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

In opening the first regular session of the Tokyo Metropolitan Assembly in 2024, I wish to relate my basic stance on future metropolitan administration.

On December 31 last year, Tokyo Honorable Citizen Nakamura Meiko passed away, and on February 6, Tokyo honorable citizens Akamatsu Ryoko and Ozawa Seiji also passed. I would like to extend my deep condolences to their families. May they rest in peace.

First, allow me to speak about the Noto Peninsula Earthquake. This earthquake that struck at the start of the New Year wrought tremendous damage to Ishikawa Prefecture’s Wajima and Suzu cities and other areas. I would like to express my deep condolences to those who lost their loved ones and to all afflicted by the disaster. The Tokyo Metropolitan Government took immediate response, such as sending out teams including from the Metropolitan Police Department and the Tokyo Fire Department, accepting those displaced to metropolitan housing, and sending relief goods. We are also providing other various kinds of support such as working continuously from the start on restoring water supply and sewerage services that are indispensable to daily life. We will continue to support those affected by the disaster and provide necessary response.

1. Foreword

The year 2024 opened with a major earthquake. Structural issues that our country has long been putting off, such as the declining birthrate, aging society, and shrinking population, are now becoming more acute. If left as is, further decline in global competitiveness will be unavoidable. Adding to this is the growing number of risks that threaten our future, including wars and the increasingly serious climate change situation. People are feeling anxious about being unable to see a clear path to a bright future. To turn a blind eye to this and take no action would be an abdication of political responsibility. We need to firmly identify global trends and the direction of the times, and be resolutely determined to drastically change the shape of society.

Future Tokyo: Tokyo's Long-Term Strategy Version Up 2024 and Shin Tosei 4: Structural Reform of the Tokyo Metropolitan Government, which were announced last month, contain bold policies that will cause a stir in existing structures and systems. We will further brush up the policies we have implemented so far and open up a bright future with the strengths and potential of Tokyo, a city with infinite possibilities.

FY 2024 Budget Proposal and Implementation

Compiled with such thoughts, the proposed FY2024 general account budget stands at 8.453 trillion yen. It incorporates a number of policies to improve the city's strength from the three perspectives of “a city where people shine,"　"strengthening global competitiveness," and ensuring "safety and security.” Meanwhile, from the perspective of "wise spending," we have thoroughly implemented measures to eliminate waste. We have been further promoting the review and post-evaluation of policies, including the implementation of a new project evaluation focusing on the initiatives of the Tokyo Metropolitan Government （TMG） and TMG policy collaboration organizations. As a result, we have secured a record 126.6 billion yen in financial resources, bringing the total new financial resources generated over the past eight years to some 810 billion yen. By systematically utilizing funds and metropolitan government bonds, we have been able to develop a budget that gives more funding to necessary areas and less to those that are not, and also focuses on sustainable financial management.

We are also solidifying the operational structures supporting policy implementation. For example, we have built up manpower centering on the priority areas of the Future Tokyo Strategy. These include strengthening the response capability of public health centers based on experience from the pandemic, and improving systems to further accelerate support for start-ups.

Since assuming the office of governor, I have raised the concept of Tokyo as three cities: a “safe city,” “diverse city,” and “smart city,” and have been committed to realizing a bright future Tokyo that balances maturity and ongoing growth. The source of a city's dynamism is "people," which is why we are implementing policies under the three C's of "Children,"　"Choju （longevity）," and "Community," which focus on people. The problem is that the number of these "people" is decreasing. We cannot turn our eyes away from this drastic change. Understanding that it is our last chance to continue being a bustling city where people shine 50 years and 100 years into the future, we are determined to take on the challenge of changing the structure of industry, economy and society.

2. Leading Japan in changing the structure of society to one in which people shine

I will now speak about our key policies.

Realizing a society that puts children first

First, realizing a children-first society that takes great care to raise our future generations.

A society where people can have and raise children easily

The many preemptive measures we have taken from strong concerns over the declining birthrate, such as 018 support （for children ages 0 to 18）, support for egg freezing, and the Tokyo Mom and Dad Support Project, have been very well received. We must transform our society into one in which people who wish to have and raise children can feel confident about doing so. We will provide even more seamless support, from meeting a partner, to marriage, pregnancy, childbirth, and parenting. For example, the marriage app operated by the Tokyo Metropolitan Government will finally be in full operation in the next fiscal year, and new initiatives will also be taken to make marriage more approachable. With regard to egg freezing support, as the many applications we received from the public surpassed our expectations, we will expand the number of slots available by a factor of 10 to support those wishing to someday have a child. We will continue to provide even more support such as regularly visiting households raising children so that they don’t feel isolated or alone, and standing alongside families by listening to their parenting concerns and closely supporting them in raising children. And, from the perspective of encouraging the growth of children, we will also continue to provide 018 support in the next fiscal year.

Financial burdens related to education should not be a reason for giving up having a child. Until measures are taken by the national government, we will support municipalities in Tokyo that are working to reduce the burden of school lunch expenses, and we will make tuition at private and metropolitan high schools virtually free, regardless of the household’s income.

When I took office as governor, there was a very serious daycare situation, with more than 8,500 children on the waiting list. This issue has now been almost resolved as a result of positioning it as the most important task for the government to address, and implementing priority measures. Next, we will take on the “first-grade wall,” the societal issues facing working parents when their child enters elementary school. In order to have more “after school clubs” available to look after such younger elementary school children, which are essential infrastructure in this age in which it is natural for both parents to be working, we will strive to newly create a certification system for facilities that follow Tokyo’s operation standards.

Cultivating strength for the future

And above all, we wish to have our children, who hold the future in their hands, gain the skills necessary to navigate these uncertain times and soar out into the world. To make this happen as well, it is important to support the growth of children from when they are infants. The new “Tokyo Suku-Waku Program,” which contains our hopes for the sound （suku-suku） growth of children who will always be exuberant （waku-waku）, will be rolled out throughout Tokyo in the next fiscal year.

It will also be indispensable to cultivate a cosmopolitan perspective in our children so that they can have a clear picture of the world’s trends. We will realign and fortify the overseas study program that we have been implementing at metropolitan high schools, and will also establish opportunities for internships at workplaces that use English. By polishing up their English skills through actual practice, we wish to provide our children with opportunities to broaden their life choices and envision a future in which the world becomes their stage.

It is also essential to increase choices for learning and third places so that children who find it difficult to assimilate into school life can thrive in their own way. Therefore, Tokyo will newly establish its own version of special classes for non-attendees, called "challenge classes," using middle school classrooms in Tokyo. We will also expand the number of municipalities that have third places and places for learning in virtual spaces. At the same time, we will also begin full efforts to provide support for learning outside of school. Specifically, we will establish a subsidy system to reduce the financial burden on users of free schools and other educational alternatives for children unable to attend regular school. We will also provide new support for such schools that are enhancing assistance for children's activities and other efforts that take in children's perspectives.

We must speed up efforts to reduce burdens on teachers who support children's learning. We will expand the number of education assistants who aid homeroom teachers in the lower grades to cover all schools in Tokyo. Moreover, by assigning additional teachers to the upper grades and promoting a system in which a teacher teaches a specific subject as opposed to one teacher teaching all subjects, we will create an environment that facilitates even higher-quality lessons and learning.

Realizing an active, long-life society

Next is the realization of an active, long-life society. We will roll out the Active Choju Project so that older adults can be active in their own way, and live with a sense of reassurance. The Platinum Career Center will open in Toranomon in June to support seniors who wish to make good use of their skills at SMEs, which are facing a lack of human resources. With regard to the Silver Human Resources Center, which had its start in Tokyo, we will work to invigorate this organization to meet the changing times, such as by finding new employment sites in various sectors and for various jobs.

Given the rapidly growing number of elderly single-person households, it is also essential to provide healthy and independent older adults with housing options that match their needs. In the next fiscal year, we will support the efforts of the private sector to watch over and prevent the isolation of elderly citizens, and based on that knowledge, we will undertake initiatives to establish our own certification system for senior citizen housing.

A disease expected to affect one out of every six older people in Tokyo by 2025 is dementia. Starting next fiscal year, under the Tokyo Dementia Measures Promotion Project, we will promote the creation of a society in which those affected can live with dignity. In addition to expanding the scope of subsidized health checkups, we will work to establish a system for antibody treatment of dementia in 12 healthcare regions in Tokyo. We will also promote the creation of communities where those with dementia and their families can live with peace of mind, such as through the establishment of a network to watch over them, and support their participation in society.

The year 2025 is when the last of the baby boomers turn 75. We must urgently secure long-term care and nursing care personnel to meet staff shortages. With this sense of crisis, and with Tokyo’s circumstances taken into account, this time’s budget proposal has boldly embarked on providing housing support to long-term care staff and care managers. We will also enhance support for nursing students who intend to work in Tokyo. I hope that many people will demonstrate their capabilities in this field.

Galvanizing communities for people to shine

Next I will speak about galvanizing communities to allow people to shine.

Local communities

Relationships between residents are growing weaker, but the importance of community ties, such as helping each other in times of disaster, is increasing. We must expand the circle of mutual support that thrives in our communities. We will extend the online Community Skilled Supporter Message Board, which connects neighborhood associations in need of some assistance and those wishing to use their skills to help, to cover all of Tokyo. We will also increase the number of locations, such as meeting halls of metropolitan housing, which are used to facilitate community interaction. We will encourage joint disaster drills by residents of multi-family dwellings and neighborhood associations, and through such opportunities, we will boost the revitalization of local communities.

Inclusive communities

The perspective of inclusive communities is also important for a society brimming with diversity. Through initiatives including the enactment of Japan’s first ordinance, Tokyo has been promoting the expansion of social firms that allow people with difficulties to play an active role that befits their individuality and abilities. In order to have this steadily growing movement turn into a major wave, we will encourage the growth of social firms as businesses through efforts such as sending out more information on initiatives to sectors, centering on the digital industry and agriculture, where people with disabilities and disadvantages can more easily demonstrate outcomes.

It is also important to create an environment where people with disabilities can live independently within their communities. The Nishi-Shinjuku area will be the pioneering stage for efforts to introduce a system that automatically transmits support requests and other such information to the staff of stores visited. In addition, we will put greater focus on finding more local facilities that can accept people with disabilities, and provide consultation and other services from an earlier stage to facilitate smooth transition from facilities and hospitals to independent living.

Many of our foreign residents whose native language is not Japanese face the problem of "not knowing how to obtain correct information or where to go to consult with public institutions.” We will bolster our information dissemination and consultation systems, such as through a portal site that centralizes various information on daily life, and create an environment where people can feel safe living in the community.

We plan to have the World Athletics Championships and the Deaflympics, which will be held next year, be a driving force for transformation into an inclusive society. The Vision 2025 Action Book was formulated last month. By implementing the 10 actions through sports that are outlined there, such as creating a future where we all live together in harmony, and passing on and developing a volunteer culture, we will lead these two competitions to success and leave behind a solid legacy of Tokyo as an inclusive city where everybody shines.

Creating a future where women can pursue self-actualization

The empowerment of women is where Japan lags far behind the rest of the world. How can we create a society where women can shine in their own way? We have been deepening discussions on this at the Tokyo Kurashikata （Lifestyle） Council, which was established last year. Today, single-person households account for more than half of all households in Tokyo, and many households are dual income. The lives and lifestyles of individuals, and family forms are diversifying in reflection of the changing times. But haven’t our social structures and awareness been left behind in this big wave of change? There are many people who give up work to raise children or suppress their desire to work because of the “income barrier,” which, if surpassed, results in lower take-home pay. We must break through the current situation of the social and working environment, which is keeping women from demonstrating their full potential, and allow them to have a variety of options to choose from. In the next fiscal year, we will create a new tool that visualizes how work-style changes can impact lifetime earnings. Through this and other initiatives, women will be able to build their careers from a long-term perspective. We will also open the Working Women Square, a new consultation desk of the Tokyo Metropolitan Labor Consultation Center, in Aoyama to support all women.

We must also change men’s work styles. The Tokyo Metropolitan Government will certify companies that have set targets for the percentage of men taking parental leave and have formulated specific plans to achieve these targets under the leadership of male employees who have taken this leave. Furthermore, we will further promote male participation in childcare through initiatives such as introducing such efforts on our website.

3. Firmly protecting the lives and assets of the people of Tokyo from all kinds of risks that threaten safety and security

Now, I would like to move on to safety and security. There is rising concern regarding not only natural disasters, but also risks to our health and livelihoods, public safety, and other matters. We will create a city that is resilient on all levels to fully protect the lives and assets of Tokyo citizens.

Shoring up preparations for all kinds of threats

Preparing for events such as disasters

In light of the recent Noto Peninsula Earthquake, we have immediately begun working on matters such as the deployment of mobile satellite communications equipment throughout Tokyo and increasing our stockpiles of emergency toilets. Maintaining a constant sense of urgency, we will work to promote the recently updated Tokyo Resilience Project.

Boosting the disaster readiness of shared residential buildings, such as condominiums, which are home to approximately 9 million Tokyo residents, is an urgent matter. Through the Tokyo Todomaru Apartment and Condominium Building initiative, we will support the installation of backup power systems for elevators and water pumps so that apartment and condominium residents can shelter in place at home with peace of mind. We will also encourage cooperation with neighborhood associations, with the aim to strengthen mutual support in times of disaster.

Although the latest damage estimates for scenarios such as a major earthquake directly striking Tokyo show an estimated 30 to 40 percent reduction in building damage and fatalities as a result of measures taken thus far to improve seismic resistance and fire proofing, further measures to reduce damage cannot wait. Along with enhancing anti-liquefaction measures for buildings, we will begin the process of revising the Urban Development Plan for Disaster Resistance, and also promote the improvement of fire resistance in districts with close-set wooden houses.

We have seen the risk of fallen utility poles and power lines blocking evacuation and rescue activities play out in real life following the recent Noto Peninsula Earthquake. Since taking office as governor, I have promoted the removal of utility poles, and removal has already been completed along 99 percent of metropolitan roads in the central core area of Tokyo. To further advance efforts, we will promote the three-dimensional mapping of underground facilities and the creation of 3D models based on design data, and by newly partnering with relevant companies such as electric and communications utility companies, we will strengthen cooperation to speed up construction.

Measures to mitigate increasingly severe and frequent flood and storm damage are also a matter of great urgency. We will steadily advance the construction of underground regulation reservoirs and the development of a project to construct underground diversion channels, both of which are expected to be highly effective in reducing flood damage. In areas lacking vertical evacuation points and high ground suitable for evacuation along the Arakawa, Edogawa, and Tama river basins, we will steadily promote the development of high ground by introducing a new method to advance their construction through city planning decisions that integrate high-spec levees into urban development.

To protect the citizens of Tokyo from the threat of missiles, we will start work on a pilot project to develop evacuation shelters using subway and underground parking facilities. We will first advance development of such a facility utilizing an underground storage facility that houses disaster preparedness supplies, which is connected to Azabu-juban Station on the Toei Oedo Line.

Infectious disease countermeasures

We will bring together the wealth of expertise and experiences that we acquired during the fight against COVID-19, including the development of the Tokyo model, and take our infectious disease preparations to the next stage. By working to enhance information sharing and cooperation among local governments, medical institutions, and others during normal times, we will build a system that will enable the metropolitan government to fully demonstrate its ability to comprehensively coordinate and respond in the early stages of the spread of an infectious disease. Through the utilization of a network of experts, including the Tokyo iCDC, we will work to ensure accurate analysis and sharing of information, as well as to boost the effectiveness of our response such as by securing an appropriate number of hospital beds and fever outpatient clinics by setting numerical targets according to the stage of the outbreak. And, along with advancing the streamlining of operations at public health centers, which are at the core of response, through digital transformation （DX） we will also work to facilitate initial response. We will have these efforts reflected in our infectious disease prevention and control plan to be revised within this fiscal year to better protect the lives and health of the people of Tokyo.

Protecting the lives of Tokyo citizens from growing uncertainty and threats

Measures to combat rising living costs

The prolonged rise in the cost of living is outpacing wage growth, putting pressure on the lives of Tokyo residents. Over the course of this fiscal year, we have compiled a number of supplementary budgets, implementing measures totaling more than 150 billion yen. Taking into consideration the prolonged impact, we will implement measures to support low-income households including providing each household with gift vouchers equivalent to 10,000 yen. Next month, we will also roll out a campaign that will give points back for QR code payment purchases made using designated services. Furthermore, next fiscal year we will introduce additional efforts with the aim to firmly support the lives of Tokyo residents, including support for small businesses working to establish systems to raise wages or review existing systems.

Ensuring public safety

In the Kabuchicho area of Shinjuku, in addition to issues related to “Toyoko kids,” the group of young people who often gather in the area, such as their over-the-counter drug abuse and sexual abuse, other problems are emerging, including malicious host clubs. To protect young people from such dangers, we will establish a comprehensive consultation desk that will allow them to consult with social workers and other professionals. We will also use social media to effectively draw attention to dangers, aiming to protect young people from harm and trouble and connect them with the support they need.

The situation with respect to yamibaito or “dark” part-time jobs that lure youth into crimes such as special fraud （grandparent scams, etc.） remains disturbing. To prevent young people from becoming complicit in a crime, we will focus on raising awareness through publicity campaigns at locations frequented by young people, including internet cafes.

In order to enhance safety and security in communities, we will also strongly support municipalities working to advance the installation of security cameras.

Strengthening child guidance systems

Recently, there was a very heartbreaking incident in which a four year-old girl lost her life, and her parents were later arrested on suspicion of causing her death. May she rest in peace. A child guidance office run by the Tokyo Metropolitan Government and a child and family support center operated by the municipality had been working together to support the child and her family. Moving forward, we will closely monitor the police investigation and conduct a thorough review of how this case was handled by the Tokyo Metropolitan Government and the municipality, and we will devote all of our efforts to ensure that this sort of tragedy never happens again.

Measures to prevent child abuse are urgently needed. In line with standards set by the central government, we will open a new child guidance office in Nerima-ku. In addition, we will advance preparations for establishing offices in the Tama area. Strengthening cooperation between local child and family support centers and child guidance offices, which generally have greater authority than child and family support centers, is also crucial. Along with supporting staff training and the creation of hubs for coordination, we will work to ensure that we can properly respond to issues, which are spreading over wider areas and becoming more specialized in nature, including through enhancing systems at the Tokyo Metropolitan Government’s Child Guidance Center.

4. Demonstrating our vision for a zero-emissions city to tackle the climate crisis

With each passing year, the impacts of the climate crisis are intensifying. Cities will be the ones to lead the charge in addressing this issue that affects all of humanity. We will promptly put into action the bold strategy we have formulated to realize a Zero Emission Tokyo.

Becoming a global flagbearer by strategically promoting decarbonization

Accelerating the adoption of energy efficiency and renewable energy measures

One key to mitigating climate change is the further decarbonization of our dense concentration of buildings and residences. We will raise the standards for certifying newly built homes as Tokyo Zero Emission Houses and strongly promote the construction of residences with even greater energy efficiency. Regarding existing homes, expansions made to the relevant subsidy program have led to a steady increase in the installation of storage batteries, which enable the maximum use of solar-generated power. In light of this trend, next fiscal year, we will greatly expand the size of the budget for the subsidy program, while also encouraging retrofitting for better thermal insulation. Additionally, we will further promote greater energy efficiency at small- and medium-sized facilities, such as through subsidizing the installation of heat pump systems that reuse thermal energy.

The greater utilization of renewable energies is vital for transforming Tokyo into a “power-generating city of the future.” We will vigorously push for the early adoption of perovskite solar cells and other next-generation renewable energy technologies that can accommodate Tokyo’s unique urban environment, which includes narrow spaces and strong winds generated by the presence of tall buildings. Furthermore, in addition to installing more large-scale storage batteries that connect directly to the power grid, we will also aim to stabilize energy supply and demand by offering new support for the introduction and growth of aggregation businesses, which bundle and effectively utilize distributed energy resources of households, offices, and other sources.

Advancing the decarbonization of businesses including SMEs

The individual efforts of businesses to reduce CO2 emissions is not enough; it is imperative that the entire supply chain work together. For small- and medium-sized enterprises that seek to pursue decarbonization as a collective group, we will offer support for measures including the introduction of systems to make emissions data visible and the upgrading of facilities to be more eco-friendly. Furthermore, in order to expand the number of air cargo transportation operators using SAF （sustainable aviation fuel）, we will seek to reduce the burden of extra costs shouldered by Tokyo-based businesses resulting from the use of the next-generation aviation fuel.

It is also vital that we stimulate the market for carbon credits. We will establish our own platform where businesses can easily trade domestic and international credits, with a target launch date in the coming fiscal year. We will also support the creation of credits not only for CO2 emissions reductions, but also for the removal and absorption of CO2.

Creating an environment to popularize ZEVs

Next month’s Formula E Tokyo E-Prix will mark the first time the world’s premier electric car race is held in Japan. Riding the tailwinds of the competition, we will advance the decarbonization of mobility. We will offer more generous support to popularize domestically produced electric trucks and electric buses. In addition to simultaneously backing the introduction of ZEVs （zero emission vehicles） and infrastructure such as EV chargers, we will also push forward with creating an environment conducive for popularizing eco-friendly mobility, such as by strongly supporting the installation of regular charging equipment.

Leading the world in realizing a hydrogen society

Energy transition is taking the world by storm. When I recently visited New South Wales, Australia, I witnessed firsthand how the dramatic transition from coal to hydrogen is taking place. Global competition is heating up around the use of hydrogen, which is considered the trump card for decarbonization. In order to make society sustainable and also turn hydrogen into a new growth sector for Japan, we must show our commitment to driving, rather than following, global trends. To realize a hydrogen society, we will strategically pursue efforts to “create,”　“transport,” and “use” hydrogen. On the artificial island of Keihinjima in Ota-ku, we will begin constructing a large-scale production base for green hydrogen, the first such facility in Tokyo. While aiming to begin preliminary operations of one hydrogen production unit within the next fiscal year, we will also study the construction of a second and third unit. In addition to working with SMEs and other partners to develop transport and storage technologies indispensable for the use of hydrogen, we will also study the construction of a network of pipelines to supply hydrogen received from overseas. We will work to greatly popularize the use of hydrogen from both the demand-side and the supply-side, including through the promotion of the societal adoption of commercial fuel cell vehicles such as trucks, as well as fuel cell garbage trucks of local municipalities.

Meanwhile, it is no exaggeration to say that the expansion of hydrogen use, which is in its infancy, depends on how well we can collaborate with the world. With the state of New South Wales, we have agreed to cooperate in advancing the societal adoption of hydrogen. We will also promote the formation of alliances with partners across the world, including the participating cities of the international hydrogen conference we held last fall, and work to establish a global supply chain. Regarding the creation of a hydrogen transaction platform that I announced at COP28, while collaborating with Germany’s H2Global Foundation, a world-leading institution promoting the use of hydrogen, we will advance the institutional design of this platform from an international perspective and begin transactions of domestically produced green hydrogen on a trial basis.

5. Evolving into a city that stands out from all of the rest

I will now go on to our initiatives to transform Tokyo into a city that stands out in the world amid fierce international competition.

Becoming a Tokyo that generates sustainable, new values

Cultivating an environment for innovation

As industry, the economy, and society are now at a major turning point, how to go about nurturing startups who will play a key role in fostering innovation into the future has emerged as an issue. A little over two months from now, we will hold SusHi Tech Tokyo 2024, an event that will generate new values for a sustainable future. By gathering city leaders, challengers, and others from around the world to engage in discussions, we will ensure that SusHi Tech Tokyo 2024 serves as a prime opportunity to spur innovation. In addition, by having many people experience the city of the future, we will expand support for our vision for a sustainable future.

Since last November when we kicked off the preopening period, events to spark enthusiasm and passion in entrepreneurs have been held on a near-daily basis at the Tokyo Innovation Base （TIB） node for startups in Yurakucho. It is now possible to picture a future where people gather and new business opportunities are born from everyday conversation. While working to engage each of the players brought together at TIB, the facility will commence full-fledged operations in May, enabling it to fulfill its role as a node linking startups and all kinds of challengers to Japan and the world.

Asia’s innovation and financial hub

It is crucial that we facilitate a greater flow of capital toward supporting challenges and growth so that innovation can be generated in a sustainable manner. To achieve this, we will launch an initiative to promote investment from a global perspective utilizing overseas venture capital. We will also establish a new fund to support efforts aimed at resolving social issues, such as achieving women’s empowerment, and work to attract risk money from Japan and abroad.

At the same time, further revitalization of Tokyo as a global financial city is critical. Last week, Tokyo responded to a call for proposals from the national government related to its Special Zones for Finance and Asset Management Businesses initiative. In order to take Tokyo’s ecosystem to the next level and play a central role in the growth of all of Japan, as well as that of Asia, we will work with the national government to roll out a range of initiatives.

To grow the number of asset management businesses, we will launch a new initiative to encourage the development of fund managers who aim to start their own businesses in the future. We will also work to promote the release of corporate investor relations information in English, as well as to attract and increase the number of international schools, to create a world-class business and living environment.

And, we will accelerate efforts to attract investment, talent, technologies, and information to become the innovation and financial hub of Asia that will pave the way to a sustainable society.

Boosting the competitiveness of companies in Tokyo

Great waves of change are also bearing down on small and medium-sized enterprises. In order to convert these waves into opportunities for further growth, it is necessary to strengthen competitiveness. That is why we will support realistic DX, and have this contribute to company reforms and improved productivity. In addition, the lack of business successors is becoming more and more of a serious issue. To ensure that superb know-how and skills are firmly passed down to generations to come, we will take additional steps to support sustainable growth and development.

Customer harassment is also becoming more of a challenge at businesses in Tokyo. Since last year, a deliberation panel made up of experts and others have been engaged in discussions focused on the establishment of Tokyo’s own set of rules. In order to give businesses a foundation for dealing with such harassment, we will continue to examine the possibility of establishing our own ordinance.

Overcoming the “2024 problem”

Meanwhile, the manpower shortage emerging mainly in the logistics and construction sectors is developing into a major hindrance to Japan’s economy. Hence, the issue is being dubbed as the “2024 problem.” Through the utilization of digital tools and robots, and the implementation of detailed measures, such as providing consultation and support aimed at improving long work hours, we will work to boost the efficiency of industries as a whole and support efforts to secure talent to lay a solid foundation for growth. In addition, it is autonomous driving that will be a trump card not only for resolving driver shortages, but also for securing mobility for senior citizens. Along with working to promote understanding related to new technologies and safety throughout society, we will also speed up efforts to put these technologies into use such as by drawing up guidelines and establishing subsidy systems.

Urban development for a livable city that never ceases to be attractive

Next, on to urban development for a livable city that continues to captivate residents and visitors alike.

For a city that prides itself on its greenery

Today, functionality and efficiency are no longer the sole criteria for becoming a city that is chosen by the world. Urban development that facilitates relaxation and calm is now also a requirement. Under the Tokyo Green Biz initiative, we will promote green urban development in earnest. To speed up the designation of special green conservation areas that protect greenery in communities, including estate woodlands, we will work to reduce the burden on municipalities that purchase green spaces and commence operation of a tree bank that utilizes the land occupied by Jindai Bontanical Gardens. Through the revision of city planning schemes and other efforts, we will promote the creation of greenery. And, by disseminating information and creating the Tokyo Green Biz Map to serve as the foundation for citizen involvement in efforts, we will collaborate and cooperate with various entities to nurture greenery. To ensure that Tokyo’s rich forests can be sustained over time, we will also promote various measures to revitalize forests, including the harvest and removal of Japanese cedar and cypress trees at the appropriate time, and replacement of such trees with low pollen species. And, we will roll out a variety of initiatives to “protect,” “nurture,” and “utilize” Tokyo’s precious green spaces, including the introduction of green infrastructure that harnesses the innate benefits of nature, beginning at public facilities.

Urban development that leverages local characteristics

We will promote urban development that utilizes the unique characteristics of communities formed over their long histories. In Kanda Jimbocho, Shibuya, and Ikebukuro, we will advance urban development facilitated through building renovation. In the area of the Nihombashi-gawa River, which supported the development of Edo through the use of its banks and water transport, we will take the opportunity presented by the relocation of the Metropolitan Expressway underground to work to improve the river environment. And, along the waterfront, we will create a uniform landscape and make it an urban space that everyone can enjoy. In the Nishi-Shinjuku area, while also taking into consideration the opinions of the people of Tokyo and other matters, we will work to reorganize the space around the Tokyo Metropolitan Government buildings to create a “new city hall” area where everyone can gather, participate, and spend time as they wish.

Additionally, a subway line linking central Tokyo and the waterfront area will dramatically enhance convenience for all areas along the line. Last month, we agreed to study matters related to the project plan together with the Japan Railway Construction, Transport and Technology Agency and Tokyo Waterfront Rapid Transit, Inc. We will further accelerate efforts for the early development of the project.

Sharing Edo Tokyo’s history and culture with the world

In the city of Edo, diverse elements of culture blossomed and flourished. For example, ukiyo-e woodblock prints were born, sumo and kabuki captivated the masses, and a new culinary style called nigirizushi was gaining popularity. We have also inherited ishigaki stone walls, shrines and temples, and advanced waterworks technologies that supported daily life here. Our efforts up to now included not only setting up a council of experts, but also disseminating the wisdom of Edo through the Edo-Tokyo Museum and virtual spaces. Going forward, we will uncover the attractive facets of this invaluable history and culture, which has provided the foundation for peace and stability for some 260 years, and pass them down to generations to come as world-class tangible and intangible heritages.

Making Tokyo a city of arts and culture

The arts and culture scene is a unique feature of cities that attracts people from across the country and abroad. Using Tokyo’s Bay Area as the stage, we will hold an event to promote cutting-edge art from Tokyo and show the world the shape of a city filled with creativity and diversity. Through valuable experiences, including opportunities to obtain a glimpse behind the scenes of fashion events and the performing arts, we will nurture children’s motivation and interest, and develop talent to support the future of arts and culture. Furthermore, we will develop a project for works of art to be painted on construction site enclosures, which are often drab spaces, and other such locations, and create urban spaces that allow people of all ages to enjoy arts and culture in their daily lives.

Leverage Tokyo’s strengths to revitalize tourism

After a long absence, foreign tourists can now be seen throughout the city. To enable these tourists to fully enjoy our city and feel a desire to come back in the future, we will advance strategic initiatives that leverage Tokyo’s strengths. We recently formulated a new action plan for tourism promotion. By strongly promoting Tokyo’s rich culinary scene, the killer content that is anime, and other facets of our city, we will use Tokyo’s unique features to attract people from Japan and around the world. The nighttime hours in Tokyo hold enormous potential. This Sunday, the 25th, we will debut the world’s largest permanent projection mapping display, using the Tokyo Metropolitan Building as the canvas. We will also hold events that utilize traditional fireworks, digital technology, and more to bring excitement to nighttime in Tokyo. While listening to the opinions of experts, we will study the direction for additional initiatives to raise Tokyo’s presence as an international tourist destination.

6. Elevating the Tama area and Tokyo Islands into universally admired locations

Next, initiatives related to the Tama area and Tokyo’s islands. The world has no shortage of large cities, but what defines Tokyo are the Tama area and Tokyo Islands. This belief is reflected in the budget proposal. We will elevate these areas into comfortable, appealing, and universally admired locations.

Making the Tama area more comfortable and appealing

Last month, we announced a draft for an urban development strategy for the Tama area that builds on recent societal changes such as the COVID-19 pandemic and DX. While treasuring Tama’s lush nature, calm residential environments, and well-cultivated history and culture, we will transform the area through both hard and soft infrastructure. The extension of the Tama Monorail will dramatically expand the possibilities of areas along the rail line. Accommodating the characteristics of each station, we will collaborate with local municipalities to advance the creation of communities that will serve as models for new styles of living and working. In the Tama New Town district, where half a century has passed since the move-in of residents, we will engage in new community development efforts under the concept of “living, nurturing, working,” which make the most of the high-quality, verdant residential environment.

There are also advanced technologies that lie dormant in the numerous universities and research facilities concentrated in Tama. We will bring these technologies to the forefront and use them to generate new values to transform society, including by encouraging their practical application as a business through undertakings such as joint development projects with SMEs.

Most importantly, we will share the diverse appeals of the area with people nationwide, so that Tama will shine brighter than ever. We will strategically and boldly advance branding efforts for Tama and build the area into one that everyone will want to visit and live in.

Strategically attracting people with the distinctive qualities of the Tokyo Islands

The living environment on Tokyo’s islands differs greatly from that of Tokyo’s urban centers. We must work strategically to leverage the distinctive qualities of the islands to draw people there. We will harness the full potential of the land and facilities of sites such as fishing ports and hotels, as we aim to generate new vitality and jobs on the islands. Besides promoting the establishment of lodging facilities in line with sustainable tourism, a concept gaining traction overseas, we will also begin building a luxurious airport lounge and develop infrastructure to welcome private jet travelers. We will refine and utilize the immense, extraordinary appeal of the islands to draw in a diverse mix of visitors, with particular focus on affluent international travelers, while also working to generate repeat visitors. Additionally, we will work to tackle challenges unique to the islands and grow the population of people with connections to the islands by promoting resident-led initiatives to solve local issues in partnership with outside talent and businesses.

We will also enhance the disaster preparedness of the islands. In addition to introducing drones that can be remotely controlled to swiftly assess damages following a disaster such as an earthquake or tsunami, we will establish facilities on Miyakejima Island to protect residents from volcanic projectiles that result from periodic volcanic eruptions.

7. Leveraging DX, the biggest tool for the Grand Reform of Tokyo

In order to bring about societal change, we must change the Tokyo government. The biggest tool at our disposal for doing so is DX. The overseas governments I recently visited are each extensively leveraging digital technologies in efforts to address societal challenges and implement reforms that consider the perspectives of users. Similarly, we have endeavored to implement administrative reforms under our strategy of “SHIN-TOSEI,” including breaking free from an analog work environment where paper documents and hanko seals are the norm. In the short span of three and a half years, the flow of work at the Tokyo Metropolitan Government has changed dramatically. We have advanced our digitalization efforts at a blistering pace, and now, we will proceed to the next phase: the “X” of DX, “transformation.” While closely collaborating with GovTech Tokyo, the national government, and local municipalities, we will first advance “Children’s DX” as a lead-in to new reforms and establish a digital infrastructure aimed at offering convenient and easy-to-use parenting support services. Furthermore, in addition to fundamentally reforming procedures at government service counters under the slogan of “no waiting, no writing, and cashless payments,” we will also launch a system that fully digitalizes the process from signing contracts to invoicing, thereby reducing the burden on businesses. We will strongly promote initiatives that enhance convenience for Tokyo residents, such as through building a local digital currency platform that can be used for various programs conducted in Tokyo to stimulate communities.

8. In conclusion

Recently, Japan successfully launched a new flagship H3 rocket after overcoming various difficulties. Space exploration is truly a field that tests a country’s technological capabilities. Notably, last month, Japan’s SLIM spacecraft made a precision landing on the moon’s surface some 380,000 kilometers away from Earth, succeeding in a mission that no country had ever achieved before. The manufacturing industry in Tokyo has also contributed to this globally acclaimed project, which put to use Tokyo’s prized technological prowess, including Tokyo Metropolitan University’s research in fields such as space engineering and metallurgy; the designs of a toy manufacturer, which may be thought of as unrelated to space exploration; as well as a mechanical component produced by an SME that previously received a business design award from the Tokyo Metropolitan Government. These technologies and wisdom, which have been refined across many years, have transcended the boundaries of industry and combined together to achieve a historic feat.

Tokyo is home to countless seeds of hope: people, knowledge, technology, industry, lush nature, and history and culture from the Edo period. We will protect what we should protect, and change what we should change. Outdated systems and rules stand in our path. By breaking through these “invisible walls” and changing people’s mindsets and ways of living, we will coax Tokyo’s seeds of hope into full bloom. It is precisely new ideas, the pursuit of dreams, and the innovation that is generated as a result that will serve as the wellsprings of dynamism to pave the way for a new era.

Putting the citizens of Tokyo first means ensuring that everything we do is for the sake of our residents. With full determination, we will push forward with the Grand Reform of Tokyo to realize a bright and sustainable future Tokyo. We would appreciate the understanding and cooperation of all Assembly members and Tokyo citizens.

Including the matters to which I have already referred, a total of 148 bills, including 36 budget bills and 93 ordinance 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.

 

This article is also available in other languages.（日本語）