 We will enhance productivity and innovate business models across the wholeindustry by supporting initiatives for creating smart factories and introducing
cutting-edge technology, for example.
Open Innovation Creation Project By providing technologically advanced SMEs, local manufacturers, and start-ups
in Tokyo with opportunities to team up with large corporations, universities,
research organizations, local governments, and other diverse entities, we will
create innovation and enable local industry to grow.
Project for Revitalizing SMEs and Local Industry for the Next Generation

 Strengthen Tokyo's industrial strength by creating new business models in the
post-Corona era and providing comprehensive support for various management
issues faced by SMEs, such as business succession, risk management,
financing, overseas expansion, and securing human resources.
 We will achieve growth of the local economy by revitalizing shopping arcades- 120 -

and the manufacturing industry, which form the core of local industry.
Project for Enhancing Recognition of Tokyo’s Brands

 Through providing support through various channels, we will enhance thepotential and creativity of Tokyo’s industries and establish the prestige of Tokyo’sbrand in the world.
Project for Creating the Best Gourmet City in the World To establish Tokyo’s position as the “kitchen of the world” and the best gourmet
city in the world, we will strategically engage in efforts to enhance Tokyo’s
attractiveness as a gourmet mecca even further.
Tokyo Smart Agriculture, Forestry, and Fishery Project We will enhance Tokyo’s agricultural, forestry, and fishery revenue generation
potential by improving productivity using state-of-the-art technology.
Project for Passing on Tokyo’s Forests to Future Generations

 Through cultivating momentum for forestation, implementing appropriate forest
development measures, promoting joint lumber utilization with other entities
across Japan, and increasing the added value of Tama lumber, we will enhance
Tokyo’s forestry capacity and create a forest cycle sustainable for the next 100
years and beyond.
Tama Innovation Park Plan By integrating the Tama area’s universities, research organizations,professionals, big tech companies, and SMEs with advanced technologicalcapacity and combining these entities and individuals with domestic and foreign
cutting-edge industries and start-ups, we will transform the Tama area into one of
the world’s most advanced innovation zones.
Tokyo Metropolitan University Rebirth Project- 121 -

(Appendix) Visions, Strategies and Projects

 We will transform Tokyo Metropolitan University into a university that nurtures anddevelops advanced professionals and creates new knowledge to solve global
challenges.

Strategy 13 Making Tokyo a City Filled with Water and Greenery
Strategy overview:
From the perspective of curbing the effects of climate change and realizing a relaxedand enriched way of life that is also compatible with the “new normal,” water andgreenery in cities are taking on growing importance. By increasing various types ofgreenery, such as parks and green spaces, and enriching the waterfront, we will
make Tokyo a world-class city.
Policy goals for 2030:
Promote green creation initiatives
Open 130 ha of new metropolitanparks (by FY2030) *Total open area:
2,038 ha ⇒ 2,168 ha
(ha)

2200

Open 107 ha of new marine parks (byFY2028) *Total open area: 873ha ⇒
980ha
1000

(ha)

980

2168
2100

940

900
2098

878
873

2045
2000

2038
2020 2021

2026

2030

800

2020

Conservation and management ofwater source forests
Forest preservation operations:
3,000 ha (5 years from FY2020 toFY2024)

3,000

(ha)

2,500

3000 ha

2,000
1,500
1,000

1188 ha500
0602 ha
2020

2021

2024

- 122 -

2022

2026

2028

Project to Realize a Tokyo Filled with Greenery In accordance with the Comprehensive Policy for Greenery Establishment,
among other policies, Tokyo Metropolitan Government and municipal
governments will develop parks and green spaces, maintain farmland and naturalareas, create greenery as part of private urban development projects, and takeall other available opportunities to raise the quantity and quality of greenery andpromote initiatives which work to increase greenery across Tokyo.
Project for Combining Community Development and Waterside Restoration

 Cooperating with local communities, businesses, and other entities, we willleverage waterside features to create lively spaces where people can relax andhave fun.
 By developing waterside hubs as part of community development projects andconnecting those hubs, we will promote transport by water as a means to bringprosperity to waterside spots, harbors, and surrounding areas.
Outer Moat Cleaning Project Considering the possibility of getting water for the Tamagawa Josui water
channel from its source, Tama River, and restoring the Tamagawa Josui to its
original form in the long run, we will, for the time being, explore ways to secure
the water sources and water volume needed to introduce water into the outermoat, make improvements to the culvert section, and install new waterways,
securing the water needed for introduction into the outer moat. We will also
conduct a survey on the Tamagawa Josui and consider ways to work with diverse
entities.
 In order to transform Tokyo into a beautiful, water-abundant city boasting many
waterways, we will improve the water quality of the outer moat, which is ahistorical asset, provide people working in central Tokyo with places to relax, andrevitalize the whole area by creating an elegant landscape.
Project for Providing a Stable Supply of Safe, Tasty Water and Realizing a Good
Water Cycle

 We will enhance the water source recharging function of forests, secure a stable- 123 -

(Appendix) Visions, Strategies and Projects
volume of river water, and maintain the Ogochi reservoir.
 We will not yield to natural threats, maintain a stable supply of high-quality waterfor generations to come, and maintain the quality of public waters.

Strategy 14 Zero Emission Tokyo
Strategy overview:
As Tokyo consumes a huge amount of energy and resources, our mission is toachieve zero emissions by 2050, which will in turn contribute to achieving net
zero CO2 emissions globally. The decade from 2020 to 2030 will be a vital
milestone in the process.
In order to meet our target of reducing greenhouse gas emissions by 50% by
2030 in accordance with the “Climate Emergency Declaration: TIME TO ACT,” we will
use all available means, such as the utilization of renewable energy and greenhydrogen, to make tangible progress.
Policy goals for 2030:
Reduce greenhouse gas emissions

Recycling rate of general waste

Reducing greenhouse gas
emissions (compared to 2000) :50% reduction (2030)
10%Recycling rate of general waste
37%（FY2030）
40%

2.8％

37%
-0.3%

31%
25.1%

20%

-3.7%

-10%

23.1%
-50％

-30%

22.8%
0%

-50%

2018 20192018 2019
2020

2020

2025

2030

2030

Project for Realization of a Hydrogen Society We will promote the development and utilization of hydrogen technology, andthereby accelerate the shift toward hydrogen use in a wide range of areas, frommobility to community-building.
Zero Emission Energy Project From the perspective of sustainable recovery, we will work with Tokyo citizens,- 124 -

businesses, municipalities, universities, and other entities to accelerate initiatives
in various areas.
Zero Emission Mobility Project We will engage in initiatives for creating a city where ZEVs (FCVs, EVs, PHVs)
come and go freely.
Project for Promoting Sustainable Use of Resources By reducing the generation of waste and promoting recycling, we will transformTokyo into a sustainable recycling-oriented city that can contribute to achieving
zero CO2 emissions.
Project for Adapting to Climate Change We will implement measures to avoid and mitigate damage caused by climatechange in all fields (natural disaster, health, etc.), employing a digitaltransformation perspective.

Strategy 15 Tokyo as a City of Culture and Entertainment
Strategy overview:
By refining Tokyo’s well-known tourism resources, marketing Tokyo in aconcerted national effort involving wide-area, organic cooperation with otherlocal governments across Japan, and fully utilizing Tokyo’s soft power, whichis the city’s strength, we will transform Tokyo into a powerhouse that keeps
generating “enjoyment” and attracting people.

- 125 -

(Appendix) Visions, Strategies and Projects
Policy goals for 2030:
Increase spending by foreign
tourists to Tokyo

Increase spending by domestic
tourists to Tokyo
Spending by domestic tourists
to Tokyo : 6 trillion yen (2030)

Spending by foreign visitors toTokyo : Over 2.7 trillion yen (2030)(trillion yen)

6

兆

兆

(trillion yen)

4.8 trillion yen
4

2.7 trillion yen

2
0

5.3
trillionyen

6 trillion yen

3Over 2.7 trillion yen

2
1.3 trillion yen
1
0.2 trillion
yen

1 trillion yen
2019 2020 2021

2026
2026

1.8 trillion yen

2030
2030

*In 2021, the survey was cancelled in the first to third quarters due tothe novel COVID. There are no estimates of annual values, but
actual results for the October-December period.

0
2019 2020 2021

0.01 trillion yen
2026
2026

2030
2030

*In 2021, due to the COVID-19 pandemic, the survey for the first to
third quarters was cancelled and no annual values were estimated.

Project for Creating Attractive Tourism Content

 By developing and sharing new tourism content based on local features, we will
stimulate demand for micro-tourism and other forms of domestic tourism,
increase revenue generated by tourism, and revitalize Tokyo’s tourism industry.
Project for Smart Tourism Centered around Experiences and On-Foot
Sightseeing By utilizing AI and other cutting-edge digital technology and teaming up with startups, we will build an environment where anyone can safely and conveniently
enjoy on-foot sightseeing.
Project for Strategic Tourism Promotion as All-Japan By utilizing AI and other cutting-edge digital technology and teaming up with startups, we will build an environment where anyone can safely and conveniently
enjoy on-foot sightseeing.
Tourism Marketing in Anticipation of the Post-COVID Era

 By disseminating tourism information and developing tourism content with a postCODID perspective, we will raise the expectations of people around the world for
tourism in Tokyo and use the inbound recovery as an opportunity to further- 126 -

develop the tourism industry.
Project for Creating and Spreading Art and Culture by Combining the Physicaland Virtual Worlds

 In order to bring back enjoyment to people's daily lives and enrich and energize
their lives, we will create and disseminate art and culture through a hybrid of realand virtual activities, such as providing art and culture experiences in virtual
places using digital technology, in addition to developing art in real places, suchas in the city center.
Project for Improving Well-being through Art and Culture We will develop programs that utilize the power of art and the resources ofmetropolitan cultural facilities, present new approaches to solving social issues
beyond the realm of culture, such as the aging population and symbiotic society,and present them as a leading case in Japan.
Project for Supporting People Engaged in Art and Culture We will develop emergency measures for arts and culture in the wake of theCorona pandemic, and provide a package of support for bearers of arts andculture, the source of Tokyo's attractiveness, according to their stage, fromdiscovery and nurturing to providing opportunities for them to be active in theirrespective fields, as well as overseas.
Project for Making Art and Entertainment Part of Everyday Life

 With an eye on the post-COVID era, we will leverage the cultural legacy of theTokyo 2020 Games and maximize Tokyo's soft power strengths in art, music,
traditional performing arts, entertainment, and food to create a Tokyo that people
can once again gather and enjoy.

Strategy 16 Sports Field Tokyo
Strategy overview:
By fully capitalizing on the legacy of the Tokyo 2020 Games, creating anenvironment for people to enjoy playing, watching, and supporting sports, anddevising ways to develop parasports into a popular activity, we will make Tokyo
into a “sports field” city where everyone can enjoy sports and the benefits it brings,
such as staying healthy and connecting with others.
- 127 -

(Appendix) Visions, Strategies and Projects
Policy goals for 2030:
Make the percentage of Tokyo
residents participating in sports
the highest in the world

Increase the rate of sports
participation by Tokyo residents
with disabilities

Improving the percentage of Tokyo
residents who play sports at least oncea week to 70%, and further to thehighest level in the world (2030)

Improving the percentage of Tokyo
residents with disabilities who playsports at least once a week to 50%(2030)
60%

The highest levelin the world

80%

68.9%

70%

Over 70％

65.9%

60%

50%

50.0%
40%

60.4%
50%

30%

40%
20%

39.2%

30% 20072020 2022
2021

2026

35.4%

42.0%
35.2%

31.9%
2020 2021 2022

2026

2030

2030

Sports Field Tokyo Project We will create a city where sports are integrated into the daily lives of the peopleof Tokyo, by developing various places in daily life as places where sports can beplayed, and by creating new ways to enjoy sports using cutting-edge technology,etc.
Sports Venue Legacy Project We will maximize the new attractiveness of sports facilities, including the new
sports facilities developed by the Tokyo Metropolitan Government for the Tokyo
2020 Games, and form them into a center where Tokyo residents can gather for avariety of purposes, mainly sports.
Parasports City Project As a legacy of the world's first city to host two Summer Paralympic Games, wewill make para-sports a popular content and promote initiatives that can beenjoyed "anytime, anywhere, forever" regardless of handicap.

- 128 -

Sports Wellness City Project We will create new values and attractions centered on sports through thepromotion of DX, including collaboration with private companies that possess
cutting-edge technologies, so that everyone can enjoy sports and achievewellness.
Support Project for “World Athletics and Deaflympics”

 Taking the opportunity of hosting the 2025 World Championships in Athletics andthe Deaflympics in Tokyo, we will contribute to the realization of Tokyo as aninclusive city where all people shine through the power of sports and expand new
fields for a shining future.

Strategy 17 Promoting the Tama Area and the Islands
Strategy overview:
The Tama area is home to numerous industries and universities, while theislands boast a rich natural environment. However, these areas are facing
challenges such as natural disasters and declining and aging population. By
working more closely than before with local governments, we will overcome thesechallenges and create together communities full of prosperity and vitality.
Project for Developing the Local Tourism Industry in the Tama Area and theIslands

 We will promote the Tama Innovation Park concept to evolve the Tama region
into one of the world's leading areas for advanced innovation.
 We will promote open innovation in the Tama region, business succession,
expansion of sales channels, and utilization of local resources, which will lead tostrengthening the management base of SMEs and promotion of local industries.
Project for Promoting Agriculture, Forestry, and Fisheries in the Tama Area andthe Islands

 The development of smart agriculture, forestry, and fisheries will increase
productivity and earning power We will grow into an attractive industry with high added value by branding andpromoting the attractiveness of Tokyo-produced agricultural, forestry, and marine
products, etc.
 We will establish an agriculture, forestry, and fisheries industry that will connect to- 129 -

(Appendix) Visions, Strategies and Projects
the next generation by strengthening the foundation and fostering bearers of theindustry.
Project for Promoting a New Tokyo-style Educational Model (Major Initiatives in
the Tama Area and the Islands)

 We will develop a new "Tokyo-style education model" that addresses theindividuality and abilities of children and supports their growth throughout society.
Project for Supporting Work Styles that Fit for the New Era

 We will promote the use of telework and satellite offices to create an environment
where people can work and live in close proximity to each other in the Tamaregion.
Promotion of Smart Community Development in Line with Local
Characteristics

 In order to realize compact and smart cities where people can live comfortably,
we will promote local community development combining land use, support andpromote the combination of transportation modes such as buses, cabs, demandtransportation, and bicycles with cutting-edge technology, etc., and enhance thetransportation environment centered on stations, etc., to make it easier for
everyone to get around.
 In the Tama region, we will promote urban development that incorporates cuttingedge technology by utilizing metropolitan-owned land, etc., and promote urban
development by each municipality, such as telework and DX, to respond to "newdaily life," forming a diverse innovation center unique to Tama.
 In conjunction with the extension of the Tama Urban Monorail (Kamikitadai to
Hakonegasaki), we will promote the development of cities and towns along theline that will grow sustainably, where everyone can travel conveniently andrealize diverse and active exchanges, while concentrating urban functions aroundstations and creating a good living environment in harmony with greenery.
 We will promote urban development incorporating cutting-edge technologies in
the Minami-Osawa Station area, including the use of TMG-owned land anddemonstration experiments for 5G implementation in collaboration with industry
and academia.
 In the area around Hachioji Station, in conjunction with the development of theTama Industrial Exchange Center, we will promote urban development thatcreates diverse innovations in Tama.
 We will promote efforts to realize a "Zero Emission Island" by expanding the useof renewable energy that takes advantage of the characteristics of the island- 130 -

region.
Improvement of Transportation Networks in the Tama Area and the Islands

 We will systematically promote the development and enhancement of the railroad
network, etc., which will contribute to strengthening international competitivenessby improving access to overseas countries, increasing the vitality andattractiveness of the Tama region, and making the railroad system more
comfortable to use.
 To secure means of access for tourists and other visitors to the islands, we will
strengthen the functions of ports and airports, including the development andimprovement of port facilities and airport terminals necessary to increase the rateof regular vessel service, and promote initiatives to improve user convenience,such as the development of tools to provide information on transportation in theislands region.
 We will promote maintenance to expand the road network in the Tama region andstrengthen the public transportation network in the Tama region by enhancing thefunctions of the airport and developing logistics centers.
Project for Supporting People with Mobility Impairments

 The formation of an efficient public transportation network in the region will bepromoted, including support for people with mobility difficulties to be able to shop
safely in the community and support for the introduction of demand transportation
to realize a convenient city that is easy for everyone to get around.
 We will develop initiatives to ensure safe, free, and comfortable movement
around stations, such as platform doors at railroad stations and multiple barrierfree routes.
Project for Improving Housing and Life from the Perspective of Resident andCommunity

 In collaboration with municipalities, private sector, etc., we will develop a "housing
strategy" that makes full use of Tokyo's comprehensive urban strengths to create
an attractive living environment.
 We will promote the development of new ways of working, the creation of places
for the elderly and others, the security and safety of housing, and thestrengthening of the housing safety net.
Support for Municipalities Utilizing Community Development Promotion
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(Appendix) Visions, Strategies and Projects

 We will promote community development measures such as community policies
and mobility support that are appropriate for the coming era by receiving
consultations from municipalities centrally and providing support in cooperation
with related bureaus.
Tokyo Greening Project Based on the "Comprehensive Policy for Securing Greenery", etc., TMG andmunicipalities will improve the quantity and quality of greenery through allopportunities, including the development of parks and green spaces,
conservation of agricultural land and natural areas, and creation of greenery inprivate urban development, etc., and promote efforts to increase greenery in theentire metropolitan area.
Conserving and Respecting Nature in the Tama Area and the Islands

 We will preserve and utilize Tokyo's rich natural environment and create anenvironment where diverse living creatures can coexist in harmony.
Sharing Information about the Preciousness and Value of Nature We will improve the value and attractiveness of natural parks, preserve, utilize,
and communicate the rich natural environment, and we will pass it on to future
generations.
Making the Tama Area and the Islands More Disaster Resilient To address issues related to disaster prevention in the Tama and island areas,such as wind and flood damage, earthquakes, tsunamis, and volcanic eruptions,
we will enhance disaster preparedness through systematic hardware measures,
effective software measures, and the use of advanced technologies to protect the
lives and property of the people of Tokyo.
Improvement of Healthcare in the Tama Area and the Islands

 In light of the aging of the population and the challenges of the Tama and island- 132 -

areas, which have fewer medical resources than the wards, we will develop asystem to ensure that everyone can receive the medical care they need.
Project for Developing the Local Tourism Industry in the Tama Area and theIslands

 We will develop strategies to continue to attract Tokyo residents and domestic
and international travelers by refining familiar tourist content unique to the Tamaand island region and by utilizing cutting-edge technology.
Creating the Attractiveness of the Tama Area and the Islands

 We will create the attractiveness of Tama and the islands through initiatives topromote immigration and settlement, improve transportation access, and build alively and vibrant community.
Using Digital Technology to Solve Social Issues In Island Communities

 Using Hachijo-jima as a model, projects to solve various social issues in island
areas, such as improving the living environment, promoting industry, andimproving administrative services, through the active use of 5G networks, AI, etc.,
will be sequentially expanded to other islands, including small outlying islands, tocreate a model for sustainable island area development.
 Introducing the municipal cloud and sharing administrative work in the island region
will reduce the burden on administrative staff and provide stable services toresidents in the future.

Strategy 18 All-Japan Partnership
Strategy overview:
For Japan to boost its presence on the world stage, both Tokyo and all other regionsof Japan must be healthy and strong. Through cutting-edge technology, developmentof the transportation network, and other means, collaboration between Tokyo andother areas will be further strengthened, and we will build an environment for thetrue coexistence and co-prosperity of Tokyo and other areas by drawing oneach other’s respective strengths and characteristics to achieve nationwide
growth.
Project for All-Japan Partnership- 133 -

(Appendix) Visions, Strategies and Projects[Cooperative action 1: Building a firm relationship of trust with other local
governments across Japan and prospering and growing together, through various
forms of cooperation]
 By developing a closer relationship with local governments across Japan throughvarious forms of cooperation, including cooperation to solve the challenges facing
the whole country and inter-prefectural cooperation in projects that effectively
contribute to mutual development, we will achieve growth in Tokyo and regions
other than Tokyo as well as on a national scale.
[Cooperative action 2: Working together to achieve the Sustainable Development
Goals (SDGs)]
 We will play a leading role in initiatives aimed at achieving the Sustainable
Development Goals (SDGs) and work with other local governments across Japan
with a common goal to share our ambitious initiatives with to world and solve
issues as a team.
[Cooperative action 3: Providing active support for disaster relief and reconstruction
and building relationships with diverse entities]
 Recent natural disasters have frequently caused huge damage across wide
areas. Therefore, local governments across Japan must work together beyond
administrative boundaries to recover from such damage. We will provide active,
swift disaster relief and reconstruction support to affected areas outside Tokyo
when a natural disaster occurs and work together toward restoring normality.
Also, we will leverage our experience and know-how to promote cooperation
between local governments.
[Cooperative action 4: Promoting broad, diverse exchange like nothing before] In the future, people in Japan will be able to travel between Tokyo and placesacross the country and freely engage in business and personal exchange thanks
to developments in cutting-edge technology, establishment of high-speed
communications networks, and launch of the Linear Chuo Shinkansen. Whilefunctioning as a hub, Tokyo will actively embrace the latest digital technology topromote diverse forms of exchange from an out-of-the-box approach.
 The formation of deeper ties between Tokyo citizens and Tokyo-based companies
and regions across Japan will lead to the creation of new value. Exchange will
also lead to new forms of collaboration with other regions across Japan. We will
explore ways to generate a virtuous cycle of exchange between Tokyo and otherregions.

Strategy 19 Olympic and Paralympic Legacy
Strategy overview:
Despite the unprecedented circumstances of the Corona disaster, the one-year
postponement of the Games, and no spectators, we were able to make the Tokyo
2020 Games a success with the cooperation of many people. The various hard andsoft legacies created through the Games will be developed to create a "Tokyo of- 134 -

the future" that is full of diversity and inclusiveness.

Strategy 20 The Structural Reform of The TMG
Strategy overview:
We will practice metropolitan government management that continues to create
optimal administrative services from the viewpoint of the citizens of Tokyo bymaking maximum use of cutting-edge technology, as well as utilizing the speed,
planning, and proposal capabilities of the private sector and other entities. We will workfrom a global perspective and contribute to solving common issues facing the world.
A sustainable financial foundation will be built to enable such strategic policy
development.
The Structural Reform of The TMG,” SHIN-TOSEI = The New TMG”
～Tokyo will change, and for that reason, the TMG will change～ While continuing and developing past reforms of the metropolitan government,
we will strongly promote "structural reform of the metropolitan government" that
goes back to the root of the system and structure, using the promotion of DX(Digital Transformation) as a lever to improve the QOS (Quality of Service) of themetropolitan government, thereby enhancing the QOL (Quality of Life) of thepeople of Tokyo and creating a society where everyone can enjoy safety, security,and happiness.
 From FY2020 to FY2022, seven "core projects" that were breakthroughs inreform were given top priority and steadily produced results; in 2023, the strategy
was upgraded to "New Tokyo 3" to further improve QOS.
 We aim to achieve the following three things. (1) Completion of infrastructure
construction of "Digital Government: TMG" in FY2025, (2) Transforming into TMG
that generates policy innovation through "openness and flatness", and (3)Transforming into "interesting TMG" where employees enjoy and are enthusiastic
about their work.
 To achieve this, upgrade the core project that will serve as the core for promoting
reform throughout the agency, and the leading projects in each bureau that will
promote DX in each bureau project.
International Urban Strategy Project To become "the city of choice for the world," we will build a global network "fromTokyo" that leverages Tokyo's strengths in such fields as the environment,
advanced infrastructure technology, culture, sports, finance, and education, andstrengthen Tokyo's ability to communicate and attract global attention.
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(Appendix) Visions, Strategies and Projects
Maintenance of Sustainable Fiscal Strength to Enable Strategic Policy
Development

 As the environment surrounding TMG's finances becomes increasingly severe,
including the economic downturn caused by the new Corona, we will further refine
the fiscal responsiveness we have cultivated to date and maintain a sustainablefiscal foundation that will support the development of policies that TMG should
pursue.

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