Future Tokyo:
Tokyo’s Long-Term Strategy
Version Up 2022

February 2022
Tokyo Metropolitan Government

Ramping up efforts to achieve a radiant “Future Tokyo”
Last March, we formulated “Future Tokyo: Tokyo’s Long-Term Strategy,” our vision for the ideal
future. Learning from our great predecessors who never lost sight of the future even in the faceof difficulties, including Goto Shinpei, the seventh mayor of Tokyo who built the framework forTokyo’s infrastructure, and Shibusawa Eiichi, who was instrumental in many social initiatives
such as operation of the Tokyo Yoikuin, a facility that supported orphans, elderly and people
with disabilities, in this Future Strategy we set the task of achieving a sustainable recovery fromthe COVID-19 pandemic and incorporated 122 projects to promote and give concrete shape to
its strategies.
Strategies do not end with their formation. The important thing is to implement them. Insteadof conducting field tests over and over again, we need to speed up efforts for social
implementation, respond agilely to issues arising during this process, and further improve upon
the contents.
The Tokyo 2020 Games, which were the first in history to be postponed by one year, were able to be held safely and securely
even amid such difficult circumstances thanks to precise Games operations and thorough precautions against the virus, madepossible through the generous cooperation and support of many. The trust shown in us by the world is a proud asset ofTokyo. In addition, I wish to develop the treasured values that were shared through the Games—the importance of risk
management for the protection of people, and the preciousness of an inclusive society free of barriers where people live
together and understand each other—into the city’s legacy.
The long battle against COVID-19 has impacted people’s lives and sense of values, and the declining birthrate, aging
population and dwindling population are advancing to serious levels. Fueled by a sense of urgency over climate change, thetrend towards decarbonization and digitalization is sweeping the world. Against this backdrop, in order to protect thelivelihoods of the people of Tokyo and to make Tokyo the world’s city of choice, an upgrade of the various policies set out in“Future Tokyo: Tokyo’s Long-Term Strategy” became essential.
This ”Future Tokyo: Tokyo’s Long-Term Strategy Version Up 2022” further accelerates initiatives to shape Tokyo’s future inlight of the many changes that have been brought about by the Tokyo 2020 Games and the battle against COVID-19.
Together with you, the people of Tokyo, we will advance steps to realize a bright future Tokyo that balances maturity withongoing growth, and where people shine.

February 2022

Koike Yuriko
Governor of Tokyo1

Implementation of “Future Tokyo: Tokyo’s Long-Term Strategy”

Perspective 1

Have the accomplishments of the Tokyo 2020
Games contribute to the city’s growth.

Held a safe and secure Games

Raised awareness of an
inclusive society

Shared thewonder of sportsⒸTokyo 2020/Kenta HaradaⒸTokyo 2020/Ken Ishii

Promoted the attractionsof Tokyo and Japan
Volunteers madepeople smile

A roadmap to asustainable society
2©Tokyo2020/ Ken Ishii

Showed recovery fromthe disaster andappreciation to the worldⒸTokyo 2020/ Ken Ishii

Futuristic technology

Transformed the“city” and “lives”ⒸTokyo 2020
/Kenta HaradaImplementation of Future Tokyo strategy

Perspective 2

Responding agilely to the needs of the times and changing circumstances

Impacts of the long battle against COVID-19
New challenges are emerging and becoming more serious,with major impacts on people’s livelihoods and work styles.

Intensifying competition among the world’s cities
Looking ahead to the post-COVID era, competition is intensifying
among the world’s cities in the growth areas of “green” and “digital.”

The need to implement child-centered
東京都こども基本条例の制定

policies

An urgent challenge is to establish an environment that ensures
the healthy growth of all children under any circumstances basedon the Tokyo Metropolitan Government’s Basic Ordinance for3Children.

An upgrade of policies that considers the accomplishmentsof the Tokyo 2020 Games and changing circumstances
achievement“FutureTokyo: Tokyo’s
Long-Term Strategy”(March2021)
and changeof circumstances,upgradepolicies＜Stance on Strategy Deployment＞
Realize a sustainable recovery

Strongly promote structural reform thatapproaches the roots of issues＜Four Basic Strategies＞
1. Backcasting the future.
2. Promote policies by collaborating with a diversity of entities
such as private companies
3. Realize a Smart Tokyo through digital transformation (DX)
4. Respond agilely to the changing times and circumstances

 ”Vision” for Tokyo in the 2040s
 “Strategies” for 2030

■ ”Projects” for strategy implementation

０ Strategy for Overcoming COVID-19
１ Strategy for Putting Smiles on the Faces of Children
２ Strategy for Supporting Children’s Development and Growth
３ Strategy for Promoting Women’s Empowerment
４ Strategy for Realizing a Choju (Longevity) Society
５ Strategy for Realizing Work Styles Allowing Everyone to Shine
６ Strategy for Diversity and an Inclusive Society
７ Strategy for Valuing “Dwellings” and “Community”
８ Strategy for Developing a Safe and Secure City
９ Strategy for Enhancing Urban Functions
10 Strategy for “Smart Tokyo: Tokyo Data Highway”

11 Strategy for “Start-up City Tokyo”
12 Strategy for a Tokyo with Earning Potential and Innovation
13 Strategy for Making Tokyo a City Filled with Water andGreenery
14 Strategy for Zero Emission Tokyo
15 Strategy for Tokyo as a City of Culture and Entertainment
16 Strategy for Sports Field Tokyo
17 Strategy for Promoting the Tama Area and the Islands
18 Strategy for All-Japan Partnership
19 Strategy for the Olympic and Paralympic Legacy
20 Strategy for Structural Reform of the Tokyo Government“Three-Year Action Plan”（FY2021 - FY2023）

A future Tokyo that strikes a balance between maturity and ongoing growth

Safe City4

Diverse CitySmart City

Six approaches for upgrading policies
A society free of barriers of allkinds

Crisis management to protect
citizens’ lives and livelihoods■Reinforce Tokyo iCDC

■Newregulating
reservoirs

functions for acity resilient toinfectious diseases■Accelerate utility

pole removal in
Island areas, etc.
■Strengthen readiness for natural
disasters utilizing DX, etc.

■10-year project toovercome the crisis andmake Tokyo more
resilient

A sustainable city in harmony
with nature■Enhance diversity in all policies

to realize an inclusive society■Create a society■Support people facing
free of barriers
difficulties such as youngof all kinds
people, single parents, etc.
throughout Tokyo■Accelerate women’s empowerment by eliminating
unconscious bias
■Improve the QOL of seniors utilizing digital technology, etc.
■Support employment in growth sectors and intensive
follow-up for the long-term unemployed

The world’s city of choice forfinance, economy and culture■To halve carbon emissions by 2030, ■Promote the development of ■Promote Tokyo Bay eSG project ■Revive tourism and promotestrongly promote zero-emissionbuildings and vehicles, etc.

a walkable, “humancentered” city

■Reinforce and expand

the "Smart Tokyo" initiative■Protect and increase greenery■Purify the Imperial Palace’s outermoat to realize a "City of Water“

Implementation of child-centeredpolicies■Establish a system forcomprehensive childpolicies■Improve policies throughchildren's participationand dialogue■Reinforce support forchildren so that nochild is left behind■Strategically promotethe "Children's Smile
Movement," a publicprivate partnership■Leverage the power of DX
and society to reinforce
the new model of"Tokyo-style education”

that puts Tokyo at the cutting edge

GlobalPromotionmeasures to escalate theappeal of Tokyo’s
gourmetculture■Take strong steps to make Tokyo■Evolve into a fun city of
an international financial centerculture and entertainment■Realize diverse and flexible work styles

Acceleration of the “ShinTosei” initiative■Five stances for further reform Implement thorough dialogue with users
 Quantify QOS and raise it dramatically throughdigitalization
 Reform the work environment to change
people, work and the organization
 Cut into structural issues of systems, etc.
 Gear up change for quick realization of services■Accelerate core projects and establish the digital TMG

5■Expand leading projects of the bureaus to boost the TMG’s QOS

Propelling Actions for a “Sustainable Recovery”
 Amid the global trend for a “green recovery” to restore the economy while addressing the climate crisis, the Tokyo Metropolitan
Government is raising “sustainable recovery,” which expands upon this trend to include the perspective of realizing sustainableliving, as a stance to roll out Future Tokyo: Tokyo’s Long-Term Strategy.
 Tokyo’s efforts for economic recovery should not just aim for a return to pre-pandemic times but, by upgrading policies from asustainable recovery perspective, should strive for a resilient and sustainable society that generates new values.
 “Future Tokyo: Long-Term Strategy Version Up 2022” bolsters policy initiatives in areas such as the environment, education andurban development.

Collect Tokyo’s Full Resources to Realize Decarbonization
Make Buildings Zero-Emission

Promote Green Investment

Make installation of solar panels in newlybuilt houses the norm
Create a new system making installation ofsolar PV systems to houses, etc.,
mandatoryExpand support through multi-level“Tokyo Zero Emission Housing” standards
and offer tax incentives

Promote the Tokyo Green Finance InitiativeDrive growth of the green financemarket by issuing “Tokyo GreenBonds”

Enhance TMU’s Think Tank Function
Research and study for a sustainable society
Tokyo Research Initiative for Sustainability
brings together the research capabilities of theTokyo Metropolitan University to propel studies
on, among others, ESG investment andutilization of hydrogen energy

6Shift to a Circular Economy

Tokyo Circular Economy Promotion Center(name TBD)
Provide one-stop consultation to residents andbusinesses as an information and cooperation
center for resource circulation, and coordinate
Support decarbonization startups
effective and tailored actions
Assist startups that can contribute toEncourage
implementation of innovative
decarbonization through a Tokyo
technologies and businesses
Metropolitan Government initiated fund ofEncourage cooperation and co-creation offunds
enterprises that aim to create new business inSpread ZEVs and Other Mobility Modes plastic resource circulation such as a reusable
container sharing service.
Expand support for vehicle introduction
Increase number ofActions for a Hydrogen Society
subsidized EVs, PHVs ©Nissan Motor Co. ©Honda Motor Co.
Facilitate the building of hydrogen stations
and electric motorcycles
Establish a subsidy to lower hydrogen prices for
Facilitate the development of charging
infrastructureEstablish a subsidy for installation of super fastchargers
Newly subsidize the installation of chargers
at detached houses

stations selling hydrogen to fuel cell buses
Add construction of small hydrogen stations as
eligible for subsidy
Social implementation of FC mobility©Toyota Motor Co.
Support introduction of FC trucks
Use FC forklifts at construction sites to promote theirintroductionPropelling Actions for a “Sustainable Recovery”
Learning at Anytime
Accelerate Digitalization in Education
Provide subsidies, etc., for one-to–one
devices at metropolitan
schools and private high schools.
Provide tailored advice and guidance
to each student by utilizing datasuch as learning records.

Working with a Sense of Security
Create Work Environments that Match Life Stages
Enhance scale of support by providing incentive payments andencourage parenting leave by fathers at companies.
Provide Hands-On Support for Introduction of Remote Work
Through consultations and subsidies, support SMEs
in industries where remote work is difficult byproviding close support from introduction to establishment.

Human-Centered Urban Development
Promote Creation of Towns Where People Enjoy Walking
Generate a lively atmosphere by utilizing the hokomichi(pedestrian-friendly street) system.
Further roll-out of “Park Street Tokyo.”
Enhance the Cycling Environment
Facilitate the construction of connected cycling
routes in cooperation with the national government,
municipalities, road administrators, etc.

Continuing Artistic and Cultural Activities
Build a System Allowing Artists to Continue Their Activities
Offer domestic artists TOKAS Residency as a place to work andstay, and let them interact with overseas curators.
Support the costs of new creative activities by up-and-comingartists.

Generating New Networks

Rediscovering the Appeal of Tokyo

All-Out Operation of Tokyo Communal Salon
Local governments, NPOs, etc., invigorate theresident community through operation of diverse
interactive programs including health promotion, frailty
prevention and parenting support.
Elderly Care and Prevention of Frailty
By continuing to assist municipalities that utilize online tools forsenior care and frailty prevention, boost initiatives forgenerating new styles of places to gather.

Promote Sustainable Tourism
Create Tama area/Islands eco-friendly tours andprovide support related to PR and sending advisors.
Create monitor tours on local culture and environment for study
tours by elementary/middle/high school students and develop guidelines.
※”Civic pride” is TM of YOMIURI ADVERTISING INC.
Foster Civic Pride*Organize participatory campaigns for residents to rediscover theircommunity’s attractions, enhance their attachment and pride, andencourage their understanding toward tourism.

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