Tokyo
Sustainability
Action＃FutureTokyo

Contents
Message from Governor Koike Yuriko····························2
Executive Summary ·····················································3Overview of Tokyo ·······················································5
Confronting the Current Crises ·····································7Overcoming the crises to realize a sustainable Tokyo ·····9Implementing Policies from the Perspective of the SDGs
Integrating the three dimensions of the SDGs
and Realization of a society where “no one is left behind” ······· 13Tokyo Bay eSG Project（Version 1.0） ······························· 15
Smart Tokyo: TOKYO Data Highway Strategy ······················ 17
Strategy for Earning Potential in Tokyo and Innovation ··········· 19
Strategy for Putting Smiles on the Faces of Children·············· 21
Strategy for Promoting Women’s Empowerment ··················· 23
Strategy for Realization of a Chōju (Longevity) Society··········· 25
Strategy for Valuing “Dwellings” and “Community” ················· 27
Strategy for Developing a Safe and Secure City···················· 29
Strategy for Enhancement of Urban Functions······················ 31
Strategy for Making Tokyo a City
Filled with Water and Greenery ········································· 33
Zero Emission Tokyo Strategy ··········································· 35
Strategy for Structural Reform of the Tokyo Government········· 37
All-Japan Partnership Strategy ·········································· 39

Promoting SDG Initiatives from Tokyo ····························· 40
Appendix
Visions, Strategies and Projects ······································· 43
FUTURE TOKYO STORY ··············································· 84-1-

Message from Governor Koike Yuriko
To overcome the crises we face and realize a sustainable future
Humankind currently faces two major crises: the threat of
COVID-19 and the climate emergency.
We must concentrate humanity’s knowledge and expertiseto overcome these difficult challenges. At the same time,
we must also make it our mission in the present day toconsider what needs to be done to make the future beyond
this crisis one filled with hope.
The Tokyo Metropolitan Government announced Future
Tokyo: Tokyo’s Long-Term Strategy in March this year. The
strategy sets forth our vision for Tokyo in the 2040s, as wellas the strategies we will implement up to 2030 to achieve this vision.
The Future Tokyo strategy does not simply seek a return to pre-Covid life. Its policies
center on partnering with a variety of players to realize an inclusive society where“people shine” and “no one is left behind” from the perspective of “sustainable
recovery,” which aims to achieve a balance between recovery from the pandemic anda sustainable way of life for people.
We are launching aggressive and challenging projects that go beyond conventional
thinking, including one central to the strategy that will transform Tokyo’s Bay Area intoa sustainable city that fuses nature and convenience and serves as a model for
metropolises around the world.
These policies are in line with the UN’s Decade of Action to deliver the Sustainable
Development Goals (SDGs), which covers the ten-year period starting from 2020.
To achieve the SDGs and realize a sustainable society that strikes a balance
between preserving the environment and economic activities, now is the time for us
to take action, especially as we face these major crises. And, the Tokyo Metropolitan
Government will stand at the forefront of advancing initiatives.
Together let’s overcome the COVID-19 pandemic, advance a sustainable recovery in
all areas, and progress toward a sustainable future.
July 2021

Koike Yuriko
Governor of Tokyo-2-

Executive Summary
About this publication
This publication outlines the Tokyo Metropolitan Government’s initiatives andapproaches for realization of the SDGs, based on Future Tokyo: Tokyo’s Long-Term
Strategy, which was formulated in March 2021. It has been prepared as a Voluntary
Local Review (VLR), an international initiative in which local governments voluntarily
review their measures and progress to achieve the SDGs, and submit a public reporton the results of the review to the United Nations.

Crises and challenges facing Tokyo
Tokyo, the capital of Japan, is the center of various functions including politics, theeconomy, industry, education and culture. It is one of the world’s largest cities with apopulation of about 14 million. Its gross metropolitan product is about JPY 107 trillion(USD 963 billion), the size of the GDPs of some countries. In order to pursue
sustainable development, however, we need to take numerous measures totransform society.
First, as common crises facing humanity, we are currently confronted by the COVID19 pandemic and climate crisis. The battle against the coronavirus is not only
taking human lives, but it is also taking away our everyday lives through restrictions
on social and economic activities, requiring us to stay home and curb travel, andplacing strain on the health care system. It is said that the most vulnerable havebeen affected the most by this pandemic. A social structure that makes thesocially vulnerable more susceptible to the impacts of this crisis exits in Japan aswell.
We are also feeling the impacts of climate change on our everyday lives. The
situation is now that of a “climate crisis.” We must accelerate initiatives for
decarbonization with a strong sense of danger that we are nearing the point of no
return.
Japan and Tokyo also have their own issues, including the advent of a shrinking
population and an ultra-aging society, the falling presence of Japan’s economy,
and the risk of earthquakes and volcanic eruptions. Even amid suchcircumstances, we must secure sustainability by leading the world in boldly
implementing new policies, so that we can leave a bright future for generations to
come.

Making Tokyo a sustainable city through the Future Tokyo strategy
Against this background, the Tokyo Metropolitan Government formulated Future
Tokyo: Tokyo’s Long-Term Strategy in March 2021. This strategy is people-centered,because people are who generate Tokyo’s growth, and it serves as a compass
guiding us to the realization of a sustainable Tokyo that strikes a balance
between maturity and ongoing growth. It is in line with the SDGs core message of-3-

Executive Summary
leaving no one behind and creating an inclusive society. All of the initiatives in thestrategy have been refined from the perspective of the SDGs, and form Tokyo’s
roadmap to realizing the SDGs.
Future Tokyo, which centers on achieving a sustainable recovery, calls for arecovery from the COVID-19 crisis that is not simply a return to life before COVID,
but is a recovery that builds a resilient and sustainable society while working
to overcome the climate crisis and realizing sustainable lives. Another pillar of
its strategies is structural reform. Reform that delves deep down to the foundationof structural challenges facing Japanese society, such as the delay in digitalization,
will be promoted.
The Future Tokyo strategy outlines our 20 visions for Tokyo in the 2040s, and iscomposed of 20＋１strategies and 122 projects to implement the strategies, 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 economy, society, andthe environment, which are the three dimensions of sustainable development. One
cornerstone is the Tokyo Bay eSG Project, which will become a model for asustainable city in the Tokyo Bay area, which is full of potential. This project aims tocreate a sustainable city that fuses nature and convenience through efforts
such as making full use of cutting-edge technologies while also maintaining
harmony with the environment.
The strategies of Future Tokyo are also centered on drawing out the potentials of
people, 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 further enhancesafety nets that will put a stop to the “cycle of poverty” and prevent new disparities
from emerging. By preparing an environment where everyone, from children toseniors, women, those with impairments, and foreign nationals, can be active,
we will realize a society 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 raiseTokyo’s sustainability.
In the advancement of measures, we will thoroughly implement the PDCA (Plan-DoCheck-Action) cycle to secure their effectiveness. During this process, we will alsouse BI and other digital tools to update strategies in a flexible and agile manner to
respond to changes in the age or situation, and also make our initiatives more
visible. These efforts will lead to enhancement of the QOL (quality of life) of our
citizens and realization of a sustainable Tokyo.
Tokyo will not only take the initiative in pursuing the SDGs, but will support thevoluntary actions and collaborative efforts of municipalities, the Tokyo citizens,companies, universities and other various parties in achieving the SDGs. By
expanding such circles of efforts from Tokyo to the rest of Japan and beyond to theworld, the Tokyo Metropolitan Government will contribute to the achievement of the
SDGs.

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Overview of Tokyo
Tokyo, the capital of Japan, is the center ofvarious functions including politics, theeconomy, industry, education and culture.
It is also the near center of Japan
geographically. It is made up of the 23
special wards, where you find the offices ofgovernment and private enterprises; theTama area 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 13.96 million, 11
percent of Japan’s total population. Its gross metropolitan product is about JPY
107 trillion (USD 963 billion), 19.5 percent of Japan’s GDP. The Tokyo
Metropolitan Government’s budget is about JPY 15 trillion (USD 136 billion), the sizeof some countries’ state budgets.

Tradition and innovation
Tokyo offers a remarkable experience
with its blend of the past, now, and thefuture. With a history of over 400 years,
Tokyo is a juxtaposition of historical
townscapes and traditional performances
dating back to the Edo period, andsophisticated technology and modern pop
culture such as manga and anime. These, in
addition to Tokyo’s other various attractions,
including its many museums, theaters andother artistic and cultural facilities, and diverse food culture, continue to fascinate
people around the world.

Hosting the Tokyo 2020 GamesThe Olympic and Paralympic Games Tokyo
2020 will be held from July to September
2021. Tokyo is the first city in the world tohold the Summer Paralympic Games asecond time. The Tokyo 2020 Games will be
one that significantly advances
sustainability initiatives, such as bycontributing to the realization of the SDGs.

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Overview of Tokyo
Location of Tokyo

Tokyo Metropolitan Government
symbol markSource: Bureau of General Affairs, TMG: “Annual Report on
Tokyo Metropolitan Accounts (FY 2018)”

Source: Ministry of Internal Affairs and Communications:“National Census”

Tokyo’s population (March 2021)

13,942,024
Men:
6,849,488
Women: 7,092,536
Source: Tokyo Metropolitan Government: “FY 2021 Overview
of the Tokyo Metropolitan Government Budget Proposal”-6-

Source: Bureau of General Affairs, TMG: “(Estimated)
Population of Tokyo Metropolis” (as of March 1, 2021)

Confronting the Current Crises
Two crises confronting humanity
COVID-19
The novel coronavirus, which was first confirmed in
December 2019, spread precipitously throughout the world.
The battle against this virus is having devastating impacts,
such as restricting social and economic activities, making it
necessary to stay home and curb travel, and placing strain
on the health care system. Not only is it taking human lives,
but it is also taking away our everyday lives, which we had, until now, taken for
granted. According to the UN Sustainable Development Goals Report 2020,
society’s most vulnerable groups are being hit hardest by this pandemic. A
social structure that makes the socially vulnerable more susceptible to the impacts ofthis crisis exits in Japan as well.
In addition, while countries around the world are rapidly accelerating their digitaltransformation, Japan is showing a marked delay in its digitalization. Japan is
not only lagging behind in the world with its ranking of 27th out of 63 countries in the
IMD’s “World Digital Competitiveness Ranking,” but because of its low percentage of
online administrative procedures, systems were unable to be fully utilized inmeasures related to COVID-19. Meanwhile, however, with the spread of remote workand staggered commuting hours and the temporary resolution of packed trains amid
this pandemic, we are seeing signs of hope in the new normal as we gain ground on
realizing our vision for the future.
We need to continue searching for ways for sustainable urban development suchas realizing “new ways to live and work” that consider changes in society, and thecreation of new value through “a shift in urban structure from an overcrowded to acomfortable one.”

Climate crisis
It is not just contagious diseases that place the future ofhumanity at risk. Our planet is ravaged almost every year by
natural disasters such as forest fires, record high temperatures,and torrential rain. Global warming is said to be a cause of suchdisasters and the impacts of climate change are being felt in our
everyday lives. Issues concerning the global environment are
now at a historical turning point; we are indeed confronting a
A digital globe shows our planet’s
climate crisis.
changes
The future that awaits us depends on what kind of actions we
Source: Earth Literacy Program
take. We must accelerate our efforts with a strong senseof danger that we are approaching the point of no return.

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Confronting the Current Crises

Challenges facing Japan and Tokyo
The advent of a shrinking population and an ultra-aging society.
Although Tokyo’s population has
been trending upward, it is expected
to peak at 14.23 million in 2025, andthen decline to 11.98 million in
2060, down some 10 percent from2015.
Tokyo already became a superaging society in 2015, with elderly
residents making up 22.7 percent of
the population. This trend is
expected to continue, with seniors
making up 25.4 percent of the
population in 2035.
On the other hand, the young
population and working age
population are, by 2060, expected
to fall by about 30 percent and 20
percent, respectively, from 2015
levels.

Population estimate by age group (Tokyo)

The reduced presence of Japanese economy
Japan faced many ordeals in the
Heisei era (1989-2019), such asplummeting stock and land
prices due to the burst of the
bubble economy, non-performing
loans, the Asian financial crisis,
and the 2008 global financial
crisis. During this time, as theworld’s economy shifted to IT
and other industries with high capital
Source: OECD “Economic Outlook No.95 (2014)”
efficiency, Japan was left behind inconverting its industrial structure. It is predicted that by 2030, China will rank top
in the world in GDP, and India will rise to third. Japan, on the other hand, will fall tofourth, with its global share dropping from 7 percent to 4 percent.

Earthquake and volcanic eruption risk
It is said that there is a 70 percent possibility that a major earthquake will strike
Tokyo within the next 30 years. It is estimated that fatalities could reach as high as
10,000, and 5.17 million people will be stranded and unable to return home. There isalso the possibility of a tsunami occurring from a massive Nankai Trough earthquake,and risks of volcanoes in the Tokyo islands and Mount Fuji erupting.

-8-

Overcoming the crises torealize a sustainable Tokyo
Formulation of the Future Tokyo Strategy
The Tokyo Metropolitan Government formulated Future
Tokyo: Tokyo’s Long-Term Strategy in March 2021.
Future Tokyo 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 was

The front cover of Future Tokyo

formulated in line with the SDGs principle to create an
inclusive society where “no one is left behind.” All of the initiatives that make up theplan have been refined from an SDGs perspective to create a roadmap for Tokyo toachieve the goals.

To create Tokyoʼs future

Future Tokyo 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 government digital transformation.
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 COVID-19 pandemic contributes to major change in theindustrial 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.

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Overcoming the crises to realize a sustainable Tokyo

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 the sustainable 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 the local area andrevitalization of communities, including local production for local consumption andmicro-tourism.

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.

-10-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
to 2030 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.

“What Tokyo will look like when I grow up” Art Contest (2019)
Elementary and middle school students who live or go to school in Tokyosubmitted drawings and essays explaining their vision.

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Overcoming the crises to realize a sustainable Tokyo
Solicited opinions from the people of Tokyo (2019)
Conducted a survey of those living, working, orgoing to school in Tokyo.
Over 10,000 people submitted their dreams andideas for Tokyo’s future.

Workshops at universities in Tokyo (2019)
Held discussions with students at 13 universities in Tokyo.

Future Tokyo classes (2020)
Held classes at 15 Tokyo elementary and middle schools, including special needs
schools, to consider Tokyo’s future and gather dreams and ideas.

Online survey of Tokyo citizens (2020)
Conducted an online survey for Tokyo residents.

Discussions with people from various fields (2020)
Held discussions with people from various
fields, including mayors of Tokyo
municipalities, KEIDANREN (Japan
Business Federation), The Japan
Association of New Economy (JANE), andInformation Technology Federation of Japan.

-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 and environmental 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 theSDGs, there is the Stockholm Resilience Centre’s “wedding cake model.”This model groups the SDGs, with the exclusion of Goal 17 (Partnerships for theGoals), into the three layers of biosphere, society, and economy, to depict theeconomy operating on top of society, which exists on top of the biosphere(environment), for intuitive understanding that achievement of the SDGs will bedifficult 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.

Azote Images for Stockholm Resilience Centre

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, from-13-

Implementing Policies from the Perspective of the SDGs
children 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 allof society 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 further enhancing safety nets that will put a stop to the“cycle of poverty” 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 isinclusive, and where people shine. In this way, we will realize a society where “noone is left behind.”Introduction of key projects
All initiatives in Future Tokyo have been refined from the perspective of the SDGs,
with integration of the three dimensions and promotion of measures to leave no one
behind. In the following pages we will introduce the key strategies and projects, aswell as the views of Tokyo residents, which served as reference in the formulation of
the strategies.
Initiatives taken from an integration of economic, social and environmental
dimensions
Tokyo Bay eSG Project - Creating Japan’s future from Tokyo Bay Initiatives taken mainly from the dimension of economy
Smart Tokyo: TOKYO Data Highway Strategy
Strategy for Earning Potential in Tokyo and Innovation
Initiatives taken mainly from the dimension of society
Strategy for Putting Smiles on the Faces of Children
Strategy for Promoting Women’s Empowerment
Strategy for Realization of a Chōju (Longevity) Society
Strategy for Valuing “Dwellings” and “Community”
Strategy for Developing a Safe and Secure City
Strategy for Enhancement of Urban Functions
Initiatives taken mainly from the dimension of the environment
Strategy for Making Tokyo a City Filled with Water and Greenery
Zero Emission Tokyo Strategy
Promotion of initiatives through reform of the Tokyo Metropolitan Government
itselfStrategy for Structural Reform of the Tokyo Government
Key initiatives to promote partnerships
All-Japan Partnership Strategy-14-Tokyo Bay eSG Project（Version 1.0）
- Creating Japan’s future from Tokyo Bay -We launched the Tokyo Bay eSG Project as a new project that forms thecore of Future Tokyo: Tokyo’s Long-Term Strategy.
Setting the Bay Area, which has high potential, as our stage for implementationof the structural reform of society from both ESG perspectives and theperspective of promoting urban development, which will also contribute tosustainable recovery, we aim for sustainable urban development that

integrates “nature” and “convenience”, with an eye to 50 and 100 years
into the future.

A city of human-centered spaces surrounded by rich greenery,close to the water, and also rich with biodiversity.
A city that constantly produces new value through aconcentration of the world’s best talent and knowledge.
A city that is pandemic-ready, disaster-ready, and resilient.

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Implementing Policies from the Perspective of the SDGs

Strategies for realizing the Project❶ Realize net zero emissions and create a city full of water and greenery❷ Introduce cutting-edge digital technology❸ Implement projects utilizing green finance➍ Enhance transportation networks for a sustainable city
StepⅠ(2021-2030): From the Tokyo Bay Area, reclaim Tokyo’s stature as
the world’s most advanced city
Transition to ZEVs as ameans to provide public
transportation in thearea

Our Vision: StepⅠ

Green techinitiatives

Rollout of projects thatleverage the potentialof the bay area
Roll out priority projects
such as implementation offield testing for advanced
technologies,
development of the 5G
infrastructure, and thegathering of startups.

Rollout of testing related toenergy systems
Provide a testing field to roll out
initiatives such as testing
related to energies (wind power
generation and floating solar
power generation systems,
methane gas use, etc.) andwaste disposal.

Implementation of cutting-edge technologies

StepⅡ (2030-2050): Asia’s leading innovation center

A city where digitalization andinnovation converge

A hub for startups: Startup Village

Successively generate the world’s firstinnovations in such fields as transport,
logistics, and energy.

Foreign and domestic startups aregathered in an environment where large-scaletesting can be conducted on technologies.

StepⅢ (2050 and beyond): A model city for the world that continues
producing new value-16-

Strategy

Smart Tokyo: TOKYO Data Highway

Vision for the 2040s
Full use of digital technology for a
Visionsustainable 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
Realization of TOKYO Data Highway
Realization of a “connected Tokyo” where anyone can be connected anytime,
anywhere (2030)(Almost 100% completion of 5G areas in Tokyo)
Digitalization of administrative procedures
All applications can be completed online (2030)

My vision for Tokyo (30s, employed)
Through development of Society 5.0 and the 5G communications
network, remote work will have made advancements and theconcept of commuter trains is disappearing.

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Implementing Policies from the Perspective of the SDGs

TOKYO Data Highway ProjectTOKYO Data Highway, the key public infrastructure for the 21st century, will bebuilt through the strongest of collaboration between the private sector and theTokyo Metropolitan Government (TMG) to achieve a “connected Tokyo.”
Realization of Smart Tokyo*Nishi-Shinjuku and Minami-Osawa are priority areas

Early achievement of a“connected Tokyo”

Nishi-Shinjuku*

Central Tokyo

Demonstration of digital
services using smart
poles.
etc.

Support the formation of urban
operating systems that allow
cross-sectoral collaboration forvarious services.
etc.

Tokyo Bay Area
Support for theestablishment of operations
by advanced technologicaldevelopment startups andesports-related companies
etc.

Islands
Implementation of model
projects in Hachijojima suchas remote medicine using
5G and digitalization ofelementary and middle
school education.
etc.

Opening up TMGowned assets
More detailed data
(addition of longitudinaland latitudinal
information) in the
database of TMGowned assets.
Collaboration withother municipalities
Share expertise with
Tokyo municipalities
and other prefectureson opening assets,
and expand the 5G
network.
Minami-Osawa (Tokyo
Metropolitan University)*
Town development utilizing
cutting-edge technologies.
Demonstration tests forautonomous driving mobility.
etc.
An image of implementation of measures:

Hop

Step

Jump

Front-running implementation

Implementation throughout Tokyo

Implementation throughout Japan

Safe City

Diverse City
ダイバ
Tokyo Smart School
Project
Along with achieving personalized
learning tailored to draw out thepotential of each student, achieve
an environment where learning is
not disrupted in any situation.

Smart City
スマー
Smart pole installation and use

Enhancing dissemination offlood disaster information
Integrated display of rainfall, waterlevel, and camera images in the
Flood Control Integrated
Information System, and linkage
with weather radar.
Make videos from river levelmonitoring cameras public andprovide flooding information to
information service providers.

Promote resident collaboration
in infrastructure maintenanceand management
Tokyo residents use smartphones
to report road damage, etc.

Cloud service

Install smart poles with 5G
antennas, high speed Wi-Fi,
sensors and other various featuresin Nishi-Shinjuku.
Through smart poles, acquire data
including temperature, humidity,
wind direction, and atmosphericpressure, and use it for measuresagainst heat, etc.

Hybrid education

SchoolHome

Personalized
learning

An environment
where learning
is not disrupted

Promote remote medicine
in the islands
Centering on Hiroo Hospital, thecore hospital for island healthcare, promote the development ofan environment for remote
medicine, including the exchangeof high resolution videos withhospitals on the islands.

-18-<Smart Poles>

Adoption of smart water meters
Adoption of smart meters with
communications functions.
Detailed grasp of water use
Early detection of leakage,
etc.
Efficiency and optimizationof waterworks operations

Strategy

A Tokyo That Has Earning
Potential and Innovation

Vision for the 2040s
The most open and strongest economic
and financial center in the world.
A Tokyo that gathers global enterprises

Visionand professionals from around the world.

We will build an environment that attracts people, goods, money andinformation from around the world and transform Tokyo into the mostbusiness-friendly city in the world. Through utilization of advanced
technologies and organic collaboration with the various entities
supporting Tokyo’s economy, we will enhance the productivity andadded value of industries in Tokyo for the generation of new

businesses and innovations.

Policy goals for 2030
An international financial center that is overwhelmingly no. 1 in Asia.
Tokyo’s rank in Asia according to the Z/Yen Group’s Global Financial Centres
Index
No. 5 (March 2021) → Overwhelmingly No. 1 (2030)

Ranks no. 1 in the Global Power City Index (Economy)
Tokyo’s rank in the economy function of the Global Power City Index of theInstitute for Urban Strategies, The Mori Memorial Foundation

My vision for Tokyo (40s, employed)
I want Tokyo to be a city that provides business opportunities toeveryone and attracts people who take up challenges.

-19-Implementing Policies from the Perspective of the SDGs

Project to realize “Global Financial City: Tokyo”
Implement strategic initiatives that fully use the strengths of Tokyo and establish
Tokyo’s presence as Global Financial City: Tokyo, the financial hub of Asia and theworld.
Gather financial companies andtalent from around the world

Lead the world in green finance

Financial promotion organization“FinCity.Tokyo”

Create a new market

Implements financial promotion and other suchactivities in Japan and abroad

Tokyo Green FinanceMarket（name TBD）

Support foreign financial companies andtalent coming to Tokyo

Sustainable Energy Fund (name TBD)

➤Project team to attract businesses“Team Invest Tokyo”➤ Implement measures toattract companies andtalent through the Special
Zone and other systems

Private funds➤Strategic
initiatives based on
the situation in
Asia.

Invest Sustainable Energy Invest and loan
Fund (name TBD)

Attract foreign financial
firms for green finance

Cultivate
the fintech industry

Partnership with overseas
financial centers

No. 2 in theworld in city
GDP

MoU with
the City of London

GlobalcapitalmarketConcentrationof global
companies

HighlySafety and
Abundant
security
household developed
publictransit
assetsnetwork

A gourmet
paradise

Cultivate financial professionals

Implement a program at Tokyo
Metropolitan University to cultivate
financial personnel
Finance program
Data analysis
Programming

Tokyo Financial Award

Research Center for Quantitative FinancePublicize Tokyo’s
excellent financial
services

Promote a trinity of
projects to attract
people, goods,
money, andinformation fromaround the world

Finance Exchange with
Exercises
overseasand study universities

Provide a place for exchange between
financial businessmen and researchers
Implement joint research with overseas
researchers

Project to realize
Global Financial City: Tokyo
Forge an international business center
that can win in the world
Project to strategically attract financial
professionals and foreign companies-20-Strategy

Putting Smiles on the Faces of Children

Vision for the 2040s

VisionWaiting lists for childcare are a thing of
the past.
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
Raise the percentage of men who take parental leave to 90% or higher
Eliminate waiting lists for child day care and after school care andmaintain the situation
Eliminate waiting lists for childcare (day care and after school care) early on
and maintain this situation.

My vision for Tokyo (40s, employed)
I hope that our society becomes one where the generation
raising children is looked upon kindly by those around them tocreate a city where everyone considers how children in thecommunity are raised.

-21-

Implementing Policies from the Perspective of the SDGs

Team 2.07 ProjectWith the goal of creating a society that puts children first, the TMG, Tokyo
municipalities, private sector, universities, NPOs, and others will team up to roll out
the “Children Smile Movement.”-22-

Strategy

Promoting Women’s Empowerment

Vision for the 2040s

Vision

Women can choose how they wish
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 of decision

making to realize a city that is pleasant for everyone to live in.

Policy goals for 2030
Raise the rate of employment for women
57.0%（2019）→ 65%（2030）

Raise the percentage of women appointed to TMG deliberation
panels, etc.
32.9%（2020）→ Minimum 40% representation of each gender (FY2022)

My vision for Tokyo (30s, stay-at-spouse)
We hope for a society where there are no gender stereotypes
and people can make choices without being bound by theirgender.

-23-

Implementing Policies from the Perspective of the SDGs

Organizing the Vision Network made up
of Japanese female governors, mayors,and business leaders to support theadvancement of women nationwide.

To expand the participation of women
to the decision making process andincorporate diverse values and ideas into
metropolitan administration, along withfurther advancing a change in awareness,
we will promote initiatives aimed ataccelerating the appointment of women togroups, such as deliberation panels
established by the Tokyo Metropolitan
Government, and encourage relevantorganizations to support efforts, and more.

To support female employees incultivating a career mindset andbuilding a career, through efforts suchas expanding the career mentor systemand providing training tailored to every
stage of a woman’s career, we will
promote the further advancement of
women and career building.

-24-

Strategy

Realization of a Chōju (Longevity) Society

Vision for the 2040s
Chōju has entered the global lexicon
The average lifespan and healthy
Visionlifespan are both over 90 years old
Measures to prevent dementia havespreadIn 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 so desire.
Moreover, by advancing measures for dementia from the aspectsof both living with and preventing this disease, we will realize aworld-leading, long-life society.

Policy goals for 2030
Healthy lifespan
Extend the healthy lifespan* of both men and women in Tokyo.
Men: 82.82 years old; women 85.92 years old (2018) → extend (2030)*Healthy lifespan for 65-year-olds (until designation as long-term care level 2 or worse)

Senior citizens engaging in social activities
Percentage of seniors engaging in social activities(work, study, community activities, etc.)
61.7% (2015) → 75% (2030)

My vision for Tokyo (40s, employed)
I want our communities to be those where, as in the past,neighbors from seniors to children know and help each other.

-25-

Implementing Policies from the Perspective of the SDGs

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 tomunicipalities 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.
Collaboration between
various entities for therealization of a chōju society

Consultation on use of digital tools

ＮＰＯ

Universities

Universities
Research institutes

Privatesector

Provide devices
Develop apps

Data analysis

Comprehensive
community
support center

Community
residents

Local stores

NPOs, etc.
OperationＮＰＯ

Private companies(startups)

Universities

Program development

A Chōju society
where you can age in comfort

Daycarecenters

Long-term carebusinesses

PrivatesectorMunicipalities
ＮＰＯ

Long-termcarebusiness

Digitalization

Operation

Nursinghomes, etc.

Publichousing
Strong support from Tokyo

Parks

Centers forintergenerational exchange

PrivatesectorOperation

Digitalization

Student shared housing

Support Chōju initiatives according to local circumstances
Measures to address the digital divide
・Loan smartphones, etc.

Support the use of digital tools
・Hold classes on smartphone use
・Discover and cultivate those from among the elderly
who can provide assistance in using digital tools

Enhance QOL through useof digital tools

Town development for
improvement of health

Advance the use of digital tools
at centers for intergenerational
exchange and public housing

Development and provisionof apps

Town development for ahealthy long life

Safety and security through useof digital tools

Build a digital environment

Health improvement
Apps

Social participation,
exercise, etc.

Build an environment where
people want to be physically
active in their community

Safety and security
Watch over, disastermanagement, etc.
Provide incentives throughhealth apps
Enhance QOL for seniors
Utilization of big data

Support and promote ongoing
activities for the enhanced
health of seniors-26-

Build an environment through useof advanced technologies thatallow contactless interaction at
centers for intergenerational
exchange, etc.
Watch over senior citizens living
alone in public housing throughthe use of AI, etc.

Strategy

Valuing “Dwellings” and “Community”

Vision for the 2040s
There are places where people can share
Visiontheir 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, not only wewill implement new housing strategies from the perspective of

placing importance on dwellings and the community, but we will alsostrongly advance initiatives to create places where people can feel they

belong, which take on various forms through a mixture of real andvirtual settings, and to strengthen safety nets and revitalize local
communities.

Policy goals for 2030
Creating places, “our place,” where people can feel they belong
Implement the project to create “our place” for everyone in all municipalities.
→ Create 1,000 places throughout Tokyo (2030)
Dispatch staff for community support
Provide support to resident associations that are trying to find solutions to local
issues in order to revitalize the community.
→ Send staff to support local resident associations a total of 300 times (2030)

My vision for Tokyo (40s, employed)
I want Tokyo to be a place where all generations from children toseniors can interact, acknowledge, and understand each otherthrough the promotion of exchange between child daycare
centers, schools, local communities, facilities for the disabled,and senior care facilities.

-27-

Implementing Policies from the Perspective of the SDGs

Project to create “our place”
Strong support will be given to municipalities striving to create places (“our place”)
where people of diverse backgrounds, including children, young people, peopleraising children, foreign nationals, seniors, and people living alone, can gather,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.
Creation of “our place”
Convenience
storesConnecting users and “our place”
A diversityof people

Libraries

Cafes

Schools
Privatecompanies

VacanthousesCreating various“our places”
together
NPOs

Public housing

Website/App

Universities

OnlineResident
associations

Socialwelfarebusinesses

Approach

Search by home community,
matters of interest, age etc.

Measures to address the digital divide
Outdoors

Nursing homes

Support staff, etc.

Community centers

Tokyo provides support according to local needs
Create various kinds of “ourplace” using diverse
community resources
Diverse entities collaborate
to create places withmultiple functions, centeringon schools
Create places where children andadults can together study andexperience things, and connect.
Various entities of
the community

Use local green spaces, such as
roadside greenery to create
places where people can relax
and enjoy hands-on experiences

Spaces full of greenery

Schools

Community
residents

Resident
associations

Collaboration

Buildconnectionsat real places
Promote casualparticipation
onlineOur
Place

Revitalize the local community
centering on schools

Create hybrid places
that are real and online

Create places that everyone
would want to visit

Various functions using greenery

Farms

EventsPromoteintergeneratio
nal exchange
by providing
support for
the use ofdigital tools

Relaxation
Promote intergenerational
exchange by providing
support for the use ofdigital tools-28-

Strategy

Developing a Safe and Secure City

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

VisionTo 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.
Furthermore, to ensure that Tokyo continues to be a safe and secure citywhere its residents can live with peace of mind, we will promote theenhancement of police and firefighting services, vitalization of
initiatives for local communities, establishment of a system for theprovision of healthcare suited to the needs of a graying society, and othermeasures.

Policy goals for 2030
Acceleration of the removal of utility poles throughout Tokyo
All metropolitan roads* (in the 2040s)- Along primary disaster response routes- Area within the Ring Road No. 7 (FY2035)- Areas around major stations** Completed at 80 stations (FY2035)*Length of roads designated for improvement 2,328km (Metropolitan roads with sidewalks atleast 2.5m wide completed through planned widening.)** 80 stations (Area within an approximate 500m radius around stations)

Disaster response routes such as port roads (FY2035)

Promotion of further construction of regulating reservoirs
Total storage capacity of regulating reservoirs in Tokyo
2.56 million cubic meters (FY2019) → Approx. 5.1 million cubic meters (FY2030)

My vision for Tokyo (60s, employed)
A variety of measures are being taken so that damage is minimized
even if a natural disaster such as an earthquake or typhoon occurs.

-29-Implementing Policies from the Perspective of the SDGs

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 project over awide area.
都内新⾞販売のSeven strategies to accelerate the
水素社会実現プロジェクト
removal of utility poles
を① Speed up removal
along metropolitan roads➁ Speed up removal alongport roads, etc.

③ Promote removal
新たに創設

in the Tokyo Islands④ Enhance support for removal
along municipal roads⑤ Strengthen city planning
initiatives⑥ Expand the ban on the
installation of new utility poles⑦ Promote technicaldevelopment and cost reduction

Expand the removal of utility
poles throughout the city

Municipal roads: Expand financial andtechnical support
Enhance support when
Expand financial andaboveground equipment is technical support
moved underground along
local roads to enhancedisaster response

Metropolitan roads,
including primary disaster
response routes:
Double the scale ofremoval projects

Park

Disasterbasehospital

Municipal roads(Outside of the road area)
Municipal roads(Within the road area)

Primary disaster response routes
Port roads:
Double the scale ofremoval projects

Municipal
governmentbuilding

Private residential landdevelopment:
Make it mandatory to
remove utility poles
Work with municipalities
and others to make it
mandatory for developers
to plan for the removal ofutility poles as part ofobtaining a development
permitRebuilding of
metropolitan
housing
Metropolitan housing:
Implement initiatives
when rebuilding
Promote the removal ofutility poles when rebuilding
metropolitan housingdevelopments
Land readjustment
and redevelopment
Roads near

StationPort roads

major stations

Development projects inbuilt-up areas: Makeremoval of utility poles
mandatory

Container
ships

Scope of initiatives
to remove utility poles-30-

Strategy

Enhancement of Urban Functions

Vision for the 2040s
Sustainable urban development with
Visionaccessible greenery and peoplecentered walkable spaces
A city that is constantly being updated

By promoting the use of public spaces and renewing built-up areas, weupdate the city by, among others, increasing open green spaces
and waterside areas, introducing the latest technology, andextending the life of urban infrastructure, and transform Tokyo into a
more attractive city.
Moreover, along with reinforcing logistics functions, we will also
advance initiatives from the perspective of people, such as securing
road space for safe and pleasant use by pedestrians and bicycle users.

Policy goals for 2030
Generating activity in open spaces
Number of area management groups
89 groups (2020) → 120 groups (2030)

Advancing the development of bicycle lanes
Bicycle lanes
Approx. 300km (2019) → approx. 550km (2030)

My vision for Tokyo (40s, employed)
I want Tokyo to develop globally as a city that not only possesses
sophisticated urban functions, but also coexists with nature, withnatural parks and greenery, and is eco-friendly and peoplefriendly.

-31-

Implementing Policies from the Perspective of the SDGs

Urban development project for a human-centered,walkable city
In remaking road spaces and areas around stations, we will shift the focus fromcars to people and advance initiatives that will allow people to easily stroll aroundthe city.

Creation of walkable towns
for enjoyment and daily life

Enjoyable, walkable towns

Livable, walkable towns

Make towns more pleasant to stroll
around through measures such asbuilding passageways that people canfreely use when creating green
networks and realigning centers.

Create livable, walkable towns byconcentrating functions such as liferelated facilities around key stations
and through the use of water andgreen spaces.

As a pioneering initiative, make Nishi-Shinjuku an area covered withgreen spaces where people can relax.
Green network centeringon Shinjuku Station<Examples of initiatives in Nishi-Shinjuku>
Generating liveliness in the parkthrough the energy of the private sector
Installing 5G smart poles
Introducing self-driving taxis
Pioneering development of a 3D digital
map of the city-32-Strategy

Making Tokyo a city
filled with water and greenery

Vision for the 2040s

VisionThe 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 a worldclass city.

Policy goals for 2030
Promotion of initiatives to create greenery
Open 130ha of new metropolitan park land (FY2030)*
Open 107ha of new marine park land (FY2030)**Cumulative total of park acreage open to the public:

Metropolitan parks: 2,168ha, Marine parks: 980ha

Creation of vibrancy utilizing space along rivers
Creation of vibrant spaces along the water → Promote in 4 areas** (2030)**Asakusa, Ryogoku, Tsukuda/Etchujima area, and Tsukiji

Construction of promenades along the Sumida River
33.2km (by the end of FY2019) → 47.5km (Completed along the Sumida River)(FY2030)

My vision for Tokyo (50s, employed)

We have parks where everyone can enjoy nature. The air isalways clean, and we can see the stars in the night sky.

-33-

Implementing Policies from the Perspective of the SDGs

Project to realize a Tokyo filled with greenery
Taking every available opportunity, we will work to raise the quantity and quality ofgreenery and promote initiatives which work to increase greenery across Tokyo.

<Main initiatives for realizing a Tokyo filled with greenery>Using public spaces, create places
filled with greenery where people
can relax

TMG

Promote the designation of areas
for the preservation of greenery

Promote greening at facilities
along rivers

TMG

TMG

Municipalities
PrivateSectorDevelop parks, green spaces, etc.,
based on city planning

TMG

Create forests with less pollen

TMG

Create green spaces when private
development projects areundertaken

TMG
PrivateSectorMunicipalities

Preserve and utilize productive
green land, agricultural land, etc.

Create greenery using
metropolitan housing land

TMG

TMG

Municipalities

Municipalities

Maintain an environment that
supports the preservation of
biodiversity

TMG

Develop marine parks

Form a network of greenery
using existing stock

Encourage the greening ofbuilding facades and roof space

TMG

TMG

TMG

PrivateSectorMunicipalities
PrivateSectorMunicipalities

Expand support

TMG

Guidance andregulations

Enhance greenery to make it more
substantial and continuous.
Raise the quantity and quality of greenery.

-34-

Private sector

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 from 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 manners possible,
including the utilization of renewable energies and hydrogen.

Policy goals for 2030
Reduction of greenhouse gas emissions
Reduction of greenhouse gases (compared to 2000)
2.8% increase (FY2018 preliminary figure) → 50% reduction (2030)
Reduction of energy consumption (compared to 2000)
24.2% reduction (FY2018 preliminary figure) → 50% reduction (2030)
Usage of renewable electricity
Usage of electricity produced by renewable energy
15.3% (FY2018) → about 50% (2030)
Adoption of photovoltaic power generation systems in Tokyo
Cumulative total 572,000kW (FY2018) → 1.3 million kW (2030)

My vision for Tokyo (30s, employed)
An eco-friendly Tokyo that has a rich nature, is energy-saving,
and uses renewable energies.

-35-

Implementing Policies from the Perspective of the SDGs

Projects for realization of Zero Emission Tokyoand a hydrogen society
Based on the Climate Emergency Declaration: TIME TO ACT, concrete initiatives
will be advanced using all means possible to realize Zero Emission Tokyo by 2050.

Tokyo leads the world as its mostenvironmentally advanced city
Increase use of renewableelectricity to about 50%(by 2030)

Reduce greenhouse gas
emissions by 50%*(by 2030) *Compared to 2000

Proposing the 2030 Carbon-Half Style forrealization of 50% reduction in emissions by 2030

Accelerate actions!!
Reinforce all measures related to addressing climate change fromthe perspective of sustainable recovery
Phase out the sale of new gasolineonly vehicles
Automobiles by 2030

Newly create
the project to realize
a hydrogen societyMotorcycles by 2035

Promotion of collaboration amonghydrogen-related companies

Vehicles (purchase and development)
Enhance vehicle subsidies such as byproviding additional subsidies incooperation with the national
government
Study the provision of development
promotion subsidies

Create demand for hydrogensuch as commercial fuel cellvehicles in the national capital

Online meetingwith hydrogenrelated companies

Infrastructure development

Utilization of hydrogen produced fromrenewable energy for urban development

Enhance subsidies for charging facilities
Provide support for introducing battery
sharing systems for electric motorcycles

Promote initiatives incorporating
the latest technologies of facilities
using hydrogen produced fromrenewable energy.

Batteryswapping andcharging station

Expand the use of fuel cell vehicles

Diffusion

Increase subsidies for FCV, FC buses, andhydrogen stations
Support the establishment of multi-energy
stations

Create a movement by holding
EV and FCV races or eventsusing EV motorcycles(Image)Fuel cell vehicle-36-

Transformation of the Tokyo Metropolitan Government
itself to realize a sustainable city
Strategy

Structural Reform of the Tokyo Government

In order to realize a sustainable Tokyo through Future Tokyo: Tokyo’s
Long-Term Strategy, the Tokyo Metropolitan Government, as the
advocate for this change, will itself resolutely implement structuralreform by leveraging DX and will transform into a policy innovationgroup.
Along with engaging in work from a global perspective and contributing
to solving common issues faced by the world, we will build asustainable fiscal foundation that will make strategic implementationof policy possible.

-37-Implementing Policies from the Perspective of the SDGs

-38-

Strengthening partnership with other local governments
Strategy

All-Japan Partnership

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
the true coexistence and co-prosperity of Tokyo and other areas
by drawing on each other’s respective strengths andcharacteristics to achieve nationwide growth.
Through various types of cooperation, we havebuilt a strong relationship 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-39-

Actively provide assistancein times of disaster andsupport for post-disasterrecoveryPromoting SDG Initiatives from Tokyo
We will ensure the effectiveness of the Future Tokyo strategy torealize a sustainable city.
The Future Tokyo: Tokyo’s Long-Term Strategy action plan sets forth the concreteschedule for projects up to fiscal 2023. By advancing projects according to the action
plan, we will promote the realization of SDGs in Tokyo.
To realize the vision that we aspire to, we will thoroughly implement the PDCA (Plan
Do Check Action) cycle. Additionally, as there is the need to enhance our ability to
immediately respond to emergency situations such as the COVID-19 pandemic, wewill also employ the OODA (Observe Orient Decide Act) cycle to facilitate a flexible
response.
Furthermore, throughout these processes, we will utilize digital tools, such as BI(Business Intelligence) tools, to update the strategy in an agile manner according
to the times and circumstances and make the status of initiatives visible. These
efforts will contribute to improving the QOL (Quality of Life) of Tokyo residents andmaking Tokyo a sustainable city.

By promoting SDG initiatives from the Tokyo Metropolitan
Government to the world, we will contribute to a sustainable
society.
We at the TMG will work to achieve SDGs as a matter of course. We will also
support spontaneous action and cooperative efforts for realizing SDGs
initiated by a variety of actors, including municipalities, the people of Tokyo,
companies, and universities. And, by expanding efforts from Tokyo to the entire
country and to the world, we will contribute to achieving SDGs.

1. TMG to take the initiative to strongly promote policies from theperspective of 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 and have this contribute to solid achievement of project
goals and further enhancement of measures.

-40-

2. Realize a sustainable Tokyo together with the municipalities
Tokyo municipalities, who are theclosest source of government
services for Tokyo residents, will
promote distinctive initiatives for
SDGs formulated based on local
issues and share these initiatives
with other municipalities, etc. In
this way, while partnering withmunicipalities, we will work torealize a sustainable city.
Along with supporting proactive initiatives for SDGs tailored to the actual
situation in municipalities, the TMG will also work to coordinate its measureswith those implemented by municipalities.
By compiling initiatives developed by municipalities and making information
related to those initiatives and the initiatives of the TMG available throughmeans such as a website, we will promote the expansion of best practices,
etc.

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 save the planet andworking to popularize SDGs, which could beconsidered a “universal language,” to bring about achange in the behavior of a variety of actors,
including Tokyo residents, companies, and universities, we will make all ofTokyo a sustainable city.
We will utilize a range of opportunities to raise awareness and promotechanges in behavior among various entities such as companies anduniversities.
By producing an SDGs badge made from Tama timber, we will work to raiseawareness and build enthusiasm for initiatives among the people of Tokyoand companies.
We will work to enhance the dissemination of information about SDGs bycreating a website, leaflets, and other materials.

Collaboration with universities
Establish a platform to promote education andresearch related to achieving the sustainable
development of Tokyo and the 17 SDG goals being
conducted by universities that participate in regularmeetings with the TMG.
Implement the Sustainable Development Co-Academic Activities in Tokyo
program to support research and other activities related to SDGs.

-41-

Promoting SDG Initiatives from Tokyo

4. Realize a sustainable society together with all of Japan and theworld
In the lead-up to realizing the society aspired to by
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.
Through efforts such as sharing information via
the SDGs for Regional Revitalization Public-Private Partnership Platform, we
will promote collaboration with the national government and other local
governments.
By taking various opportunities to utilize this VLR, such as at international
conferences and when meeting with other major cities, we will share Tokyo’s
initiatives and know-how with the world, etc.

Urban 20 Mayors Summit
In May 2019, Tokyo chaired the Urban 20 Mayors
Summit, which gathers major world cities. At thesummit, recommendations on issues such as
climate action and social inclusion and integration
were adopted to be presented to the G20.
The introduction to summit’s communique clearly states that U20’s commitment
to firmly identifying links between each city’s strategies and SDGs, as well as theU20’s stance with regard to achieving a sustainable and inclusive society.

-42-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-43-

(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: A City of Nationwide Cooperation
20. A city that cooperates with local governments across the country to achieve thetrue coexistence and co-prosperity

Strategies and Projects
Strategy 0. Strategy for Overcoming COVID-19
Strategy overview:
The Tokyo Metropolitan Government, public health centers, medical institutions,research organizations, and other entities in Tokyo will make a concerted effort toimplement infection mitigation measures, offer various programs to affectedTokyo citizens and businesses designed to enhance the safety net and prevent
new infection while also maintaining economic activity, and thereby end the
COVID-19 pandemic.
Building on this experience, we will create a city resilient to infectious diseases thatcan effectively mitigate outbreaks of unknown infectious diseases.

Strategy 1. Strategy for 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:-44-

Project for Fully Supporting Childbirth and Parenting

We will promote seamless support programs for pregnancy, childbirth, andparenting to ensure that people can have and raise children with peace of mind
and experience the joys of parenting.
In light of the growing stress among children and their parents due to the COVID19 pandemic, we will strengthen efforts to create an environment where bothchildren and parents can live happily.

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 Tokyo Metropolitan Government will fully support municipalities that are
actively engaged in advanced, ambitious, and child-oriented policies andinitiatives for creating a better parenting environment through dialogue withchildren and parents, contributing to the expansion of these policies andinitiatives across the whole metropolitan area.

Team 2.07 Project

Positioning children and parenting as a top social priority and aiming to create asociety that puts children first, the Tokyo Metropolitan Government, Tokyo
municipalities, private sector, universities, NPOs, and others will team up to rollout the “Children Smile Movement” to put smiles on children’s faces today and in
the future.

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 theimportance 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 for-45-

(Appendix) Visions, Strategies and Projects
promoting the introduction of smart electric appliances, and seminars onhousework- and parenting-related skills.

Marriage Support Project

We will implement various initiatives designed to encourage those who want to
get married but are still hesitating.

Strategy 2. Strategy to Support 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:

Project for Promoting a New Tokyo-style Educational Model

We will introduce a new Tokyo-style educational model that caters to each child’s
personality and skills and works together with the whole of society to help
children learn.

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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. Strategy for 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.

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(Appendix) Visions, Strategies and Projects
Policy goals for 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 Tokyo Metropolitan Government 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 andparenting, housework and child-rearing support programs, programs for-48-

promoting 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. Strategy for Realization of a Chōju (Longevity) Society
Strategy overview:
We will create a world-class, longevity-friendly society in the “era of 100-year lives”
by radically changing the concept of “senior citizens,” building communities where
people can live happily and healthily at any age, developing a system thatenables individuals to participate in local or social activities according to what
they want to do, and implementing dementia-related measures from the angles
of living with and prevention symptoms.
Policy goals for 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 tomunicipalities 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.

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(Appendix) Visions, Strategies and Projects
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. Strategy for Realizing Work Styles that Allow 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.

-50-Policy goals for 2030:

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

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.

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(Appendix) Visions, Strategies and Projects

Strategy 6. Diversity and Inclusive Society Strategy
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:

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

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.

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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.

Strategy 7. Strategy for Valuing “Dwellings” and “Community”
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.

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(Appendix) Visions, Strategies and Projects
Policy goals for 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.

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.
We will renovate the former National Children’s Castle building into the Tomin no-54-

shiro (tentative name meaning Tokyo citizens’ castle), a hub complex for realizing
diversity, utilizing it as a facility to promote exchange among visitors and achieve
growth.

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. Strategy for Developing a Safe and Secure City
Strategy overview:To prepare for a major earthquake directly striking the capital, which could
happen at any time, and events such as typhoons and torrential rain, which arebecoming almost daily occurrence, we will fully harness the power of DX throughthe use of digital technology such as AI and upgrade preparations, taking both
structural and non-structural approaches, to protect the lives and assets of thepeople of Tokyo.

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(Appendix) Visions, Strategies and Projects
Policy goals for 2030:

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
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-56-

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
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.

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(Appendix) Visions, Strategies and Projects
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 ResistanceIn 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.

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.

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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

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. Strategy for 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.

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(Appendix) Visions, Strategies and Projects
Policy goals for 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 itpossible 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 CompetitivenessWe 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 to-60-

revitalizing 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 Tokyo Metropolitan Government and cutting-edge technology,
encourage community development efforts by the area’s municipalities to adapt
to remote work, digital transformation, 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
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.
We will promote renewal of urban infrastructure in conjunction with urban
development, such as moving of the Metropolitan Expressway in the Nihonbashi
area underground.

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(Appendix) Visions, Strategies and Projects
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

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.

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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.
We will promote considerations such as the selection of locations where multilevel crossings should be constructed at congested intersections and roads
where is expected to be used for long distances.
In addition to making the lanes of the Metropolitan Intercity Expressway andexpressways inside this loop into dedicated ETC (electronic toll collection), we
will promote efforts to make expressways even smoother and more comfortable,
including the introduction of toll fees tailored to congestion conditions and theelimination of toll booths located between expressway companies.

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

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

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(Appendix) Visions, Strategies and Projects
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
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.

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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-65-

(Appendix) Visions, Strategies and Projects
the development and implementation of new data-based services.

Project for transforming Tokyo Metropolitan Government into a Digital
Government

We will leverage digital transformation solutions to realize our “Concept of VirtualTokyo Metropolitan Government,” which aims to transform the Tokyo Metropolitan
Government into a digital government, and thereby significantly and consistently
improve the quality of administrative services in Tokyo.

Strategy 11. Start-up City Tokyo Strategy
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:

Innovation Ecosystem Formation Project

Using the Start-up Ecosystem Tokyo Consortium, among other channels, we will
promote the formation of a start-up ecosystem and support the creation andgrowth of start-ups through industry‐university‐government partnerships.
In order to transform the Tama region into one of the world’s most advanced
innovation areas, we will promote the Tama Innovation Park Plan.
Capitalizing on Tokyo’s strengths as a city with numerous pharmaceuticalcompanies, investors, universities, and other organizations, we will create an-66-

environment for open innovation and R&D in the fields of drug discovery andhealthcare.
Project for Enabling Start-ups to Solve Administrative Challenges

We will enable start-up ideas and civic tech to help solve a broad range ofchallenges facing the Tokyo Metropolitan Government, and establish a new styleof cooperation in which citizens and the local government develop services
together.

Project for Nurturing Diverse Start-ups

We will strategically engage in initiatives to nurture diverse start-ups, ranging
from entrepreneur education, collaboration with universities, cultivation of anentrepreneurial mindset, and other activities leading to news ideas and businessto management and capital raising support tailored to specific growth stages.

Project for Nurturing “Future Unicorns” in Tokyo

By identifying and providing intensive support to promising start-ups to enable
them achieve rapid growth, we will nurture “future unicorns” with the potential toevolve into unicorns and play a leading role in Tokyo’s economy and businessworld.

Strategy 12. Strategy for a Tokyo That Has Earning Potential andGenerates 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.

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(Appendix) Visions, Strategies and Projects
Policy goals for 2030:

Project to realize “Global Financial City: Tokyo”

We will implement strategic initiatives that fully use the strengths of Tokyo andestablish Tokyo’s presence as Global Financial City: Tokyo, the financial hub ofAsia and the world.

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.

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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

We will enhance the industrial capacity of Tokyo by providing comprehensive
support to SMEs facing a variety of business challenges, such as those
associated with the creation of new business models in anticipation of the postCOVID era, business succession, risk control, financing, overseas expansion,and hiring.
We will achieve growth of the local economy by revitalizing shopping arcades
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 WorldTo 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-69-

(Appendix) Visions, Strategies and Projects
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

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

Strategy 13. Strategy for Making Tokyo a City Filled with Water andGreeneryStrategy 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:-70-

Project to Realize a Tokyo Filled with Greenery

In accordance with the Comprehensive Policy for Greenery Establishment,
among other policies, the 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
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.

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Strategy 14. Zero Emission Tokyo Strategy
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:

Project for Realization of a Hydrogen Society

We will promote the development and utilization of hydrogen technology, and thereby
accelerate the shift toward hydrogen use in a wide range of areas, from mobility tocommunity-building.

Zero Emission Energy Project

From the perspective of sustainable recovery, we will work with Tokyo citizens,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)-72-

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. Culture and Entertainment City Strategy
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.
Policy goals for 2030:

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.

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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

We will work with local governments and other entities across Japan in many
forms, create diverse sightseeing routes, and engage in joint marketing efforts,
thereby strategically promoting tourism as a concerted national effort.

Tourism Marketing in Anticipation of the Post-COVID Era

By providing tourism information and developing tourism content in anticipation of
the post-COVID era, we will raise Tokyo’s attractiveness as a destination forforeign tourists and achieve further growth of the tourism industry with therecovery of inbound tourism.

Project for Creating and Spreading Art and Culture by Combining the Physicaland Virtual Worlds

In order to help people regain enjoyment in everyday life and bring more warmthand energy to life, we will hold art exhibitions in urban areas and other physicalspaces and also provide the opportunity to participate virtually in art and cultural
events by utilizing digital technology, thereby creating and spreading art andculture by combining the physical and virtual worlds.

Project for Improving Well-Being through Art and Culture

We will carry out programs that utilize the power of art and resources of cultural
facilities managed by the Tokyo Metropolitan Government, present new
approaches to solve social challenges that transcend the realm of culture, suchas aging population and creation of an inclusive society, and share ourpioneering achievements domestically and internationally.

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Project for Supporting People Engaged in Art and Culture

We will expand emergency measures to support art and culture that have been
impacted by the COVID-19 pandemic, and provide comprehensive, stage-tailoredsupport, ranging from discovering and developing talent to providing activity
opportunities and enabling success abroad, to those engaged in art and culture,
which are the sources of Tokyo’s attractiveness.

Project for Making Art and Entertainment Part of Everyday LifeIn anticipation of the post-COVID era, and by capitalizing on the cultural legacy of
the Tokyo 2020 Games, we will maximize the strengths of Tokyo’s soft power—
art, music, traditional performing arts, entertainment, food, etc.—to restore thecity to a place where people gather and have fun.

Strategy 16. Sports Field Tokyo Strategy
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.
Policy goals for 2030:

Sports Field Tokyo Project

We will transform everyday spaces into places where Tokyo citizens can enjoy
sports and develop new ways to enjoy sports using state-of-the-art technology,
thereby making sports part of everyday life in Tokyo.

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(Appendix) Visions, Strategies and Projects
Sports Venue Legacy Project

We will fully capitalize on the new attractions of sports facilities, such as thestadiums we built for the Tokyo 2020 Games, transforming them into hubs where
Tokyo citizens can gather to enjoy sports and other activities.

Parasports City ProjectAs a legacy of Tokyo, the world’s first city to host the Summer Paralympic Games
twice, we will promote initiatives to develop parasports into a popular activity andenable people, regardless of disability and age, to enjoy sports anytime,
anywhere.

Sports Wellness City Project

To enable all people to enjoy sports in everyday life and promote wellness, wewill create new values and attractions centered around digital transformation andsports, involving, for instance, collaboration with private-sector companies andother entities.

Strategy 17. Strategy for Promoting the Tama Area and the Islands
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 Industry in the Tama Area and the Islands

In order to transform the Tama area into one of the world’s most advanced
innovation areas, we will promote the Tama Innovation Park Plan.
We will promote open innovation in the Tama area, and will also promotebusiness succession, market expansion, and utilization of local resources that willlead to improving the business foundation of SMEs and promoting local industry.

Project for Promoting Agriculture, Forestry, and Fisheries in the Tama Area andthe islands

We will enhance productivity and profitability by promoting smart agriculture,
forestry, and fisheries.

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By improving recognition of Tokyo’s agricultural products, lumber, and seafood,we will transform the industry into an attractive one with high added value.
By enhancing the industry’s foundation and training workers in the field, we will
establish robust agriculture, forestry, and fisheries for the next generation.

Project for Promoting a New Tokyo-style Educational Model (Major Initiatives in
the Tama Area and the Islands)

We will introduce a new Tokyo-style educational model that caters to each child’s
personality and skills and works together with the whole of society to help
children learn.

Project for Supporting Work Styles that Fit for the New Era

To enable people in the Tama area work close to home and make a living, we will
promote remote work and the utilization of satellite offices.

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 Tokyo Metropolitan Government and cutting-edge technology,
encourage community development efforts by the area’s municipalities to adapt
to remote work, digital transformation, and other aspects of the “new normal,”and create a diverse innovation creation hub unique to Tama.
In conjunction with the extension of the Tama Monorail Line (Kamikitadai –Hakonegasaki), we will promote sustainable community development efforts inthe municipalities located along the monorail line to ensure that anyone cantravel conveniently, diverse forms of lively exchange are generated, urban
functions are concentrated in the area around stations, and a good residential
environment is created in harmony with nature.
In the area surrounding Minami-Osawa Station, we will promote community
development programs that leverage cutting-edge technology, including theutilization of land owned by the Tokyo Metropolitan Government andimplementation of 5G pilot programs as part of industry-academia partnerships.
In the area surrounding Hachioji Station, we will promote community-77-

(Appendix) Visions, Strategies and Projects
development programs for creating diverse forms of innovation in Tama in
conjunction with the construction of the Tama Industrial Exchange Center.
By increasing the use of renewable energy generated by capitalizing on theunique features of the islands, we will make steps toward achieving “ZeroEmission Islands”.
Improvement of Transportation Networks in the Tama Area and the Islands

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.
In order to provide means for tourists and other visitors to access the islands, wewill build and improve the harbor facilities needed to increase the stability of liner
services and develop airport terminals, thereby enhancing harbor and airport
functionality. Furthermore, we will engage in initiatives for improving userconvenience, including the development of transport information provision tools
for the islands.
By making improvements to the Tama area’s road network, enhancing airport
functionality, and developing logistics hubs, we will make the Tama area’s public
transportation network more robust.

Project for Supporting People with Mobility Impairments

We will provide support to enable people with mobility impairments to do
shopping locally, support the introduction of demand-responsive transportation
toward the creation of a highly convenient city in which anyone can travel easily,
and implement other measures to promote the formation of an efficient local
public transportation network.
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 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.
We will focus efforts on adapting to new work styles, creating places for seniorcitizens to gather and socialize, ensuring safe and secure housing, and improving
the housing safety net.

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Support for Municipalities Utilizing Community Development Promotion
Concierges

By providing advice to municipalities in an integrated manner under thecooperation among the relevant bureaus, we will promote community
development measures such as community programs and mobility support
programs carried out by the municipal governments.

Tokyo Greening ProjectIn accordance with the Comprehensive Policy for Greenery Establishment,
among other policies, the 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, andcapitalize on all other possible opportunities to increase both the volume andquality of greenery and thereby make the entire metropolitan area a greener
place.

Conserving and Respecting Nature in the Tama Area and the Islands

Conserving and utilizing the Tokyo’s rich natural resources, we will create anenvironment where people and other creatures can live in harmony.

Sharing Information about the Preciousness and Value of Nature

We will improve the value and attractiveness of natural parks, conserve, utilize,
and share information about the rich natural environment, and pass it on to future
generations.

Making the Tama Area and the Islands More Disaster Resilient

Regarding the challenges associated with making the Tama area and the islands
more resilient against disasters such as typhoons, floods, earthquakes, tsunamis,
and volcanic eruptions, we will enhance disaster resilience by implementing wellplanned infrastructure projects, developing effective preventive systems, andutilizing cutting-edge technology, thereby protecting Tokyo citizens and theirproperty.

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(Appendix) Visions, Strategies and Projects
Improvement of Healthcare in the Tama Area and the islands

In view of the challenges facing Tama and the Tokyo Islands, such as aging
population and the lack of medical resources compared to other districts, we willbuild a system that allows everyone to receive the necessary medical attention.

Project for Developing the Tourism Industry in the Tama Area and the Islands

By improving local tourism content that is unique to the Tama area and theislands, utilizing state-of-the-art technology, and other means, we will implement
a strategy for the regions to keep attracting Tokyo citizens and tourists from otherparts of Japan as well as foreign tourists.

Making the Islands Even More Attractive

Through initiatives to create an island brand and encourage settlement in theislands, we will build a prosperous and lively community in the islands.
Aiming to draw up a feasible plan for providing flight services to the Ogasawara
Islands while also minimizing the impact on the natural environment, we will
identify and examine the challenges, thereby improve access to the island.

Solving Social Challenges Facing the Islands by Utilizing Digital Technology

We will implement a project in Hachijojima designed to solve various social
challenges facing the islands—improvement of living conditions, promotion ofindustry, improvement of administrative services, etc.—by actively utilizing the 5G
network, AI, and other technology, expanding the project to other islands,
including small, isolated ones, once preparations are made and thereby
developing a sustainable development model for the Tokyo Islands.
By introducing municipal cloud-based systems and sharing administrative tasks
in the Tokyo Islands, we will alleviate the burden on administrative staff andprovide services to residents in a stable and consistent manner.

Strategy 18. All-Japan Partnership Strategy
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-80-

growth.
Project for All-Japan Partnership[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.

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Strategy 19. Olympic and Paralympic Legacy Strategy
Strategy overview:
The whole of Tokyo is working as a team to bring the COVID-19 pandemic to an
end and make the Tokyo 2020 Olympic and Paralympic Games a success.
We will present the Tokyo 2020 Olympic and Paralympic Games as a newmodel and develop our numerous tangible and intangible initiatives into an
urban legacy, thereby making Tokyo citizens’ lives better.

Strategy 20. Strategy for Structural Reform of the Tokyo
Government
Strategy overview:
We will utilize cutting-edge technology to the full and capitalize on the speed,
planning capacity, and proposal skills of private-sector companies and other entities,
in order to realize a style of government that creates optimal administrative
services from the Tokyo citizens’ point of view.
We will engage in our work with a global perspective and help solve the common
challenges faced by the world.
We will build a sustainable financial basis that enables us to implement the
aforementioned strategic policies.

Structural Reform to Create a New Tokyo Government: Changing theGovernment to Change Tokyo

Continuing and building on our previous governmental reforms, we aredetermined to change the entire structure of government in Tokyo, all the way
down to the basic institutional framework and basic systems, through digitaltransformation solutions and improve the quality of administrative services,
thereby improving the quality of life of Tokyo citizens and enabling all people tolive a safe and happy life.
We will place top priority on the seven core projects that will open the way forfurther reform, such as the “Concept of Virtual Tokyo Metropolitan Government”
based on digital transformation solutions, aiming to develop a foundation for
digital government by FY2025.
We will implement Each Bureau’s Leading Project, which will be centered arounddigital transformation and aim to reform all aspects including the basic
institutional framework and basic systems, thereby radically changing the way
services are provided and work is done in each bureau and establishing a newadministrative standard.

Global City Strategy Project

In order to become a global destination, we will develop a global network
centered on Tokyo that capitalizes on the city’s strengths in areas such as theenvironment, advanced technology, infrastructural technology, culture, sports,-82-

finance, and education and strengthen Tokyo’s presence and increase its
magnetism.

A Sustainable Financial Basis that Enables Strategic Policy Implementation

The Tokyo Metropolitan Government is facing an increasingly difficult financial
situation due to the adverse economic impact of COVID-19, among other factors.
Therefore, we will leverage the financial know-how we have gained to date inorder to maintain a sustainable financial basis capable of underpinning the policyrole entrusted to the Tokyo Metropolitan Government.

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Appendix

FUTURE TOKYO STORY
From the next page we feature a manga, FUTURE TOKYO STORY, staged in Tokyo
in the future. It was prepared along with the formulation of Future Tokyo: Tokyo’s
Long-Term Strategy, which forms the basis of this report.
During the formulation of the Future Tokyo strategy, the Tokyo Metropolitan
Government held an art contest on “What Tokyo will look like when I grow up.”
Drawings and essays full of dreams and ideas were sent in from elementary andmiddle school students in Tokyo.
This manga is based on the grand prize-winning drawing in the lower elementary
school grades division, and was prepared to have people of all backgrounds think
about future Tokyo.

Art Contest: “What Tokyo will look like when I grow up”
Grand prize winner (lower elementary school grades division)

When I grow up, the entire city ofTokyo will be a park.
You’ll be able to run and play
anywhere you like.
Cars and trains will fly in the sky.
Homes and shops will be underground.
Elementary schools will be in the sky
making them super fun.

“A city completely covered with parks”(Kato Kotaro, Koto Municipal Dai-ichi Kameido Elementary School)
This drawing and essay are also used on the back cover of Future Tokyo

You can watch the Manga Music Video (MMV) of this manga using the following URL.
https://youtu.be/PjZNR-zoE9A

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