New Tokyo.
New Tomorrow.
The Action Plan for 2020

Safe City
Diverse City
Smart City

New Tokyo. New Tomorrow.
The Action Plan for 2020
In December 2016, the Tokyo Metropolitan Government formulated a newcomprehensive 4-year plan called “New Tokyo. New Tomorrow. The
Action Plan for 2020,” which covers the period from FY2017 throughFY2020. (Project costs: JPY 1.42 trillion for FY2017; JPY 5.61 trillion
over the four years)
From the perspective of putting the Tokyo citizens first, we will realize thethree faces or “cities” of Tokyo—“Safe City,” “Diverse City,” and “SmartCity”—and create the “New Tokyo.”

The Action Plan charts
the “Course to the Future”
The penguin that dives into dangerous
waters before any other penguin
Yuriko Koike,in the colony is called the “first penguin.”
Governor of Tokyo
Here, we have three penguins introducing
our action plan to achieve the three cities from the perspectiveof placing the Tokyo citizens first.
Weʼll keep you
safe and secure!

Ｓａｆｅ
１Weʼll create a cityDonʼt you want towhere everyone canlive in a city thatʼslead vibrant lives!

cool and dynamic?

ＤｉｖｅｒｓｅＳｍａｒｔ1. Creating the “New Tokyo” by realizing the three cities
from the perspective of placing the Tokyo citizens first
The New Tokyo①②③

A Tokyo where all can live with peace of mind, hold hopes
and lead active lives.
A sustainable Tokyo that continues to generate growth.
A Tokyo that shines throughout the world as the engine
driving Japan’s growth.

Safe City
We will protect the lives and assets of the Tokyo residents from all
kinds of disasters, and build a dynamic and bustling Tokyo.

P. 3–10

Diverse City
We will create a Tokyo full of kindness and warmth where everyone
can lead vibrant lives and be active in society.

P. 11–20

Smart City
As a global megacity and Japan’s capital and engine driving the
economy, we will create a sustainable Tokyo that can solve thechallenges facing the megalopolis and continue growing to emerge
victorious in the international competition between cities.

P. 21–32

Initiatives for the success of the Tokyo 2020 Games・・・・・・P. 33

Promotion of the Tama area and Tokyo’s islands ・・・・・・・P. 34

2.
3.

FY2017 budget situation ・・・・・・・・・・・・・・・・・・P. 35–36“FIRST Strategy”: Tokyo’s growth strategy・・・・・・・P. 37–38
Tokyo’s FUTURE
Beyond 2020—Toward Tokyo’s Future ・・・・・・・・P. 39–42
Basic information on Tokyo ・・・・・・・・・・・・・・P. 43–54
２

Safe City
A “Safe City” is a city that protects the lives andassets of the Tokyo residents from disasters, and isfull of dynamism and bustle.

Tokyo: More safe, more secure, and more lively
Advancing the removal of utility poles

・・・・・・・・・P. 4

Creating a city that does not collapse or burn ・・・・・・P. 5
Enhancing community disaster preparedness ・・・・・・P. 6
Advancing torrential rain countermeasures ・・・・・・・P. 7
Maintaining and renewing urban infrastructure ・・・・・P. 8
Bolstering counterterrorism measures ・・・・・・・・・P. 9
Community development in the Tama area and Tokyo islands
・・・・・・・・P. 10

３

Advancing the removal of utility poles
Formulation of the Tokyo Metropolitan
Ordinance for Advancing the Removal[FY2017]*of Utility Poles (name TBD)
Prohibiting the new installation of utility poles
Designate all metropolitan roads (approx. 2,200km)[FY2017]

Only about 7% of the roads in Tokyo’s 23-ward area has been rid of utility
poles (as of end FY2015).（100% in London, Paris, & Hong Kong）
We will make Tokyo a beautiful, safe, and walkable city where roads
do not become obstructed even in the event of an earthquake.
 Formulate an ordinance bill that includes measures for the systematicadvancement of removal of utility poles.
 Expand financial and technical support to promote this on municipal roads.
 Promote utility pole removal linked with disaster-resilient urban
development and private developments.

＜Before＞＜After＞*The year in brackets [ ] in this plan is the target year, indicating achievement by the end of that particular year.

４Creating a city that does not collapse or burnSeismic resistance of houses
83.8%

→

(FY2014)95% or more
[FY2020]

Fire resistance of districts with close-set
wooden houses (in development districts)
Fire-resistant ratio
61% → 70%
(FY2014)[FY2020]

We will advance urban development to build an earthquake resilient city.
 In order to advance the seismic resistance of houses, expand support tomunicipalities undertaking efforts to visit every detached house.
For condominiums, bolster support such as subsidies for earthquake
resistance inspection.
 In districts with close-set wooden houses, along with engaging inmeasures such as developing city-planned roads to serve as firebreaks,
also promote the rebuilding of houses to be fire resistant.
Creating firebreaks throughconstruction of designatedroutes for improvement

Building parks

Rebuilding houses tobe fire resistant

Constructing community roads fordisaster management and rebuilding
roadside buildings for fire resistance

Rebuilding into shared residences<Image of engagement in making an areawith close-set wooden houses fire resistant>
What is the fire-resistant ratio?
This is an indicator of the degree of fire-resistance of a built-up
area. When the fire-resistant ratio surpasses 70%, loss of thebuilt-up area to fire becomes nearly zero.

５Enhancing community disaster preparedness
Have a total of 12 million residents participate indisaster drills[from FY2015 through FY2020]
Secure volunteer fire corps members
90% or more (percentage of capacity in the special-ward area)[FY2020]

We will raise the community’s disaster management capabilities toprepare for a major earthquake directly hitting the capital and otherdisasters.
 Conduct drills that willencourage participationsuch as using a virtual
reality (VR) disaster
simulation truck.
 Increase volunteer fire
corps members anddevelop a system forcollaboration between
fire corps groups.

＜VR disaster simulation truck (image)> Send disaster management consultants to independent disaster
preparedness organizations to provide advice on the neighborhood’s
challenges.
 Prepare a disaster preparedness manual and promote the fostering ofdisaster preparedness leaders that take in female perspectives.
There are 13,865 volunteer fire corps
members in the special-ward area
(86.7% of capacity) as of April 1, 2016.
Their numbers are decreasing annually
as members retire due to age.

６

Advancing torrential rain countermeasures
Capacity of regulating reservoirs in all of Tokyo(cumulative)

3.6 million m3 (Approx. 1.7 times that of FY2013)[FY2025]

Countermeasures for hourly rainfall of 75mm
completed in all nine large-scale underground
shopping arcade zones[FY2024]
Localized heavy rainfall surpassing 50mm/hour has been occurring
frequently in recent years, necessitating further countermeasures.
We will secure safety by raising community disaster management
capacity for flood disasters.
 Prevent river floods bybuilding a regional
regulating reservoir
and other measures.

Reservoirs mutually handle runoff

River A

River B

River CRiver D

 Build sewage facilities
Capacity for Rivers A and B is used to handle runoff from Rivers C and D
in areas prone to large＜Image of a regional regulating reservoir＞
flooding damage.
 Advance disaster mitigation measures such as updating
the flood risk map.
You can check rain conditions in real time on
your personal computer or smartphone byaccessing Tokyo Amesh.
http://tokyo-ame.jwa.or.jp/en/index.html

７¥

Maintaining and renewing urban infrastructure
Preventive maintenanceCommence work on 160 bridges(cumulative)

Commence work on 26 tunnels(cumulative)[FY2024]

Complete replacement to earthquake-resistantjoints for water supply pipes
Earthquake
resistant joint(image)(supply routes to the city center,
emergency medical centers, etc.)[FY2019]

100% completion of sewage pipe reconstruction(oldest four zones in the city center 16,300ha) [FY2029]
About 30% of the 1,226 bridges and 20% of the 123 tunnels were built
more than 50 years ago (as of March 2016).
We will pass on to future generations a legacy of good urban
infrastructure through strategic maintenance and systematic
renewal.
 Implement proper measures before damage and deterioration progress.
 Conduct inspections using advanced technology.

<Inspection using advanced technology>８Bolstering counterterrorism measures
Enhancement of emergency camera imagetransmission system
Start of operations with three railway operators[FY2018]

Establishment of new fire fighting system for
response to large-scale acts of terrorism [FY2019]
We will prepare against the threat of terrorism so everyone canenjoy the Tokyo 2020 Games safely.
 Launch operations with three railway operators for an emergency
camera image transmission system to strengthen first response to
terrorism or other such acts.
 Conduct practical drills withprivate operators in preparation fora cyber attack.
 Take measures to prevent areas from being neglected when large
numbers of fire fighting units are deployed in the event of large-scaleterrorist acts or other such incidents. Also employ drones and othertools for safe and prompt activities.

What is the emergency camera
image transmission system?
This is a system to use private security cameras tograsp the situation of damage at the site in theevent of a large-scale disaster such as terrorism.

９Community developmentin the Tama area and Tokyo islands
Formulation of the Tama New Town community
revitalization guidelines[FY2017]
Installation of submarine fiber optic cables to thefive villages / six islands
Start of ultra-high speed broadband services[FY2019]

To promote development of the Tama area and islands, we must roll out
initiatives that properly address the challenges and the specific featuresof each area.

We will promote community development in the Tama area andTokyo islands for their revitalization and to ensure citizen safety andpeace of mind.

 Advance initiatives for therevitalization of all of Tama
New Town to make it anarea where child-raisinghouseholds and seniors canlive with peace of mind.

 Promote development of the islands by launching ultra high-speed
broadband services to the five villages / six islands.

We will increase the attraction of the Tama area and islands, which
are rich with water and greenery.

１０Diverse City
A “Diverse City” is a city where everyone can leadvibrant and active lives.

Tokyo: Fulfilling and vibrant for all
A city where people can feel secure
about having and raising children ・・・・ P. 12
A society where senior citizens
can live with peace of mind ・・・・・・・ P. 13
Enhancing healthcare and encouraging healthy living・・ P. 14
A society where the disabled can lead vibrant lives ・・ P. 15
Enhancing life-work balance ・・・・・・・・・・・・・ P. 16
Advancing the active role of women in society ・・・・ P. 17
Promoting the employment of senior citizens ・・・・・ P. 18
Advancing urban developmentthat incorporates universal design ・・・・ P. 19
Education that expands possibilities for all children ・・ P. 20

１１

A city where people can feel secure about
having and raising childrenChildren in daycare increased by 70,000[in 4 years from FY2016]

No waitlists for childcare[FY2019]

As of April 2016, children in daycare has increased by 14,192 over theprevious year to 261,705 children. Due to growing needs, however, thenumber of children on waitlists has risen to 8,466 children, an increase of
652 children over the previous year.

We will enhance support for marriage,
pregnancy, and parenting to realize a society
where parents can have and raise children
with peace of mind in their communities andchildren can grow up healthy and strong.
 Subsidize the costs of constructing daycare facilities and provide
support to companies establishing daycare facilities for employees,
among other efforts, to expand the range of daycare options
available.
 Provide support aimed at securing and retaining daycare staff such as
subsidies for career development.
 Enhance seamless support from pregnancy
to childbirth and parenting, and support
municipalities working to secure after school
facilities for children.

Together with wage
improvements already inplace, we will work toraise the monthly salaryof childcare workers by
44,000 yen per person.

１２

A society where senior citizens can live withpeace of mind
Build special nursing homes for the elderly
Increase capacity to 60,000 [FY2025]
Build group homes for dementia care
Increase capacity to 20,000 [FY2025]

Between 2015 and 2025, Tokyo’s 65 and over population is projected torise from 3.01 million to 3.26 million.

We will build a comprehensive regional care system to ensure theseamless provision of medical care, long-term care, preventive care,living support, and housing to make it possible for senior citizens tocontinue living in the familiar surroundings of their communities.
 Promote a range of in-home care services, enhance measures forpreventive care, and promote collaboration between medical care andlong-term care providers.
 Promote the establishment of facilities and housing to meet thediverse needs of seniors.
 Enhance various forms of support for people
with dementia and their families and enable
them to continue living in their community
with a sense of reassurance.
 Along with working to promote employment in this field, also support
the improvement of caregiver compensation to secure humanresources.
１３

Enhancing healthcare and encouraging healthylivingEstablish a local support system for home-care patients
All municipalities [FY2025]
Advance the shift of patients at medical institutions
to home care (Strengthen functions to support home care)
All small and medium-sized hospitals [FY2025]
In addition to building a health care system for a super-aging society,we will encourage lifelong healthy living.
 Promote the differentiation of hospital bed function and cooperation
between medical institutions to allow patients to receive care suited totheir condition.
 Through strengthened collaboration
between medical care and nursing careproviders, promote the establishment ofan environment to support in-home care.
 In addition to securing a system for emergency medical care better
suited to handling the needs of an aging society, strengthen systems for
medical relief when a disaster occurs.
 Advance measures targeting lifestyle-related diseases,
including support for companies that work to encourage
employees to lead healthier lives.

 Promote measures to address secondhand smoke in preparation for the
Tokyo 2020 Games.
１４

A society where the disabled can leadvibrant lives
Employment of the disabled
Increase by 40,000 [FY2024]
Support individuals with disabilities in finding
and staying at jobs
6,000 people [FY2020]
In 2016, the employment rate of people with disabilities at companies inTokyo was 1.84%, failing to reach the statutory employment rate of 2.0%
for people with disabilities.
Along with preparing an environment that allows people
with disabilities to live in communities with a sense of
security, we will promote various measures, including thosefor employment, to enable people with disabilities to leadindependent lives.
 Prepare housing and day facilities in communities, as well as enhance
support tailored to the characteristics of specific disabilities.
 Provide support for individuals with disabilities to findand stay at their jobs, and also support the efforts ofsocial firms and others.
 Have Tokyo metropolitan special needs schools provide
an education that develops individuality and provide
vocational education according to the level of disability.
 Promote understanding about disabilities and efforts to provide
reasonable accommodations.
Reasonable accommodations are measures taken to remove
barriers for disabled persons, including the use of communication
boards to communicate in writing and reading aloud for those whoneed it at locations such as service counters.

１５Enhancing life-work balance
Percentage of Tokyo residents who think“It goes without saying that men engage inhousework and parenting”
70% [FY2020]
Companies taking part in the TOKYO Work-Style
Reform Declaration program
4,000 [FY2020]

We will promote the rethinking of work styles to achieve life-work balance.
 Work with the central government to establish ateleworking promotion center for one-stop
services handling consultations from companies
and providing information.
 Along with increasing companies taking part in the TOKYO Work-Style
Reform Declaration program, hold events to share expertise and otherinformation.
 Hold events that fathers and mothers can participate in
together, and spur on the participation of men inhousework and child rearing.
Weʼll also promote measures to makecommuting to work more comfortable!
Current railway crowding rate: 180% or more
for trains on 11 major sections of railway
・Work with companies to promote staggered work
times and commuting during off-peak hours
・Toei Transportation to add more cars to trains

１６Advancing the active role of women in society
Higher percentage of women (ages 25–44)
engaged in work
78% [2022]
Number of women finding employment through
TMG support
11,500 [FY2020]

The percentage of working womendrops for age segments wheremarriage and childbirth generally
take place and rises again whenchild rearing settles down.
Source: Compiled from data from “Work
Status of Tokyo Residents” (2002,
2007, 2012) Bureau of General Affairs,
Tokyo Metropolitan Government<Working Women by Age Group>

We will realize a Tokyo where women can play active roles anddemonstrate their abilities throughout society.
 Hold events for working women, aiming to provide motivation tocontinue working and pursue career advancement.
 Conduct seminars and events where women can meet and learn fromfemale entrepreneurs, and support women in starting business.
 Hold appealing symposiums supportedby the governor herself, which willfeature a variety of guests, including
leaders in the field of promoting
women’s participation in society.

１７Promoting the employment of senior citizens
Higher percentage of senior citizens (ages 60–69)
engaged in work
56% [2022]
Number of senior citizens finding employment
through TMG support
16,500 [FY2020]

Although the number of job seekers aged 65 or over are increasing, due toa mismatch between those wishing to work and the employment needs ofcompanies, some senior citizens are not finding work.

We will offer support to senior citizens, who have diverse
employment needs, to allow them to stay active throughout their lives.
 Collaborate with Hello Work (Public
Employment Security Office) to holdseminars on topics such as changing
careers for senior citizens who areunable to find work due to themismatch of skills and employment
needs, as well as those who find it
difficult to take the first step towardlooking for employment.
 Use the Silver Human Resources Center to strive
to secure employment opportunities for seniorcitizens and human resources to work in thecommunity in areas such as childcare.

１８Advancing urban development thatincorporates universal design
At Tokyo 2020 Games venues
Completion of barrier-free design[2020]

At major railway stations near competition venues
and those frequently used to access airports
Completion of platform door installation [2020]
Using the opportunity presented by the Tokyo 2020 Games, we will
advance urban development that incorporates both tangible andintangible universal design, a concept of design friendly to all. This
includes making roads and railway stations barrier free.
 Complete measures to provide a higher level of barrier-free access at
Tokyo 2020 Games venues.
 Accelerate the installation of platform
doors at stations by supporting railway
operator initiatives.
 Support municipalities that conduct inspections of buildings with theparticipation of residents and undertake barrier-free improvements basedon opinions provided by the residents.
 Provide support to municipalities that
undertake initiatives aimed at promoting theremoval of barriers in society and barriers to
obtaining information.
Universal design means designing thecity and environment with the aim tocreate spaces that can be used by as
many people as possible from the start.

１９

Education that expands possibilities for all
childrenHigh school students who feel they do notunderstand their classes
21% → Below 15%（2011）

Improve theEnglish abilityof students

Junior high students :Around
Grade 3 on the EIKEN test
High school students: Around
Grade Pre-2 on the EIKEN test

[FY2021]60%[FY2020]

We will improve the educational environment, including the aspectof household finances, provide education tailored to each child’ssituation, and cultivate global talent.
 Establish and expand the scholarshipsystem to reduce financial burdens
associated with sending a child to highschool such as fees for external tests
and private school tuition.

 Aim to establish and enhance basic
academic skills through measures such as
properly grasping and analyzing thechildren’s level of understanding andoffering after school study support.
 Cultivate global talent using foreign instructors
and introducing extracurricular programs thatuse English.

２０Smart City
A “Smart City” is a vibrant city that keeps growing, acity open to the world, a city leading the world inenvironmental policies, and a global financial andeconomic center.

Tokyo: Globally open, eco-friendly, and a global
financial and economic center
Smart energy city ・・・・・・・・・・・・・・・・・・ P. 22
Firmly implanting the spirit of mottainai ・・・・・・・・P. 23
Comfortable city where people feel close to nature ・・・P. 24
Becoming a global financial city ・・・・・・・・・・・・ P. 25
Creating innovations and supporting SMEs ・・・・・・・P. 26
Tokyo: The worldʼs prime tourist destination ・・・・・・P. 27
Promoting the arts and culture ・・・・・・・・・・・・ P. 28
Building up the land, sea, and air transport network ・・ P. 29
Urban development with a diversity of functions ・・・・ P. 31
２１

Smart energy city
Use of LED lighting at metropolitan facilities
Nearly 100% [FY2020]
Energy consumption in Tokyo
38% reduction over the year 2000 level [2030]
LEDs comprise about 58% of lighting used in Tokyo’s households. Tokyo
is a major consumer of energy and emits large quantities of CO2.
To become a world-leading smart energy city, we will spread the useof LED lights, promote energy saving measures and advance the useof hydrogen that does not emit CO2 in its production.
 Encourage households, buildings, and factories to introduce LED lighting,and set an example by using LED lights at metropolitan facilities.
 Promote eco-houses, energy-saving measures at buildings and factories,
and the conversion of metropolitan facilities to zero-energy buildings.
 Conduct research onhydrogen that does
not emit CO2 in its
production.
Fuel cell Fuel cell car
motor scooter

Fuel cell bus

Home-usefuel cell

How will we spread the use of LED lights?
We will start an initiative where people can receive one
LED bulb in exchange for two incandescent bulbs atelectrical appliance stores (up to 1 million LED bulbs).

２２

Firmly implanting the spirit of mottainai
To halve food loss by FY2030
Establish the “Tokyo-Style Food Loss Reduction”[FY2020]

No free distribution of plastic shopping bags

[FY2020]

We will make the citizens’ lifestyles sustainable through such measures
as reducing food loss as being mottainai (too precious to waste).

 Draw up the “Tokyo-Style Food Loss Reduction,”a set of rules to reduce food loss and waste.

 Make effective use of emergency foodstock nearing the end of their recommended
consumption period.

 Encourage stores to stop the free distribution of plastic shopping bags,
and rethink our disposable lifestyle.
How much food is disposed of?
In Japan, about 6 million tonnes of food that can beeaten safely is disposed of in a year. This is equivalent
to one bowl of rice per citizen per day.
Itʼs very mottainai isnʼt it?

２３

Comfortable city where people feel close tonatureCreate “cool areas” (around competition venues, etc.)
About 6 areas [FY2019]
Launch the development of parks and green spaces
under city planning schemes
433 hectares [FY2020]
Preserve and protect greenery on private land
400 hectares [FY2020]
The Tokyo 2020 Games will be held in the summer season, which is
expected to be very hot. We will improve the urban environment andwill also become a city surrounded by water and greenery where
people feel close to nature.
 Take intensive measures to address the heat, including creating“cool areas.” Decorate the city with flowers
and greenery, by enhancing parks
and planting roadside trees.
 Preserve the precious greeneryremaining in Tokyo.

 Create an environment where people
can coexist with a variety of species.

２４

Becoming a global financial city
Foreign financial firms attracted to Tokyo by the TMG
40 firms [FY2020]
Foreign firms in the IoT and similar fields attracted
to Tokyo by the TMG

40 firms [FY2020]

To restore Tokyo to its position as Asia’s No. 1
global financial city, we will promote boldmeasures to revitalize the financial industry.

 Accelerate efforts to attract foreign businesses in the
fintech, IoT, and similar fields, by helping them draw
up business plans and get connected to Japanese firms.

 Promote efforts to create a more comfortableenvironment for foreign businesses and theiremployees.
 Issue green bonds and advance environmental
policies.
What is fintech?
This word is a portmanteau of “finance” and “technology.” There isa movement to change how money flows and create newindustries through financial services using innovative technologies.

２５Creating innovations and supporting SMEs
SMEs expanding into growth industries
with TMG support

700 cases [FY2020]

SMEs expanding into overseas markets
with TMG support

1,500 cases [FY2020]

We will implement measures for the sustainable growth of Tokyo,
including technological innovations of SMEs, which are the foundationof the Japanese economy, and encouraging business start-ups.
 Support development projects thatconnect the excellent ideas of SMEs
with technologies (including patentedones) of industry leaders.
 Revitalize businesses by utilizing IoT
and other innovative technologies.
 Support startup firms in evolving into global businesses.
 Publicize, at home and abroad, traditional crafts and agricultural
produce harvested in Tokyo, to promote the Tokyo brand.

Long-established family businesses, the spirit ofcraftsmanship̶even these phrases sound intriguingand fascinating!

２６

Tokyo: The world’s prime tourist destination
No. of foreign visitors to Tokyo

25 million/year

No. of repeat foreign visitors to Tokyo
15 million/year
Money spent by foreign visitors to Tokyo
2.7 trillion yen/year[all by 2020]
The number of foreign travelers to Tokyo has been increasing
significantly in recent years. In 2015, the number reached a record
11.89 million.
Through developing and publicizing tourism resources, wewill convey Tokyo’s attractions throughout the world andalso create an environment where travelers can enjoysightseeing in comfort.
 Collaborate with other international tourist
destinations to publicize each other’s attractions.

 Prepare a comfortable environment forinternational visitors, such as making
signs multilingual and introducing
more western-style toilets.
 Publicize tourism resources that attract interest
from foreign people, such as anime and manga,
as a part of Japanese culture.

２７

Promoting the arts and culture
Implement a cultural program in allmunicipalities for the Tokyo 2020 Games[FY2020]Make at least five districts, including Ueno,
Ikebukuro, and Roppongi, more attractive as
centers for the arts and culture[FY2020]
We will utilize our diverse mix of arts and culture to make ourculture-rich districts even more attractive, and, as part of thecultural program for the Tokyo 2020 Games, hold events that allow a
broad range of people to take part.

 Hold the TOKYO Caravan,
which brings together artists
from various genres, in areas
throughout Japan, including
those affected by major
natural disasters.
<TOKYO Caravan in Roppongi(Photo by Kishin Shinoyama)>

 Cooperate with local municipalities and private-sector groups forcommunity development efforts in Tokyo that draw on the attractions
and strengths of each area.

The Olympic and Paralympic Games are not only afestival of sport but also a festival of culture.

２８

Building up the land, sea, and air transport
network

There is a need to ease road congestion and crowding on trains, and toaccommodate the large number of international airport users coming for
the Tokyo 2020 Games.
We will create a city where people and goods move smoothly.

Promote construction of the three ring
expressways (e.g. the Tokyo Outer Ring Road)[FY2020]
to open about 90% to traffic

Completed or nearly completed by FY2020＜National Capital Region Transportation Network＞

 Bolster the road network, including backbone trunk roads, so as to fully
realize the potential of Japan’s capital.
Feasibility tests of an autonomous driving
system will take place in the vicinity ofHaneda Airport and elsewhere!

２９Build a terminal for large cruise ships
First berth services start [2020]
 Build a terminal capable ofaccommodating the world’s
largest cruise ships.
<Image of terminal for large cruise ships>

Bolster the functions of Haneda Airport
Increase annual international slots byabout 39,000 [2020]
 To expand the capacity ofHaneda Airport, request thenational government to givedetailed explanation to local
residents regarding flight routes
changes and to take safety andnoise prevention measures.

Foreigncountries

HanedaAirportPlacesinTokyo

Study the introduction of new rail networks
Launch studies on new lines and line expansion,
centering on those proposed by the national
government’s transport policy council [FY2016]
 Conduct studies on the possible constructionof the proposed railway lines.

３０Urban development with a diversity of functions
We will advance vibrant urban development to support Tokyo’s growth.
1. Ikebukuro
1. Ikebukuro

Vibrant international center that draws
on its rich base of arts and culture
2. Shinjuku

Yurakucho

6. Toranomon
3. Kita-Aoyama
3-ChomeCenter of exchange that leads Tokyo’s
development with various functions
such as business, exchange, and tourism
3. Kita-Aoyama 3-Chome
Trendsetting center for culture and fashion
4. Takeshiba
Business center that builds on the strengthsof the private sector and contributes togreater global competitiveness5. Shibuya

Center setting trends for lifestyleculture３１

Hibiya

2. Shinjuku

Jingu Gaien

5. Shibuya

Roppongi
4. Takeshiba

7. Shinagawa

6. Toranomon

Transportation hub connected toairports and the waterfront area

9. Otemachi

10. Yaesu

Hub for international business and newindustry creation / Elegant cityscape
9. Otemachi
Marunouchi
8. Nihombashi
10. Yaesu
TsukijiHarumiToyosuDaiba/Aomi/Ariake

7. Shinagawa

New international center

Vacant site formerly usedby Haneda Airport

8.Nihombashi

International financial and businesscenter that comes with hotels andresidences
３２

Initiatives for the success of
the Tokyo 2020 GamesIn addition to ensuring flawless preparations for the Tokyo 2020
Games, including construction of competition venues, greaterbarrier-free access and mindsets, and volunteer training, Tokyo
will advance initiatives to establish tangible and intangible
legacies, which can be passed on to future generations, and lead
the Games to success.
Preparation of competition venues
and establishment of legacies
Construction and post-Gamesdevelopment of the Athletes’ Village

Athletesʼ Village after the Games(image)Coordination with
Rugby World Cup 2019TM
Promotion of impaired sports and steps
to make the city more barrier free

TEAM BEYOND website created topromote the appeal of para-sports

Promotion of multilingual supportand volunteerism
Support for the recovery of areas
affected by disasters

1000km Relay to Tokyo held
to support the recovery of
the Tohoku Region

Measures to combat heat, as well as
counterterrorism and disaster
preparedness measuresand others
３３

Terrorism response drill

Promotion of
the Tama area and Tokyo’s islands
Leveraging the appeal and unique characteristics of the Tama area
and Tokyo islands, Tokyo will effectively and extensively
implement a variety of measures to realize the three new faces ofTokyo in areas such as promotion of the agricultural, forestry, andfisheries industry and tourism, as well as disaster preparedness.
Promotion of industry, including
the agricultural, forestry, andfisheries industry
Promotion of tourism that fully
leverages the attractions of the areas
Protection of the naturalenvironment

Promotion of the agricultural,
forestry, and fisheries industry(Tokyo udo)

Promotion of culture and creation ofan environment conducive to sports
Revitalization of communities suchas Tama New Town

Image ofMusashino Forest Sport Plaza

Construction of transportation
infrastructure
Disaster preparedness measuresfor dangers such as tsunami andsediment disasters
Improvement of welfare andmedical services
and others

Construction of arterial roads

Image of a proposed tsunami
evacuation tower(Okada Port, Oshima Island)

３４

Budget for implementation of the plan
(Based on the FY2017 budget proposal)

Tokyo has allocated budgets to cover all of the FY2017 projects andprograms contained in the Action Plan for 2020, totaling JPY 1.4396 trillion.
Budget(JPY billion)

Safe City

840.4

Creating an earthquake-resilient city

395.5

Improving disaster preparedness through self-help, mutual assistance, andgovernment support.

62.1

Countermeasures for torrential rain and sediment disasters

81.4

Maintaining and renewing urban infrastructure

158.0

Securing safety and security

8.2

Creating community vitality

73.2

Advancing development of the Tama area and Tokyo islands
Diverse City

62.1
352.6

A city where people can feel secure about having and raising children

102.9

A society where senior citizens can live with peace of mind

34.6

A city with a substantial healthcare system where people can lead healthy lives

10.3

A society where the disabled can lead vibrant lives

33.8

A city where all can actively participate in society

22.0

A city where all can sense kindness

53.7

Cultivating talent for the future

37.7

A society where sports is accessible to all
Smart City

57.5
557.7

A smart energy city

76.1

Creating a pleasant urban environment

104.6

Creating and preserving a rich natural environment

39.5

A global financial and economic center

37.4

Creating a transportation and logistics network

210.2

Urban planning that concentrates various functions

22.1

An international city and tourist destination open to the world

44.1

Promoting the arts and culture

23.8
Total

1,439.6*Project fees are the total account including general accounts and public enterprise accounts.
*Amounts for the Safe City, Diverse City, and Smart City, and each of their items include relisted projects.

３５

Steady implementation throughthe Plan-Do-Check-Act (PDCA) cycle

A system to formulate plans (Plan), implement policies andprograms (Do), manage progress and evaluate programs (Check),and improve and review programs (Act)—the PDCA cycle—wasincorporated into the plan from the formulation stage.

 Concrete four-year work schedules drawn up for each policy
initiative Plan builds on the approx. 360 policy targets of the Long-Term
Vision for Tokyo, raising the number of targets to approx. 500
 Proper management of progress through implementation of the
PDCA cycle

Steady advancement of each policy

３６

The direction of Tokyo’s growth strategy

Tokyo, the engine that drives Japan’s growth, will fully leverage its strengths,
including its concentration of people, goods, money, and information, and thehigh technology of its small and medium-sized enterprises, to continue
supporting the sustainable growth of our entire country.
Aggressive and bold strategy is needed to seize upon the success of the Tokyo
2020 Games as a golden opportunity for the dramatic development of not only
Tokyo, but also the entire nation, and for sustainable growth beyond 2020.

Overall direction forTokyoʼs growth strategy
Four Challenges
Four challenges Tokyo will address to advance its growth strategy
and achieve sustainable growth

Challenge 1
Challenge 2
Challenge 3

Tokyo’s GMP
94.9 trillion yen(FY2014)120 trillion yen

Inbound tourists visiting Tokyo
11.89 million
25 million（2015)(2020）

Tokyo citizens’ satisfaction with life
54%
70%
（2016）

Challenge 4

Global city ranking
No. 3（2016）

３７

No. 1

FIRST Strategy: 5 strategies for growth
The FIRST strategy consists of five strategies Tokyo will employ to achieve thegoals of the four challenges. With the first letter of each strategy spelling out
FIRST, the plan presents the direction to be taken to make Tokyo “No. 1 (first) in
the world” and “the first to take on challenges to create growth for the country.”

Ｆ inance
Becoming a global
financial center

Ｉ nnovation
Generating innovations
with new technologies
and new ideas

Ｒ ise
Improving strengths
for greater dynamism

Ｓ uccess
A city where everyone
can play an active role

 Study and discuss measures through the Advisory Panel for
Global Financial City Tokyo Attract foreign financial firms at a faster pace Implement measures to attract foreign companies in fields suchas IoT Generate opportunities for business match-ups between foreigncompanies and SMEs in Tokyo Advance international business projects that use the National
Strategic Special Zone system
 Improve the business and living environment for foreign
nationals through the special zone system and other means Provide support for companies entering growth industries andnurture global ventures

 Make tourism a leading industry
 Enhance the land, sea, and air transportation infrastructure Advance urban renewal to help strengthen Tokyo’s
international competitiveness Capture demand from overseas and promote the appeal ofTokyo’s industries

 Promote the reform of work styles
 Promote the participation of women in society
 Promote the active participation of the elderly and impaired insociety Cultivate globally competent talent Promote education that nurtures the ability to create new value

steps to address the 4th industrial revolution
Ｔ echnology  Take
Become a leading eco-friendly city

Accelerating growth with
cutting‐edge technologies

 Make the Tokyo 2020 Games a showcase for cutting-edge
technology

３８Beyond 2020—Toward Tokyo’s Future
In recent years, technology has made rapid advances in areas such as automateddriving and artificial intelligence (AI), and it is said that such advances are set totransform people’s lives in the near future.
It is projected that after peaking in 2025, Tokyo’s population will begin to
decline and the graying of the population will advance rapidly. For the ongoingsustainable growth of Tokyo, sharp insight into what lies ahead and readiness toalso respond to rapid social changes are needed.
Looking further ahead to beyond 2020, this plan shows a glimpse of Tokyo’s
bright future through technological advances, a transformation of mindsets, andother aspects.

Action Plan（2017–2020）
Safe City
Diverse City

Smart City

SustainablegrowthNew Tokyo

Using the Tokyo 2020
Games as a springboard

Vision for Tokyoʼs future presented in“Beyond 2020̶Toward Tokyoʼs Future”— Future vision for lifestyles and work styles— Future vision for urban development and theenvironment— Future vision for healthcare, welfare, and education— Future vision for industry and tourism

３９

A vision for Tokyo’s future
In the morningTime in the morning is spent with family.
Many people telework now and only go to the office a few days a week.



Rush hour trains have become a thing of the past. Time on the train can
now be spent more comfortably.

At work

People can change companies and careers when they wish.

Half of management and executive positions are filled by women. Many
talented foreign nationals are now found at companies in Japan, and many
Japanese people are working around the world.

After workSpend a relaxing time with your pet cat before
going to bed. Through the latest technology, people
now know how animals feel. An idea comes to you
just before falling asleep. Don’t worry. You canconfirm that idea when you wake up the next day
with your automatic memory device.

４０

A vision for Tokyo’s future
Shape of the city

Automated vehicle technology
has progressed, eliminating
traffic congestion and accidents.
Image courtesy of DeNA Co., Ltd.



Utility poles and the many
power lines have disappeared
from view to reveal a beautiful
blue sky over Tokyo.

Image courtesy ofCommittee for the private sector project for the elimination of utility polesThe legacy of the Tokyo 2020 Games lives on throughout the city in theform of centers for sports and universal design.

Next generation energy systems
and sustainable lifestyles


Smart house systems, which control
energy use throughout an entire building,is used at all households in Tokyo,
reducing home utility bills to zero.

Image courtesy of the Fujisawa
SST Council



４１

The word “garbage” is now obsolete. Everything isreused and recycled for a complete recycling society.

A vision for Tokyo’s future
Extending healthy life expectancy
Through drug development and advances inmedical care, including regenerative
medicine, conditions previously difficult totreat are now treatable and less suffering is
experienced due to illnesses or symptoms
associated with aging.

Image courtesy of Department of Surgery, Division of
Gastroenterological and hepato-biliary Surgery, andOrgan Transplantation, University of Tsukuba

Creating a parenting-friendly environmentChild daycare facilities and afterschool
facilities can be found throughout the city,and the entire community supports childrearing.
Once a major problem in Tokyo, waitlists
for child day care no longer exist.

Making Tokyo the world’s
most business-friendly city

Efforts were taken in the past to attract foreign companies to Tokyo using
the special zone system. But Tokyo now dominates the No. 1 spot in
global city rankings as a livable city overall for foreign nationals as well.

A city that captivatespeople around the worldTokyo is now one of the world’s top tourism
destinations, in the same class as London, Parisand New York. With its refined traditional
culture, cuisine, and service, Tokyo is a city thateveryone wants to visit.

４２

Useful information
Basic data on Tokyo■ Area: 2,190.93km2 (as of Oct. 1, 2015)■ 23 special wards, 26 cities, 5 towns, 8 villages■ Population: 13.52 million people*Includes 260,000 people whose ages are unknown(in millions)

1.52

Children (under 15)
11.5%

8.73

Working age (15–64)
65.9%

3.01

Elderly (65 and over)
22.7%(Source: 2015 Census)<Projections>
13.52

13.98

13.75

(TMG estimates)

13.12

12.27

(in millions)ChildrenWorking age
Elderly ratio
22.7％(year)

2015

23.3％

26.4％

31.3％

33.5％

2025

2035

2045

2055

Elderly

The population of Tokyo is forecasted to start declining
after peaking at 13.98 million in 2025. In 2030, it isestimated that about one in four people will be elderly.
４３

■ Budget of Tokyo (FY2017 budget proposal)
Public Enterprise
Accounts
1,968.8

General Account6,954.0(of whichGeneral Expenditures
5,064.2)

13,054.2(Unit: billion yen)

Special
Accounts
4,131.4

Planning &General Affairs
294.5

Welfare andPublic Health
1,201.7

Police andFirefighting
895.7

Urban Development

GeneralExpenditures
by Purpose
Education
and Culture

882.1

LivingEnvironment
201.4

1,107.3
Labor andEconomy481.5

To wisely spend valuable tax money, we compiled
a well-balanced budget, reflecting priorities andcutting wasteful spending.
４４Tokyo Data
Annual■ Births

113,194

Deaths111,673■ Marriages

87,167 couples

Divorces

24,135 couples■ People moving in

456,635

People moving out■ Tokyoʼs GＭP*
(GMP: gross metropolitan product)372,404
94.9 trillion yen■ Automobile accidents
Automobile accident deaths■ Ambulance dispatches■ Fires■ Calls placed to the 110 police
emergency number (excludes
accidentally placed calls, etc.)

Crimes reported
Arrests■ Amount of garbage produced perTokyo resident (includes recyclable
garbage)■ Amount of electricity used forlighting per Tokyo resident

４５

34,274
161
764,335
4,477
1,408,370
148,182
43,516337kg

2,131kWhDaily310（2015）

306（2015）

239 couples（2015）

66 couples（2015）

1,251（2015）

1,020（2015）

260.0 billion yen（FY2014）94（2015）

0.4（2015）

2,094（2015）

12.3（2015）

3,859（2015）

406（2015）

119（2015）

924g（FY2014）

5.8kWh（FY2014）

Tokyoʼs GMP is nearly thesize of the GDP of theNetherlands

４６Tokyo in the world
1 LondonComprehensive Ranking

2 New YorkTokyo

4th placein 2015

3rd placein 2016

3 Tokyo
4 Paris5 Singapore

Function-Specific Ranking■ Economy■ Research andDevelopment■ Cultural
Interaction

1 Tokyo

1 New York

1 London

2 London2 Tokyo

2 New York

3 New York

3 London3 Paris4 Beijing

4 Los Angeles

4 Singapore

5 Hong Kong

5 Seoul

5 TokyoMarket size, businessenvironment, etc.

Academic resources,
research achievements, etc.

Trendsetting potential,
cultural resources, etc.

■ Livability■ Environment■ Accessibility

1 Paris1 Frankfurt

1 London

2 Berlin

2 Zurich

2 Paris3 Vienna

3 Geneva

3 Hong Kong

4 Barcelona

4 Singapore

4 Shanghai

5 Frankfurt

5 Vienna

5 Amsterdam

Workingenvironment,
cost of living, etc.

４７

Tokyo
6th

Ecology, naturalenvironment, etc.

Tokyo
12th

Internationaltransportation
network, traffic
convenience, etc.

Tokyo
11th

Actor-Specific Ranking■ Manager■ Researcher

1 London

1 New York

1 Paris2 Singapore

2 London

2 New York3 Hong Kong

3 Tokyo

3 Vienna

4 Shanghai

4 Los Angeles

4 Berlin

5 Beijing

5 San Francisco

5 LondonPotential of businessgrowth, businessenvironment, etc.

Accumulation of research
institutions & researchers,readiness for accepting
researchers, etc.

Cultural stimulation,
environment for
creative activities,
etc.

Tokyo
7th

■ Visitor■ Artist

Tokyo
7th

■ Resident

1 London

1 Paris2 Paris2 London

3 New York

3 New York

4 Istanbul

4 Frankfurt

5 Tokyo5 Zurich

Cultural attractiveness &opportunities for interaction,
public safety, dining,
shopping, etc.

Environment topurchase goods,
daily living
environment, etc.

Source: Institute for
Urban Strategies, theMori Memorial

Tokyo
6th

Foundation “Global
Power City Index 2016”４８

Useful Living Information

Soooo
helpful!

■ Fire, rescue, and ambulance number

1 1

9

In case of emergency, call this number, and firefighters,
rescuers, and/or an ambulance will be dispatched.

■ Police emergency number

１ １ 0

Call this number to quickly report emergencies or
accidents to police.

■ Police non-emergency number

＃ 9

1 1 0

(call this number from anywhere in Japanand be connected to the consultation deskof your local police station)

This is the number to call when you
want to consult with your local police
about anything that makes you fearful orworried about your safety (e.g. stalking)even if it does not involve an accident orincident.

■ Himawari(Tokyo Metropolitan Medical Institution Information Service)

http://www.himawari.metro.tokyo.jp/qq/qq13enmnlt.asp

You can search for a hospital/clinic from its
proximity to a given place, its specialties,
and languages that can be used.

In case you
donʼt feel well

■ Multilingual Booklet on Seeing a Doctor
http://www.fukushihoken.metro.tokyo.jp/iryo/kansen/
tagengoguide.files/tagengoguide-mihiraki.pdf
This multilingual booklet is intended to help international visitors in Tokyo topromptly see a doctor when they have symptoms that could be an infectious
disease, such as fever and cough.

■ TMG Disaster Prevention Website
http://www.bousai.metro.tokyo.jp/foreign/english/
index.html
You can find information and learn about disaster preparedness.

４９

■ Tokyo Amesh
http://tokyo-ame.jwa.or.jp/en/index.html
Real-time rainfall is displayed on a mapof Tokyo (updated every five minutes). Be prepared for

torrential rains!

■ Tokyo International Communication Committee
https://www.tokyo-icc.jp/english/index.html
This website provides useful information for foreign residents in Japan.

■ Life in Tokyo: Your Guide
http://www.seikatubunka.metro.tokyo.jp/chiiki_tabun
ka/tabunka/tabunkasuishin/0000000945.html
A brochure with useful daily living information for foreign residents
starting life in Tokyo.

■ Official Tokyo Travel Guide: GO TOKYO
http://www.gotokyo.org/en/index.html
In addition to general sightseeing information for people coming toTokyo, you can find shops and restaurants, as well as spots popularamong tourists. (“TOKYO Handy Guide” app can be downloaded for free)■ TMG Comprehensive Consumer Center
Consumers can get advice and support when they have trouble associated withpurchasing or using a product or service.
Phone: 03-3235-1155
Mon.–Sat., 9 a.m.–5 p.m. (closed on national holidays)■ TMG Foreign Residentsʼ Advisory Center
Foreign residents in Tokyo can consult about matters concerning
their daily lives.
Phone: 03-5320-7744
Mon.–Fri., 9:30 a.m.–noon and 1 p.m.–5 p.m. (closed on national holidays)■ VoiceTra
http://voicetra.nict.go.jp/en/
VoiceTra is a speech translation app that translates your spoken
words into different languages. (free downloads available)

５０Visit locations related to this action plan’s initiatives
Tama Area andTokyo Islands
P24

We also recommend
Okutama Tokyo
Citizensʼ Forest.

Hinohara Tokyo
Citizensʼ Forest

You can also visit the
Ikebukuro and Honjo
Life Safety Learning
Centers.

Get close to nature andexperience the beauty ofTokyo’s forests here.

By experiencing an earthquake
simulator and learning about
disaster preparedness, you canacquire knowledge and skills foruse in the event of a disaster.
(7 min. by bus from Tachikawa Station)(75 min. by bus from MusashiItsukaichi Station)

P4

Tokyo Fire Dept.
Tachikawa Life Safety
Learning Center

P6

See an area where utility
poles have been eliminatedWe are advancing the eliminationof utility poles to make the city
more attractive, safe, and pleasant
to walk around.
(Nearest station: Takahatafudo)

P19

Musashino Forest Sport Plaza

As one of the competition venues for
the Tokyo 2020 Games, constructionof facilities is progressing with theaim to offer a higher level of barrierfree access.

d

Scheduled to open in 2017.
(Nearest station: Tobitakyu)
Ogasawara Islands

Image

Izu Islands

P22

Hachijojima Geothermal
Energy Museum
At the first geothermal power
plant built on one of Japan’s outerislands, you can learn about how
geothermal power works and how
the island was formed.
(Hachijo-machi)

５１

Ward Area
P15

ＫＵＲＵＭＩＲＵ
Shops can be found at
Isetanʼs Tachikawa
store and Maruiʼs
Kinshicho store, too.

P28

Ueno “Cultural Forest”

We will continue to enhance theattractiveness of this hub for culture,drawing on the power of Tokyo’s
diverse arts and cultural scene.
(Nearest station: Ueno)

ＫＵＲＵＭＩＲＵ(Tokyo Metropolitan
Government Building branch)This shop offers a selection oforiginal handmade items for thehome, crafted by persons with
impairments.
(Nearest station: Tochomae)

P22

Tokyo Hydrogen Museum(Tokyo Suiso-miru)
Learn about the vision fora hydrogen society andexperience generatinghydrogen through aninteractive exhibit.
(Nearest station: Shiomi)

P7-8

P27

Tokyo Tourist Information
Center (Busta Shinjuku)

This center provides sightseeing
information to those visiting
Tokyo from Japan and abroad.
(Nearest station: Shinjuku)

Tokyo Sewerage Museum“Rainbow”
Learn about Tokyo’s
sewerage system byviewing andexperiencing various
exhibits, including fullscale sewerage pipes
and pumps.

(Nearest stations: Kokusaitenjijo andOdaiba-kaihinkoen)

Other locations
include the Tokyo
Metropolitan Govt.
Building, Keisei
Ueno Station, andHaneda Airport.

５２

●●●

Tokyo is working to encourage people to rethink their disposable lifestyles!
Let’s learn how to use furoshiki, an eco-friendly, convenient, and stylish wrapping cloth.

●●●

How to use
furoshiki■Basic carrywrap■Two-bottle
wrap

1. Place the object
in the center ofthe furoshiki.

2. Taking the nearcorner, drape thefuroshiki over theobject, then tuckthe cornerunderneath it.

3. Drape the farcorner of the
furoshiki over theobject and tuck
the remaining
cloth underneath.

4. Tie the right andleft ends into asquare knot at thecenter and it’sdone.

1. Lay two bottles in thecenter of the furoshiki
with their bases facing
each other.
Leave a space the sizeof a fist between them.
2. Take the near corner,
drape the furoshiki
over the two bottles,
then roll the bottles sothat they are wrappedin the furoshiki.
3. Make sure theremaining corner of the
furoshiki is right above
the bottles.

4. Stand the bottles sothat this corner of the
furoshiki is tucked
between them.

5. Tie the right and left
ends into a squareknot over the mouthsof the bottles and it’sdone.

*The furoshiki shown above is one of the “Japan Premium” official goods for Tokyo 2020. It is
made using the traditional technique of Tokyo some komon dyeing.

５３

５４

●Unauthorized duplication and use of copyrighted material are prohibited except for cases
in which permission from the copyright owner is not required under the Copyright Act.
●Some of the illustrations in this booklet have been provided by the following parties.
・ PIXTA Inc.
・ いらすとや (Irasutoya）

New Tokyo. New Tomorrow.
The Action Plan for 2020

Published June 2017

Edited andPublished by:

Printed by:

Printed material Standard : type 2
Print number : (29) 9

Planning Section, Planning Division
Office of the Governor for Policy PlanningTokyo Metropolitan Government
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Phone: +81‐3‐5388‐2131
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