Future Tokyo:
Tokyo’s Long-Term
Strategy
Version Up 2023

January 2023
Tokyo Metropolitan Government

Ensuring a “Future Tokyo” filled with hope for future generations
In March 2021, we formulated “Future Tokyo: Tokyo’s Long-Term Strategy,” our vision for theideal future. And, last February, we updated this vision to reflect various changes that havebeen brought about by the Tokyo 2020 Games and battle against COVID-19 to formulate“Future Tokyo: Tokyo’s Long-Term Strategy Version Up 2022.”
Since the formulation of the updated vision, however, the global situation continues tochange at a dizzying pace, affected by developments including the prolonged COVID-19
pandemic, natural disasters caused by extreme weather, and issues related to national
security, energy security, and food security brought on by events such as Russia’s invasion of
Ukraine.

Turning to the situation in Japan, we are also facing layer upon layer of difficulties, including
abrupt exchange rate fluctuations, higher costs due to the rising price of raw materials, atight energy supply-demand balance, and estimates indicating that the number of annual
births in the country will fall below 800,000.
Amid such great upheaval, we are now called upon to effect change. Precisely because we are in a challenging situation,
we must share various types of wisdom, without being bound by precedent. Through this process, new industries, newjobs, and new convenience will be created. We must seize upon opportunities such as this one, and make the proper
adjustments to our strategy to realize a bright future Tokyo. Now we are standing at such a pivotal moment.
As Goto Shinpei, the seventh mayor of Tokyo, once advocated, it is the people who will lead the way. We will work to
make Tokyo a city that enhances the power of the people, draws out the power of the people, and where each person
takes on a leading role.
First, we will work to ensure safety and security, which form the foundation for the city’s activities, and solidify the basefor Tokyo’s growth. In addition, we will advance “investment in the future” with a sense of speed to realize a Tokyo
where each and every individual can achieve self-fulfillment. This includes urgent measures to address the declining
birthrate, measures for the development of human resources which power growth, measures related to startups andchanges in the industrial structure, and measures for striking a balance between achieving carbon neutrality andmaintaining economic growth through the utilization of Green Transformation (GX) and Digital Transformation (DX).
When Tokyo changes, the future changes as well. As we now stand at this turning point in history, let’s work together tocultivate these new beginnings, and pass down a “Future Tokyo” filled with hope to generations to come.

January 2023

2

Koike Yuriko
Governor of Tokyo

01

Implementation of “Future Tokyo:
Tokyo’s Long-Term Strategy”• ”Future Tokyo: Tokyo’s Long-Term Strategy”
Strategy Upgrade Concept• Upgrade policies based on changes andtransformations• Main areas to upgrade
3

"Future Tokyo: Tokyo’s Long-Term Strategy" Strategy Upgrade Concept

１ Significance of the Formulation•

In March 2021, we formulated “Future Tokyo: Tokyo’s Long-Term Strategy.”•This Future Strategy sets being resilient to changing times and circumstances, i.e., “Agile,” as its
basic strategy, and will be revised as initiatives progress and the social environment changes.

•

In February 2022, based on this basic strategy, we formulated “Future Tokyo: Tokyo’s Long-Term
Strategy Version Up 2022,” taking into account the changes and transformations that have beenbrought about by the Tokyo 2020 Games and COVID-19.

•

However, even after the upgrade, the need to respond proactively to the emergence of global issues
where conventional practices is no longer applicable, and to the rapid decline in birthrates has led tothe decision to upgrade this time.

２ Position
The following items are summarized in order to realize the “Visions” for Tokyo in the 2040s set forth in“Future Tokyo: Tokyo’s Long-Term Strategy”.
•

Establish new policies and review existing policies based on the recent changes and transformations
in social conditions•

Update the three year action plan through the PDCA (Plan-Do-Check-Action) cycle

4

"Future Tokyo: Tokyo’s Long-Term Strategy" Strategy Upgrade Concept＜Stance on Strategy Deployment＞• Realize a sustainable recovery• Strongly promote structural reform that approaches theroots of issues

Future Tokyo thatbalances maturity andongoing growth＜Four Basic Strategies＞
1. Backcasting the future
2. Promote policies by collaborating with a diversity of entities
such as private companies
3. Realize a Smart Tokyo through digital transformation (DX)
4. Respond “agilely” to the changing times and circumstances

Based on the basic stance of realizing “sustainable
recovery” and strongly promoting “structural reform”
that approaches the roots of issues, we set forth“Visions” of what Tokyo should be like in the 2040s
and present “Strategies” and “Projects” to achievethese visions.

Upgrade2022☞

Future Tokyo : Tokyo's Long-Term
Strategy（March, 2021）

Upgrade2023

OriginalThis time
Future Tokyo : Tokyo's LongTerm Strategy version up 2022
（February, 2022）

Upgraded policies based on the various
changes and transformations that arose
during the Tokyo 2020 Games and thebattle against COVID-19.

5

Upgrade to respond proactively
to the emergence of global
issues where conventional
practices is no longer applicable,
and to the rapid decline inbirthrates.

Upgrade policies based on changes and transformations

The world and Japan are in the midst of an upheaval caused by unprecedented
crises such as infectious diseases, climate crises, and disputes■Percentage of dependence on Russian energy in major countries(2020)
Crude OilNatural Gas
Coal



46%

30%
24%
21% 21%

25%
20%
20%

15%

14%

10%
5%

0%

0%

（Source）Agency for Natural Resources and Energy
Compiled from "The FY2021 Annual Report on Energy (Japan's Energy White Paper 2022) "■Simulation of future temperature rise by IPCC
・Among several greenhouse gas emission scenarios,
the one based on the Paris Agreement target is
expected to increase by 1.5 to 2°C by around 2050

Looking at Japan, there are long-term absolute
shortages of human resources due to the declining
birthrate and aging population, rapid exchange
rate fluctuations, and declining international
competitivenessAround 2100 year
1.8°C rise（Source）Compiled from "Report of Working Group I of
IPCC Sixth Assessment Report" (IPCC, August 2021)

The global situation is changing and conventional practices is no longer applicable
6

France3%Germany

0%

UK

8%

USA

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%

Japan

UK

4%

FranceWith the climate crisis still in the offing, newtargets for further reductions in greenhouse gas
emissions to achieve the "1.5°C target" set in the
Paris Agreement at COP27, the world isaccelerating its move toward decarbonization

3%

17%

GermanyThe protracted situation in Ukraine has led to aninternational competition for resources, and the worldis undergoing a structural shift toward
decarbonization and energy security

17%

USA



COVID-19, a global pandemic since 2019, isreaching a turning point with efforts by humanity,
including the development of a vaccine

37%

Japan



40%
35%
30%
25%
20%
15%
10%
5%
0%

Upgrade policies based on changes and transformations

Tokyo's future population will peak in 2030 (14.24 million) andwill gradually decline after that
■ Population in Japan and Tokyo (Special ward area, Tama Area andTokyo islands)









Tokyo's population in 2021 began to decline for the firsttime in 26 years as a result of COVID-19, which caused
people to move out of Tokyo, foreign nationals to return to theircountries, and the number of births to decrease
Population is gradually recovering after spring 2022 due torecovery of socio-economic activities and easing of immigration
restrictions
According to objective demographic estimates based on the
results of the 2020 census, Tokyo's total population will peak in
2030, five years later than the previous estimates

By area, the population of Special ward area will peak in2035 (9.99 million) and that of Tama Area and Tokyoislands in 2025 (4.35 million), followed by a gradual decline
after that

Estimate

Tokyo
Tokyo（Previous）

Tokyo（Million）
22
128.06 127.09 126.15
122.54 119.13
115.2220
110.92

Speci al ward area (Previous)(Million)

Tama Area and Tokyo islands

150

Tama Area and T okyo islands (Previous)
Japan（Estimate in 2017）106.42101.9218
16

14

13.16 13.52

14.06

12
10

8.95

9.27

9.73
9.75

8
6

14.05

4.21

4.24

4.31

14.18

13.98

9.83

9.95

9.99

9.95

4.35

9.99

4.28

9.91

4.18

13.65

9.93
9.74

4.05

13.33

12.95

9.56

9.35

9.08

3.78

(30)

3.61

3.43

4.28

4.19

4.07

3.91

3.76

3.60

3.42

3.22

2020

2025

2030

2035

2040

2045

2050

2055

2060

3.25

(50)

(70)
2065（Year）(Source) The population of Tokyo after 2025 is estimated by TMG’s Office of the Governor for Policy Planning
based on the results of the 2020 Population Census and other data
(Materials) Annex to "Future Tokyo : Tokyo's Long-Term Strategy" (Office of the Governor for Policy Planning),"Census" (Ministry of Internal Affairs and Communications) , "Population Projections for Japan(Estimated in 2017)“ (National Institute of Population and Social Security Research), etc

Safe, Secure andSustainable Tokyo
7

10

(10)

In order to realize a sustainable Tokyo in the face of a rapidly changing, increasingly
complex and sophisticated society and a declining population, we will focus on thefollowing items across all fields
The World's Choice andWorld Leading City

50

30

9.03

Although the population declined due to the COVID-19 pandemic is gradually recovering,
the future downward trend remains the same, and we need to face the population issue
head on, which will have a significant impact on the future in many ways

"People" as a Source ofGrowth

110

70

12.28

8.75

4.31
2
2015

12.74

9.31

9.55

88.08

130

90

11.98

9.74

3.92

92.84

12.50

9.86

4

2010

97.44

14.18 14.24 14.17 13.98 13.79
13.52 13.17
14.23

Japan

Special ward area

Initiatives beyond The
Conventional
Framework

Main areas to upgrade"People" as a Source of Growth
Empower and draw out the power of “people” to become an indispensable driving force for the city's development

Social Conditions in TokyoBirths in Tokyo are the lowest in the postwar period 
Number of marriages plummeted due tothe COVID-19 pandemic
The world is changing at a dizzying pace,
including a shift in industrial structure due tothe development of GX and DXEnglish is one of the key
 Legacy of Tokyo 2020 Games
infrastructures in an increasingly
Growing momentum toward theglobalized world
realization of an inclusive society,
Loneliness and isolation came tosuch as the enactment of the Sign
the surface due to the COVIDLanguage Ordinance19 pandemic

Status for Policy Goals, etc.
Number of Births and Marriages（Tokyo）

Increase the number offoreign students

Births hit a postwar low

Number of foreign students supported
by TMG
Total 13,500 （2021-2030）

115,000（number of births）
110,000
105,000

108,990
95,404

100,000

Increase in the number of
employees with disabilities

251,492.0（Number of employment）（ Number of foreign students ）2017 2018 2019 2020 2021

10,00013,500240,000

235,492.0

The number of marriages also
plummeted due to the COVID-19
90,000（number of marriages）
80,00070,00060,00086,059Compared to 2019
before COVID-19▲18.9%

69,8132017 2018 2019 2020 2021

Strategy
５・６

Increase the number of employees withdisabilities by 40,000（Fy2021-2030）

15,00095,00090,000Strategy２

5,000

228,475.5

220,000

7,860
40

211,492.0
200,000

02020 2021

2026

2030

2020

2022

2026

2030

* The results from 2020 to 2022 are calculated based on the "Employment Statusof Persons with Disabilities" by the Tokyo Labor Bureau

What Required to Realize the “Future Tokyo”
 Evolve achievements such as measures to prevent waiting children, and face the issue of declining birthrates head-on in order torealize a sustainable society Foster and develop human resources who can play an active role in the world, including cultivating an international mindset a nd
responding to changes in industrial structure by improving their skills
 Enhance diversity and inclusiveness, and realize an inclusive society where no one is left behind8Main areas to upgrade

Points for Reinforcement
Children First Society【Points】【Major Initiatives】

 Implement unprecedented bold policies
 Seamless supports for marriage, pregnancy,
childbirth, and child rearing Accelerate policy development from the children's
perspective
 Support for diverse learning Marriage support through AI matching and exchange events using
metropolitan facilities, etc.
 Support for people who wish to freeze their egg cells andcompanies that develop assistance programs for them
 Free childcare fees for children aged 0-2 from the second childonward, with no income restrictions
 "018 Support" benefits for children ages 0-18
 Support for "independent upbringing" at school age

Develop Human Resources as a Source of Growth【Points】【Major Initiatives】

 Strengthen English language skills to wininternational competition
 Support for skill development to respond flexibly tochanges in industrial structure Cultivate entrepreneurial spirit and entrepreneurshipto create growth areas
 Expand future digital talent pool

 Hold English presentation contest for high school students in Tokyo Establish courses at Tokyo Metropolitan University to provide
financial expertise and business-level English language skills
 Strengthen reskilling and recurrent education for careeradvancement
 Promote entrepreneurship education for elementary and juniorhigh schools Create digital experience opportunities for children

A Society Where Everyone Can Make The Most of Their Individuality and Demonstrate
Their Strengths【Points】【Major Initiatives】

 Further improve barrier-free software and hardware
 Transform society for women's empowerment
 Create and activate connections among people andcommunities
 Further improve the QOL(Quality Of Life) of theelderly Further enhance safety net

 Promote sign language events and professional development ofsign language interpreters, etc.
 Support for career change for women and others working in nonregular employment
 Support to address the digital divide and social participation of theelderly Efforts to maintain and improve the level of care required, etc.
 Create a "virtual place to stay" for consultation on SNS
 Assignment of specialized teachers, etc. to deal with nonattendance

9

Main areas to upgrade

The World's Choice and World Leading City
Refine Tokyo's attractiveness, nurture new seeds of growth, and become world’s city of choice

Social Conditions in Tokyo
Japan's attractiveness ranks first in
the world(World Economic Forum)
World competitiveness ranking is
34th, the lowest ever
(Swiss business school IMD)

It is at a new stage where infection
control and recovery of socioeconomic
activities are compatible
GX and DX are the new keys to the global
economyWorld Athletics and Deaflympics are to beheld in Tokyo in 2025

Global supply chain changes
triggered by Ukraine situation
Startups are driving industrial
restructuring around the world

Status for Policy Goals, etc.
Global City Power Index

Strategy
12

Global City Power Index (Economy)
1st place (2030)
14Strategy
11

60%

12％

1st

8.9％

10%

4th

4th

6.0%

5th

6
2020 2021 2022

2026
2026

2030
2030

(Rankings for the Economy in the Global Power City Index by
the Mori Memorial Foundation Institute for Urban Strategies)

5.0%

0%

60.0%

40%
20%

33.3% 34.5%

2020 2021

6.2% 6.5%

3rd

Strategy
9

JR and private railway stations
Approx. 60% (FY2030)

Business startup rates in Tokyo
12% (FY2030)

50.0%

2026

2030

Subway stations 100% (FY2025)

5%
5

Platform door installation

15%

2
3

Startup rates in Tokyo

Businesses covered by theemployment insurance scheme

100%

100.0%

Registration of businessestablishment2020 2021

2026

2030

85.5%
83.8%
2020 2021
2025

80%

What Required to Realize the “Future Tokyo”
 Develop the Tokyo 2020 Games legacy, refine Tokyo's proud attractions, and communicate to the world
 Make the accelerating GX and DX trends and startups key drivers of economic growth Build a vibrant, lively, and attractive city that visitors from around the world can enjoy

10

Main areas to upgrade
Points for Reinforcement
Enhance Tokyo's Presence【Points】【Major Initiatives】

 Strengthen international promotion
 Implement promotion in response to the resumption of
inbound travel
 Fully utilize Tokyo's artistic and cultural resources Publicize the power of sports via the World Athletics
Championships and the Deaflympics

 Strongly promote "SusHi Tech Tokyo“(Sustainable High City
Tech Tokyo) to the world
 Enhance attractiveness utilizing projection mapping Develop and operate an anime and manga base
 Develop creative environment for artists, etc.
 Bid and support the hosting of international competitions

Create Innovation and Shift to a Crisis-Resilient Industrial Structure【Points】【Major Initiatives】

 Strengthen collaboration with startups under new startup  Establish a major base for startup support (Tokyo Innovation
strategyBase) Support industrial restructuring of SMEs
 Establish new funds (university startups, promotion of energy
 Leverage the GX to both decarbonize and economize
creation and storage, etc.)
 Leverage advanced digital talent and deploy DX on Promote business transformation of SMEs into growth areas
multiple fronts
 Launch and operate a new organization that promote digital policies
 Attract investment from around the worldin collaboration with the TMG "GovTech Tokyo"

Enhance Urban Functions and Attract the World【Points】【Major Initiatives】

 Develop urban infrastructure on land, sea, and air toenhance international competitiveness Further improve convenience and liveliness Create attractive spaces featuring greenery andwaterfront areas that offer a sense of enrichment andrelaxation

 Expand transportation network, including subways in central
Tokyo and waterfront areas
 Increase capacity for cruise ships and business jets
 Refurbish and utilize the upper space of the KK Expressway as apedestrian-centered public space Create liveliness through the development of fountains andother waterscape facilities

11

Main areas to upgrade

Safe, Secure and Sustainable Tokyo
Ensure "safety and security" as the foundation for all urban activities and realize a sustainable future

Social Conditions in TokyoRisk of disasters such as heavy rains andheat waves due to global warming isincreasingLatest estimates for damage from anearthquake directly striking Tokyo havebeen developed

Energy crisis occurs
Structural transformation isaccelerating around the world todecarbonize and secure energy

Social structures, including working
styles and digital environments, havebeen changed by COVID-19
Movements such as relocation andoffice relocation have occurred

Status for Policy Goals, etc.
Ratio of fire-resistance inthe area to be developed

70%

Strategy8

Volunteer Fire Corps
member sufficiency rate

Ratio of fire-resistance in thearea to be developed
70% in all areas (FY2030)

Percentage of volunteer fire corps
filled in special ward areas
More than 90% (FY2030)

Share of renewable energy

Strategy
14

Share of electricity consumption
from renewable resources
Improved to around 50% (2030)

90%

70.0%

※

63.6%

90.0%

89%

88.0%

87%

※

64.0%

86%

※Reference values

86.2%

20%

17.3%

86.4%

2025

2030

19.2%

Approx.
30%

0%

85%

2019 2020

Approx.
50%

40%

88%

70% in halfof the areas

65%

60%

Strategy
82020 2021

2026

2030

2019 2020

2026

2030

What Required to Realize the “Future Tokyo”
 Protect the lives and property of the people of Tokyo from increasingly severe and frequent disasters, and pass on a safe andsecure city to the future On the occasion of centennial of the Great Kanto Earthquake, once again expand efforts to protect ourselves and others to thecitizens and businesses of Tokyo Further accelerate the shift to a sustainable, decarbonized society in the wake of the energy crisis

12

Main areas to upgrade
Points for Reinforcement
Protect the Lives, Health, and Property of the People of Tokyo【Points】【Major Initiatives】

 Strengthen Measures to Cope with increasingly
frequent and severe disasters to ensure a safeTokyo for the next 100 years
 Foster a spirit of self-help, mutual aid, and public
assistance on the occasion of the centennial of
the Great Kanto Earthquake Coexist with COVID-19 and enhance healthcaredelivery system

 Advance the project of new regulating reservoir
 Standardize to remove utility poles in residential development
 Introduce new support measures in special zones for improving fire
resistance Establish a system to quickly recover from ash fall caused by volcanic
eruptions Enhance preparation for complex disasters Strengthening the local medical system, including 24-hour medical careand general medical care

Realize a Decarbonized Society【Points】【Major Initiatives】

 Accelerate toward Carbon Half through HTT
initiatives to "ⒽReduce, ⓉCreate, ⓉStore"
electricity
 Promote social implementation of hydrogen energy
and create infrastructure with a view to realizing ahydrogen society in the future Expand support measures for the installation of solar panels in newhomes, etc.
 Establish a new target and accelerate installation of solar power
generation equipment in metropolitan facilities, etc.
 Expand initiatives for the production and supply of green hydrogen inTokyo with a view to expanding hydrogen utilization over the medium
to long term Promote the spread of next-generation mobility such as EV/FC
trucks and ships using hydrogen energy, etc.

Tama Area and the Islands, Everyone's Favorite!
【Points】【Major Initiatives】

 Dramatically increase presence at home and abroad
and attract new fans Promote urban development associated with theextension of the Tama Monorail Line Conduct strategic overseas promotion, including luxury
accommodations and attracting MICE to the Islands Implement new initiatives for regional migration and settlement,such as experiencing life in the Tama Area and Islands
 Promote new community development along the Tama Monorail Lineextension in cooperation with the local municipalities

13

Main areas to upgrade

Initiatives beyond conventional frameworks
Reform social structures and rules that are barriers to growthSocial Conditions Surrounding Tokyo
 In promoting the “Future Tokyo: Tokyo’s Long-Term
Strategy,” there are barriers to the project, such as
laws and regulations, mechanisms, and execution
structure

What Required to Realize the “Future Tokyo”
Accelerate further structural reform of the TMG, etc.
Revise mechanisms and work speedily with
unprecedented ideas
Improve business execution and policy effectivenessDirection for Reinforcement
Structural Reform of the TMG“SHIN-TOSEI 3”

Reviewing the norm in the TMG

Reform the system in cooperation
with the national government【Points】【Points】【Points】

 Complete "Building theInfrastructure for Digital
Government of TMG" in FY2025
 Evolve into an "Open and Flat" TMG
that "brings about policy
innovations" Create the “Exciting TMG" where
each employee enjoys
and is ××
enthusiastic about his or her work

 Review the norm in the TMG
across the organization
 Strengthen the ability tocommunicate through a combined
public relations strategy
 Improve project viability

 Request to the government forrelaxation of systems andregulations for Tokyo's growth andintroduction of new technologies
 Implement what the TMG can do
preemptively【Major Initiatives】【Major Initiatives】【Major Initiatives】
 Reform the work style of TMG
 Work to speed up and institutional
reform of the TMG
 Thoroughly implement service
design initiatives
 Implement Open Innovation
 Promote data-driven TMG
 Realize the revitalization andwellbeing in the TMG

×× Implement measures throughcollaboration among bureaus(prompt action by utilizing PTs andtask forces)
・Policy for Children
・Startup Strategy
・HTT (Electricity Saving initiatives)
・Urban Resilience Project Effective PR development,
including use of digital media
 Promote visualization of progress,
including setting interim targets
 Enhance policy enforcement14

 Eliminate restrictions on university
capacity growth Expand measures to support children
and child rearing
 Establish a public procurement
mechanism to increase startup
participation
 Establish 5G network promptly
 Examine regulations for Flying Vehicles
 Expand the use of renewable energy Deregulate for hydrogen utilization
 Develop human resources based on
the COVID-19 experience, andpromote medical DX, etc.