Policy Speech by the Governor of Tokyo, Koike Yuriko, at the Second Regular Session of the Tokyo Metropolitan Assembly, 2024

In opening the second regular session of the Tokyo Metropolitan Assembly in 2024, I wish to speak about my policy concerning future metropolitan administration.

1. Foreword

Eight years of total commitment to Tokyo government affairs

In my first policy speech after assuming office as Governor of Tokyo, I said, “We must work for the citizens of Tokyo today and for the future citizens of Tokyo 100 years from now,” and “We will also steer metropolitan affairs in a manner that allows the people of Tokyo to have hope that Tokyo will become a better place.” This resolve has never wavered, not even for a moment. Notably, the 1,200-day battle against COVID-19 was a time of total dedication to protecting the lives and health of the people of Tokyo. We quickly launched the Tokyo iCDC, which was at the core of a great deal of trial-and-error efforts to build the Tokyo model. This Tokyo model was able to keep deaths per million people at an extremely low level, even compared to the other OECD member countries. This was thanks to none other than the endeavors and cooperation of healthcare professionals, the residents and businesses of Tokyo, and everyone involved. And I believe that the Tokyo 2020 Games, which were held under the pandemic, united Tokyo to deliver courage and inspiration to the world.

Over those years, concerns over energy, natural disasters, international competitiveness and other various matters have confronted the people of Tokyo. The international situation is also changing rapidly. It is precisely because these times are uncertain and difficult that I have taken a broad perspective of metropolitan government affairs, focusing on “people,” and have surged ahead with Tokyo’s grand reform for a sustainable city that balances maturity and ongoing growth. We have nearly eliminated the number of children on waiting lists for daycare. We have built a system to accelerate digital transformation at a blistering pace. And we are strongly promoting greater resilience of our city. At the same time, so that we can continue implementing these measures that put the people of Tokyo first, we have taken thorough measures to eliminate wasteful spending, generating new fiscal resources of about 100 billion yen every year, some 810 billion yen over eight years.

What the Tokyo government needs to do now

Dedicating my full resources to confronting the situation of the metropolitan government bolstered my belief that Tokyo has the power to not only to boost Japan but, as one of the world’s largest metropolises, to also lead the international community by overcoming the common challenges facing humankind. Issues shaking the very foundations of society, such as the declining birthrate, graying society, and the shrinking population, are now being brought into sharp relief. I feel that there is an even greater need than ever to bring Tokyo’s fundamental strengths into full play and pave the way to the future.

We must not overlook the signs of the changing times. We must allow the buds of our grand reform to blossom even more, and by demonstrating a successful model, create a dynamic flow that will fundamentally change society. To that end as well, what is needed now is speedy execution of what needs to be done and what only Tokyo can do. In other words, we must accelerate the actions of the Tokyo Metropolitan Government. 

2. Making Tokyo a city that drives global growth 

First, measures to spur on Tokyo’s return as a city that drives the growth of Asia and the world.

Evolving into an innovative city

The amalgamation of technologies and ideas conceived around the world creates new businesses and innovative solutions to tackle urban challenges and build a bright future. Held with the aim to elevate Tokyo into a hub for these activities, our SusHi Tech Tokyo 2024 event recently came to a very successful conclusion. Despite the fact that it is still in its second year, having just been launched last year, SusHi Tech Tokyo has already become one of Asia’s leading events of its kind, with over 430 startups and representatives from 45 cities around the world participating, as well as a cumulative total of more than 600,000 attendees. Through this event, I am certain that many people were able to experience our vision for a sustainable future forged through intercity collaboration and innovative technologies. I believe that we were also able to raise expectations for our city, with more people thinking: “Insights for problem solving can be found in Tokyo,” “Tokyo is a great place to start a business,” and “Opportunities can be found in Tokyo.” This event is not the final goal. It is only a starting point for our efforts. Specific projects for collaboration between cities and startups have also been put into motion. It is crucial that we have the networks created and seeds for innovation sown this time take firm root and flourish, in order to contribute to a brighter future.

Serving an integral role in this effort is the Tokyo Innovation Base (TIB). Having further enhanced its functionality, the TIB recently held its grand opening. Earlier this month, I visited the Silicon Valley area in the United States. It is a place where people gather from all over the world, creating a diverse environment that enables them to inspire and motivate each other. Leveraging SusHi Tech Tokyo, we will also strengthen our international networks and make the TIB a node that connects a diverse range of players. And, while working closely with the central government as it advances the Special Zones for Financial and Asset Management Businesses initiative, we will create a virtuous cycle of investment and innovation.

An infrastructure that is crucial to an innovative city is digital infrastructure. Utilizing GovTech Tokyo launched last year as the driving force, we will accelerate the digital transformation of Tokyo (Tokyo DX) so the people of Tokyo can benefit from the convenience of digitalization. Our efforts to date are already producing results. For example, we have been providing close ongoing support to municipalities concerning challenges they share, such as the digitalization of facility reservation systems. Through joint procurement of digital tools, we have successfully reduced administrative workload and cut costs by about two billion yen. Moving forward, along with expanding the scope of such joint development and procurement of systems and tools, we will also advance efforts to match municipalities with human resources holding specialized skills who have registered with GovTech Tokyo. In addition, preliminary implementation of Children’s DX projects, which aim to transform parenting support services, is already underway in multiple municipalities. By advancing both support tailored to the needs of the municipalities and measures to advance DX as a whole, we will significantly improve the quality of services available to Tokyo residents.

Realizing an inclusive city

Continuing on, next year the long-awaited World Athletics Championships (WAC) and Deaflympics will be held here in Tokyo. Through the power of sports to deliver hopes and dreams to many people, it is my hope that these events will contribute momentum to the realization of an inclusive city. With less than 500 days to go to the opening of the World Athletics Championships, we will speed up preparations under the new WAC Tokyo 25 logo, including the recruitment of volunteers, and build excitement for the event worldwide. Concerning the Deaflympics, we will establish “Deaflympics Square” at the National Olympics Memorial Youth Center for the duration of the tournament to serve as a base that centralizes various functions, including operations, transportation, and interaction between the athletes. With the desire to include everyone in efforts to deliver this event, we have also launched crowdfunding, and are promoting the implementation of “universal communications” technologies that aim to transcend hearing impairments and language barriers to facilitate communication. The greatly successful Tokyo 2020 Games served as an impetus for advancing the removal of barriers of all kinds, not only at railway stations and lodging facilities, but at locations throughout Tokyo. By holding these two international sporting events, we will accelerate this trend to contribute to the realization of an inclusive society.

Drawing out Tokyo’s vast potential to captivate the world

Developing the city’s strengths into a new appeal

We will draw upon Tokyo’s strengths to create new appeal. For example, there are the highly popular projection mapping shows that we have been offering at the Tokyo Metropolitan Government Building, including one featuring Godzilla. These shows have been enjoyed by over 200,000 people from Japan and abroad, turning a location that was once quiet at night into a tourist attraction in just three short months since their launch. We will continue to work with local organizations and private businesses to create new popular night spots. In addition to further promoting a project to bring color to locations such as construction site enclosures, with the Tokyo Odaiba Triennale international art festival scheduled to be held in the city’s bay area next fiscal year as a catalyst, we also will continue working to refine Tokyo as a city of art. And, in the area of the Nihombashi-gawa River, where the memory of Edo lives on, we will create a bustling waterfront that features greenery and incorporates the area’s history and culture, under the lead of our recently established new study group,

A balanced approach to urban development

In the waterfront area, cutting-edge urban development is now surging ahead, and a new project will finally be launched at the former site of the Tsukiji wholesale market, a prime location that holds incredible potential, including historical and cultural resources. While leveraging the food culture deeply rooted in the area, this project will have the unique vibrancy of Tsukiji evolve into one that is in synergy with not only the Outer Market, but the entire bay area. At the same time, an important component of development that reflects the essence of Tokyo is to also preserve the personality and charm of cityscapes formed over many years. Therefore, we will provide new support for the development of cityscapes brimming with Edo atmosphere. Pushing ahead, we will also focus efforts on urban development through renovation. We will start the process of revising the Tokyo Metropolitan Building Safety Ordinance to make it easier to convert existing buildings, while also ensuring safety, allowing existing stock to contribute to the creation of local charm.

Connecting communities and generating vitality throughout the city. That is the role played by transportation infrastructure. Since taking office as governor, I have devoted efforts to enhancing the railway network that drives the sustainable growth of Tokyo. Next month, city planning decisions will be finalized for development of the Subway Line No. 8 extension and the new Shinagawa subway line. This will be the first finalization of city plans related to the construction of new railway lines in roughly 25 years. We will also work to ensure an early start to the development of the waterfront area subway that will link the city center and the bay area, and in this way, promote the enhancement of the transportation network.

Promoting the appeal of the Tama area and Tokyo’s islands

It is impossible to talk about the appeal of Tokyo without including the Tama area and the islands. I hope to elevate the profile of these areas and make them places where many people would like to visit and live.

With this in mind, we will roll out a campaign to attract visitors to the Tama area, including carrying out promotional activities at major tourism events held in Japan and disseminating information using various forms of media. We will also work to encourage individual companies to use the area for working vacations (work-ations) in order to achieve goals such as raising employee productivity, and promote the appeal of the Tama area from a variety of angles.

In the Tokyo islands, we will roll out the Tokyo Treasure Islands Challenge Project to support the development of new services that cover multiple islands, among others, and contribute to the creation of appeal across the area. In addition, we have recently compiled a draft of the promotion and development plan for the Ogasawara Islands, surrounded by beautiful blue ocean waters and home to unique ecosystems. While promoting industries that utilize local resources, developing infrastructure in harmony with nature, and advancing other measures that take into consideration the special characteristics of the Ogasawara Islands, we will work to stabilize the livelihoods of residents and improve their well-being.

3. Creating a city-led model for a sustainable world 

In the face of the climate change crisis, cities, which are major consumers of energy, must work to create a model for a sustainable world.

Accelerating steps toward decarbonization

With the understanding and cooperation of many citizens and businesses, next fiscal year, Tokyo will become the first local government in Japan to begin mandating the installation of solar power generation systems in newly built homes and buildings. Environmental technologies are evolving at a rapid pace and driving fierce global competition. One such technology is a next-generation solar cell that is thin, light, and bendable. We have installed these solar cells in the Tokyo Metropolitan Government Building South Observatory, a JKK Tokyo public housing facility, and, most recently, the Tokyo International Cruise Terminal. It is precisely because this technology will continue to develop that the Tokyo Metropolitan Government is taking the lead in promoting its visibility and accelerating its social application, in order to forge a path toward a power-generating city of the future.

In March, the world’s premier racing series for electric cars, Formula E, took place in Tokyo. Building on the momentum generated by the event, we will strive to turn zero-emission vehicles (ZEVs), which contribute to decarbonization, into a mainstay of mobility. Charging infrastructure will play an essential role in achieving that goal. For some time now, the Tokyo Metropolitan Government has supported the installation of charging equipment in locations such as homes. We will newly set up rapid chargers on public roads in two locations, by Tokyo Station and near Zojoji Temple, and study the installation of even more chargers. Through various measures, including offering support for establishing more multi-energy stations with charging equipment and other features, we will work to create an environment conducive to the widespread adoption of ZEVs.

Furthermore, regarding Tokyo Waterfront City, a model area for sustainable urban development, we will formulate a new strategy through public-private partnerships, aimed at achieving carbon neutrality by 2050. In conjunction with this effort, the Yurikamome Line, which serves as a backbone of transportation in the area, will operate on 100 percent green energy beginning in August. We will also work closely with businesses to advance decarbonization in the commercial sector, including offices, which accounts for approximately 90 percent of carbon emissions in the area.

Boldly striving to popularize hydrogen energy, the trump card for decarbonization

Tokyo has been a global pioneer in the push to realize a hydrogen society. Strategic measures that integrate supply and demand are essential in expanding the use of hydrogen energy. While vigorously advancing the social application of fuel cell trucks and garbage trucks, we will also work to introduce hydrogen-powered airport ground support vehicles to stimulate the demand for hydrogen in the coastal area around Haneda Airport, which is the gateway to Japan and a prime location for publicizing our efforts to the world. A hydrogen-powered hybrid train is currently being test run by the East Japan Railway Company and others on the Nambu Line, and it has been decided that this train will be also tested within Tokyo. Through these efforts and more, we will first focus on expanding the utilization of hydrogen in commercial sectors, which are able to greatly leverage the strengths of hydrogen energy.

We must also develop a supply chain for hydrogen. We have newly established a council to study the establishment of a supply system for hydrogen, including pipelines, in preparation for using green hydrogen received from overseas. With private companies, local governments, and other organizations engaged in hydrogen projects in the coastal area around Haneda Airport, we will draw up a roadmap for the future. Last month, Japan’s first hydrogen station located inside a truck terminal began operations on the artificial island of Heiwajima in Ota-ku. We will continue to look to the future and advance these kinds of pioneering initiatives.

Building momentum for the Tokyo Green Biz Movement

Urban development prioritizing economy and efficiency is a thing of the past. Now, Tokyo is continuing to evolve even further as a city brimming with greenery. Recent large-scale private-sector development projects have generated a total of over 60,000 square meters of green space, and the total area of metropolitan parkland newly constructed during my tenure in office is equivalent to that of approximately seven Tokyo Domes. We will protect, nurture, and utilize our greenery. In order to pass down a comfortable and relaxing city rich in greenery to future generations, we will bring together all societal actors, from Tokyo residents to Tokyo’s municipalities and businesses, and build Tokyo Green Biz into a large-scale movement. The base of the movement will be the Green Biz Map, which we will use to disseminate information on Tokyo’s parks and other lush, green locations in an easy-to-understand way. We plan to enhance the map in stages, such as by adding features that will increase citizens’ interest in greenery. Additionally, through the application of urban redevelopment systems, which have been revised to include changes such as higher standards for the green coverage ratio in the Tokyo Bay area, we will effectively guide the enhancement of greenery achieved through private-sector development projects.

We will also promote coexistence with plants, animals, and nature as a whole. We have expanded our target for designated nature conservation areas, which contain verdant environments, to 1,000 hectares, and last month, we newly established the Tokyo Metropolitan Center for Biodiversity as a hub for cooperation and collaboration with the municipalities in Tokyo and volunteers. We also aim to use the nationwide Mountain Day celebration in August as an opportunity to foster understanding about green urban development, the central theme of Tokyo Green Biz.

 4. Overcoming pressing challenges to deliver safety and security to the residents of Tokyo

Next, safety and security that support the daily lives of each and every citizen.

Shoring up preparations to create a resilient city

Preparations for disasters

Beginning with the Noto Peninsula Earthquake that struck on New Year’s Day, earthquakes are occurring frequently in all corners of Japan, raising concerns about a major disaster. With regard to the Tokyo Todomaru Apartment and Condominium Building initiative that will help people feel safe about staying in their homes without the need to evacuate, from this fiscal year, through the provision of support for preparing emergency stockpiles and equipment, we are incentivizing not only the registration of multi-family residential buildings but also their implementation of joint disaster drills with neighborhood associations and other local organizations. Raising the disaster preparedness of these residences, where about two-thirds of the people of Tokyo live, and creating connections with their local communities—through the synergy of these two initiatives, we will bolster the community’s power of mutual assistance in times of emergency.

We also need to be fully prepared for storms and flooding, which are becoming more severe and frequent due to the effects of climate change. As a city on the sea, we need to strengthen measures against storm surge. To that end, we are setting up a committee of academic experts and others to study this, and within this fiscal year, we will draw up a policy for response that includes river improvement methods optimized for each river. Furthermore, starting this fiscal year, we will steadily promote the building of a new underground diversion channel connecting the Loop Road No. 7 Multi-basin Underground Regulating Reservoir and other underground regulating reservoirs to Tokyo Bay.

Operations based on the Act on Regulation of Housing Land Development and Specific Types of Soil Mound Projects (Act on Soil Mound Regulation), which was enacted as a lesson learned from the disastrous mudslide that occurred three years ago in a built-up area of Atami City, Shizuoka Prefecture, will begin in July. In order to ensure the safety of Tokyo residents, nearly all of Tokyo will be regulated, and the Tokyo Metropolitan Government will take it on itself to monitor soil mounds using satellite data and tool-facilitated submission of information by the people of Tokyo.

Heat illness measures

Higher than usual temperatures are forecasted for this summer as well. Heat-related illness takes the lives of many people every year, making it imperative for us to recognize this as a “disaster” and take thorough countermeasures. We will share this sense of crisis at the HTT and Zero Emissions Promotion Council, and through firm public-private collaboration, we will implement a broad range of initiatives including the dissemination of detailed information. Through measures such as establishing cooling shelters and also working together with the municipalities to raise public awareness, we will encourage each citizen to take actions to protect themselves.

Protecting Tokyo residents from risks shaking the foundation of their lives

We need to seek a balance between workstyle reform and the various services that support our daily lives. Specifically, the 2024 problem, which concerns the shortages of truck drivers due to overtime restrictions. In cooperation with the national government and businesses, we have launched Tokyo Logistics Biz for engagement in initiatives such as changing consumer awareness in order to reduce redeliveries. In addition, at the Port of Tokyo, which is the hub of logistics, a trial introduction of a system for booking use of terminals successfully resulted in a substantial reduction of waiting time. We plan to expand this system to cover all of the Port of Tokyo, and will also accelerate the modal shift to railways and ships in preparation for reductions in the transportation capacity of trucks. Other than in the logistics sector, serious workstyle reform is now underway in the construction and medical fields. We will firmly support initiatives contributing to enhancing productivity, such as the establishment of efficient work systems that utilize digital tools.

We will resolutely protect our citizens’ livelihoods and corporate activities from the prolonged price hikes. With this determination, this fiscal year’s budget includes various forms of assistance such as support for those in need of housing, the operations of SMEs, and companies in raising wages. Regarding livelihood support to low-income households through the provision of 10,000 yen worth of gift certificates or points, we will begin accepting applications from as early as next month. We will ensure that such measures are put into implementation so that these various initiatives reach Tokyo residents in need. In addition to such efforts, we will protect the lives and livelihoods of Tokyo residents. We will continue to make Tokyo a sustainable city. Doing so is my greatest duty as one entrusted to steer metropolitan government affairs.

5. A future full of hope where people shine 

In any age, it is people who take central stage. We must realize a society where people shine, not by having individuals live in adherence to systems and schemes, but by having systems and schemes adhere to how they live.

Leading the realization of a society that makes it easier to have and raise children

Population decline is top among the structural issues facing our country. A country’s population is its very strength, and by all rights it should be the state’s major policy concern. This population decline is significantly impacted by the declining birthrate. Compound factors are behind this, and having children is the result of individual life choices. At the root of this issue is probably whether people can be confident that their lives will be happier by having children. That is why I have positioned the realization of a society where people who wish to have and raise children can do so with confidence as Tokyo’s top priority, and have been striving to achieve this. As represented by our support for egg freezing and the 018 support program, we have been advancing measures ahead of the national government to provide seamless support from meeting a partner, to marriage, pregnancy, childbirth, and parenting. I believe that we have received the support of many of our citizens for these efforts. The people of Tokyo and Japan must be able to feel that our society has changed to one that supports each and every individual in their self-realization. We will continue to swiftly build up initiatives that cover all stages of life.

We have also launched support for men to take tests for future pregnancies. In addition, as a result of our efforts to cultivate momentum for society as a whole to support parental leave, and create a workplace environment for this, we have now entered an age where some 40 percent of working men in Tokyo take paternal leave. In order to further promote this trend, we will enhance and strengthen support programs for SMEs that are encouraging their employees to take leave.

We received very good response and various feedback when we launched the 018 Support program. From next month, we will begin accepting applications from those newly eligible for this support this fiscal year. We have dramatically improved the paperwork burden through utilization of the My Number Card. Providing various administrative services in a simple and reliable manner through the united efforts of the national government, Tokyo and the municipalities—Tokyo will take the lead in building such an environment that makes it easier to have and raise children.

Creating a society where women can demonstrate their potential

We must also accelerate the transition to a society in which women can fully demonstrate their potential. Through efforts to lead by example, at the Tokyo Metropolitan Government we have substantially increased the percentage of women on deliberation panels and other councils to about 46 percent, and our percentage of women in managerial positions is also higher than the private sector average. I am convinced that we can change the situation through dedicated efforts. Utilizing the network we have built with companies that share our aspirations we will work for the career development of Tokyo Metropolitan high school students and the cultivation of female leaders. We will also make it possible for women to pursue their desired careers and let their own light shine through efforts including the opening of the Working Women Square in September and provision of opportunities connecting investor networks with female entrepreneurs.

In order to identify what needs to be done for a society that allows women to be more active, Tokyo Kurashikata (Lifestyle) Council, which was launched last year, has been closely examining issues facing our country with a focus on barriers standing in the way of women, such as the “income barrier,” which, if surpassed, results in lower take-home pay. Its first meeting for this fiscal year was just held the other day. We will deepen discussions from various perspectives and strongly urge the national government to immediately review systems that hinder women's active participation in society.

“Children First,” to nurture children who hold the future in their hands

The creation of a children-first society that carefully nurtures children who hold the future in their hands is the most important challenge facing the Tokyo government. That is why we have been dealing head on with this issue over the past years.

We will transition the Tokyo Suku-Waku Program, which encourages the sound (suku-suku) growth of children who will always be exuberant (waku-waku), from the development phase to the expansion phase. We will strategically promote awareness of the program to a wide range of stakeholders, including the municipalities, and roll it out throughout Tokyo. With regard to overseas visits by students and teachers of Tokyo metropolitan high schools, we will expand the countries and the scale of the program to cultivate diverse individualistic perspectives and expertise, as well as a rich cosmopolitan outlook.

In addition, in order to increase choices for places of learning and third place settings for children finding it difficult to assimilate into school life, next month we will launch dedicated websites for support systems established this fiscal year for users of free schools and other educational alternatives, and for civic organizations. We will also inform the public of these systems so that they can be more widely used, and in this way, support various forms of learning. Moreover, under the "Project for Junior and Senior High School Students’ Participation in Policy Decisions," we will promote efforts to upgrade policies from the viewpoints of children who hold our future in their hands.

There is also an increasing number of young people who face difficulties or anxieties, and seek a third place. While also considering such recent circumstances, we will begin revising the Tokyo Metropolitan Government Plan for Children and Youth, which outlines the basic policy for measures to support social independence. By including the opinions of young people and other approaches, we will ensure their safe and sound growth. Enhancing education is precisely what will encourage self-actualization, making it the metropolitan government’s important pillar for Tokyo’s future development.

A long-life society where people can remain active

In this time referred to as the age of the 100-year life, we must make it the norm for older citizens to be able to use their capabilities and experience and always remain active in their own way. We have, up to now, established the “Tokyo Recurrent Navi” website and Tokyo Metropolitan University's Premium College to develop an environment that responds to the needs of those desiring learning or relearning opportunities. In addition to these efforts, next month we will open the Platinum Career Center in Toranomon, which will support the realization of various workstyles for ambitious older adults. At the Silver Human Resources Center, which had its start in Tokyo, we will fully utilize digital transformation to bolster functions for the provision of information that matches individual needs, and expand opportunities for senior citizens to be active in both companies and their communities.

We will also accelerate preparations for the year 2025, when the last of the postwar baby boomers turn 75. In order to realize a society where people can feel safe about their daily lives even if they come to require long term care, we will continue to work to raise the image of the long-term care industry, and also support both the foreign long-term care workers coming to work in Japan and the facilities accepting them. Moreover, we will strategically secure, retain and cultivate human resources by implementing detailed measures such as providing housing support for long-term care workers and care managers.

Looking to the future, another pressing issue would be to further improve the environment so that people with dementia can maintain their dignity and live with hope. While listening to the opinions of the parties involved, we will advance the formulation of a new plan that incorporates the Tokyo Metropolitan Government's progressive efforts, such as the Tokyo Dementia Measures Promotion Project.

6. In conclusion 

“People" shine, and "people" create the future. This is a never ending story passed down from parents to children, and from children to grandchildren. Accordingly, the question confronting us, the generations of today, is what we must do to ensure that the stage where each individual can shine is passed on to following generations.

The world is huge. The times are turbulent. That is why, while imaging the world 50 to 100 years into the future, we must change society for the better by knowing what our strengths are and considering how to best utilize them.

What we must do is to keep firmly upholding the deep wisdom and traditions that have lived on since the Edo period, as well as our urban infrastructure that ensures the safe and secure lives of our residents, and to further refine Tokyo by vastly broadening our vision, unfettered by assumptions or precedents. I am convinced that a bright future awaits us through our Grand Reform of Tokyo, which we are pushing forward by putting the people of Tokyo first.

Including the matters to which I have already referred, a total of 33 bills, including 9 ordinance bills and 9 contract bills, have been presented to this regular session of the Tokyo Metropolitan Assembly for deliberation among the Assembly members.

This concludes my speech to the Assembly. Thank you.

 

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