Policy Speech by the Governor of Tokyo, Koike Yuriko, at the First Regular Session of the Tokyo Metropolitan Assembly, 2022

In opening the first regular session of the Tokyo Metropolitan Assembly in 2022, I wish to relate my basic stance on future metropolitan administration.

On February 1st, former Tokyo Governor Ishihara Shintaro passed away. His numerous accomplishments, including his declaration to bid for the Olympic and Paralympic Games, are valuable legacies that are now an intrinsic part of Tokyo. I would like to extend my deep condolences to his family. May he rest in peace.

1. COVID-19 Response

First, I would like to speak about our response to COVID-19.
May I begin by extending my deepest sympathies to those who lost their loved ones to the virus and also my deepest respect to the people and businesses of Tokyo who are striving diligently even amid the dire situation presented by the pandemic. And, I would like to again express my deep appreciation to everyone for their cooperation in preventing the spread of infection and to the health care providers who are battling the virus both day and night.

With a strong conviction to protect lives and livelihoods from the threat of the Omicron variant, we will take preemptive steps under the policy of “stop the virus, keep society going.” The Omicron variant is extremely transmissible and spreads rapidly. As this is truly a matter of speed, we will continue to quickly and strategically implement measures that consider its characteristics. We will confront this powerful enemy on a total war footing that combines “offense” and “defense.”

Protecting the lives and livelihoods of Tokyo’s citizens

Strengthening and improving the health care delivery system

Regarding the health care delivery system, which is the cornerstone of "defense," we have established an emergency system to respond to the spread of infection, and along with building a system for hospital admission, stay at designated hotels, and recovery at home, to ensure proper response depending on symptoms and other conditions, we will also take preemptive measures based on infection trends. In addition to measures such as establishment of recovery facilities for patients with mild or no symptoms, the opening of "Uchisapo Tokyo," a support center to respond to the issues of those recovering at home, and improvement of the testing system, starting this week we will begin setting up temporary medical facilities and expand the admission of elderly people and concerned pregnant women. Through initiatives on multiple levels, we will surge ahead with the development of an environment in which all people can feel secure.

Bolstering response for the elderly and children

We must now focus our efforts on protecting the elderly and children—age groups where infection rates are on the rise. We will prevent patients from developing severe symptoms by not only increasing house calls on senior care facilities and ensuring a system to administer neutralizing antibodies and oral medicines at an early stage, but also operating vaccination buses to strongly promote booster shots. Regarding facilities that are facing difficulties in continuing operations due to staff members becoming infected or other such reasons, we will establish a new support system in which temporary staff are sent to help provide peace of mind to the elderly.

Measures will also be strengthened at schools and daycare facilities for children. In addition to conducting regular and intensive testing of teachers, childcare workers, and other related personnel, schools will promote hybrid classes with staggered attendance and online classes for a balance between learning and infection prevention. As for daycare centers, while providing support to secure the staff needed to continue operations, if a daycare center is closed, we will also support the municipalities in accepting children at community centers and other facilities. In this way, we will devote ourselves to efforts to keep society going.

Accelerating booster shots

Meanwhile, we will also work to have more people receive their third dose of the vaccine, which is a weapon of our “offense” strategy. This is an important initiative from the perspective of protecting lives and keeping up our daily activities. Following the vaccination of health care workers, this month we began vaccinating essential workers, including those in education and welfare, at mass vaccination sites operated by Tokyo. We will spur on vaccinations such as by continuing to work in cooperation with business associations for the vaccinations of employees of small and medium-sized enterprises.

For the steady implementation of such efforts as well, we are requesting the national government for the early securement and stable supply of sets containing the four items of test kit, vaccine, oral drug, and neutralizing antibody drug. In particular, with regard to oral drugs, which will be an effective weapon, in order to ensure a prompt and stable supply, we are providing cooperation in the clinical trial of a domestic therapeutic agent for faster approval and use in Japan.

Back to normal as soon as possible

The effects of our measures and citizen efforts are steadily appearing with the number of people staying out at night in Tokyo and the effective reproduction number of the virus on a decreasing trend. I would like to ask for the continued understanding and cooperation of all the people and businesses in Tokyo in thoroughly implementing basic infection prevention measures, as well as further promoting remote work and reviewing business continuity plans. By promoting effective measures based on our experiences up to now and mobilizing all means possible, we will, as soon as possible, restore daily life in Tokyo to one that is full of energy and vitality.

2. Implementing measures for future Tokyo at top speed

Striking a balance between ongoing growth and maturity is precisely the path to realizing a sustainable Tokyo

Once we have overcome the COVID-19 pandemic, how should we embark in pursuit of the future? The countries of the world are now taking various actions, racing to find answers to the challenges faced by humanity. Since last year, Tokyo has been accelerating initiatives under the “sustainable recovery” banner. Rather than a simple return to pre-Covid times, these initiatives seek to achieve ongoing growth as a more evolved city. Numerous projects that we have set forth in "Future Tokyo: Tokyo's Long-Term Strategy" are also steadily progressing. These include projects for responding to the climate crisis that threatens our future and promoting the realization of “Smart Tokyo,” which will harness the power of digital technologies to bring out Tokyo’s potential.

In addition, the Tokyo 2020 Games, which overcame many difficulties to conclude successfully, improved understanding with respect to diversity and advanced the removal of physical and non-physical barriers, among other achievements. The Games served to greatly raise Tokyo’s level of maturity as a city working to create a society where everyone can comfortably live. A city’s maturity generates the vitality of its people. And that vitality is the source of a city’s growth. With the certainty that striking a balance between ongoing growth and maturity is precisely the key to achieving sustainable growth for Tokyo, we will continue to advance initiatives in support of this goal.

Promoting the Grand Reform of Tokyo at light speed

The most important factor in achieving “growth” amid increasingly intense international competition, and an even higher level of “maturity” that allows everyone to shine, is speed. We cannot let the opportunity presented by the success of the Games, which boosted international confidence in Tokyo and Japan, pass by. We must push forward with initiatives to build a Tokyo that will leap on to the world stage and into the future, and produce results. The speed at which we do this is what will determine Tokyo’s future. With strong resolve, we will advance the “Grand Reform of Tokyo” at the speed of light to realize a Tokyo that continues to shine in the world.

Upgrading Future Tokyo: Tokyo's Long-Term Strategy

With respect to the compass that will guide us on this journey, Future Tokyo: Tokyo's Long-Term Strategy, we have taken this occasion to further upgrade the plan. We will develop projects from the perspectives of “green and digital,” which are trending globally, as well as realization of crisis management that protects the lives and livelihoods of the people of Tokyo, creation of a society free of barriers, and putting children first. And, by building on the legacy of the Games and further strengthening initiatives from the standpoint of “sustainable recovery,” we will create a resilient, sustainable society.

Strategies do not end with their formulation. They will only be meaningful when implemented and the society we aspire to is realized. While also flexibly responding to changes in the environment, we will aggressively advance our carefully refined policies.

Reforming the Tokyo Metropolitan Government

The Tokyo Metropolitan Government itself also continues to change. We will work to break away from thinking strictly in terms of the fiscal year, a common bureaucratic way of thinking, and constantly conducting field tests, and strive to firmly accelerate the implementation of projects. When a challenge arises, we will promptly respond in a flexible manner to improve the level of quality of the outcome. We will ensure that this sort of agile approach permeates throughout the metropolitan government and fiercely pursue structural issues as well.

The key to making this happen is the power of digital technology. Digital transformation (DX) does not stop with merely improving the efficiency of operations. The true objective of implementing DX is to raise the quality of service (QOS) provided by the Tokyo Metropolitan Government at a high speed, and raise the quality of life (QOL) of Tokyo residents. Under the upgraded Strategy for the Structural Reform of the Tokyo Metropolitan Government to Upgrade QOS, “SHIN-TOSEI 2,” we will accelerate many projects to generate services that are always one step ahead of the times. Initiatives include raising the digital competency of TMG employees and switching to more effective styles of public relations.

The type of organization to carry out this reform and create the future will be one that solves problems with both speed and the ability to execute. In addition to establishing the Liaison Office for Child-Oriented Policies, which will comprehensively promote policies from the perspective of children, we will consolidate work related to areas such as sports, the arts and culture, and public safety measures within the Bureau of Citizens, Culture and Sports, and promote policies for the safe, secure, and rich lives of Tokyo citizens in an integrated manner. We will also enhance the operating structure of the Bureau of Social Welfare and Public Health, which is on the front lines of our COVID-19 response. Furthermore, in the lead-up to fiscal 2023, we will advance a review of what form the organization should take, so that we can appropriately respond to future unknown infectious diseases and other situations.

Forging a future with hope through the FY2022 proposed budget

To boldly open up a new stage for metropolitan administration, we have proposed a 7.8010 trillion yen general account budget to this regular session of the Assembly. While making this budget one that gives more funding to necessary areas and less to those that are not, and focusing investment in green and digital areas, we are also paying close attention to ensuring our fiscal agility into the future through efforts such as further improving our assessment of projects and programs and curbing the issuance of metropolitan bonds. We have dramatically upgraded measures to realize the “three cities” concept to make Tokyo a “Safe City,” “Diverse City,” and “Smart City,” and transform Tokyo into a sustainable city. The entire metropolitan government will work together to produce concrete results as soon as possible and lead our city to a future full of hope.

3. Evolving into the world’s city of choice

I will now speak about our key policies. With the lack of global leadership in the “G-zero” world, coined by political scientist Ian Bremmer, the international situation is in chaos and uncertainty continues to grow. Even amid such circumstances, the world’s cities, which have the mission to protect the lives of their citizens, must find solutions to life-threatening global scale issues through, at times, cooperation, and at other times, competition. The climate crisis is a prime example. I myself serve as the Vice Chair of the C40 Cities Climate Leadership Group. While also working with such global networks, Tokyo will lead the global trend for carbon neutrality and raise our presence in this chaotic world.

Leading the world in decarbonization efforts

Under the agreement reached at COP26 last year, the world has begun racing toward the “1.5°C” goal. Countries are each raising ambitious targets one after another, but what really matters is their implementation of measures. This year will be a test of how serious they are about achieving their targets. We have already announced our goal of halving carbon emissions by 2030, which we call “carbon-half.” While valuing “empathy,” which leads to actions by individuals, we will fundamentally strengthen all measures and devote our full resources to taking on this challenge.

Powerful promotion of zero-emission homes

First, we will focus even more on efforts for zero emissions from buildings, especially in the residential sector. We will amend ordinances, and strengthen and expand systems under these ordinances. In the next Master Plan for housing policy, the transition to zero emissions in residential areas has been raised as a top priority. In addition to expanding various subsidies, such as for the insulation of doors and windows, and the installation of solar panels and storage batteries, we will also boost the environmental performance of metropolitan housing and other public housing. Moreover, the whole metropolitan government will be united in efforts to powerfully promote the transition to energy-saving houses that use renewable energy. This includes initiatives to further increase "Tokyo zero-emission houses," which are friendly to both people and the planet, through the introduction of a real estate acquisition tax exemption that could be as high as full exemption, and the roll out of an effective PR campaign in conjunction with an increase in subsidies and a tax system to promote renovations to raise earthquake resistance.

Accelerating the transition to zero emission vehicles

Next, regarding zero emission vehicles. So that people would want to use ZEVs more, we will promote their use from the aspects of both mobility and infrastructure. We will provide bus operators who install hydrogen stations that can also be used by regular vehicles with additional grants for the introduction of fuel cell buses, which will reduce their out-of-pocket expenses to almost zero. In addition, regarding EV (electric vehicle) chargers, not only will we accelerate their installation in metropolitan-owned facilities, but we will also promote the distribution of super-fast chargers that can fully charge EVs in a short period of time, and begin providing subsidies for their installation in detached houses. Through such measures, we will work to expand both the quality and quantity of EV chargers, and strongly support the popularity of ZEVs.

Protecting Tokyo’s green spaces

We will not only reduce CO2 emissions, but also promote the conservation of greenery as a carbon sink. In order to overcome the "2022 issue" concerning designated productive green areas, we will actively support the wards and cities that maintain green spaces. In addition, it would be indispensable to nurture the next generation of farmers to ensure that farmland will continue to be handed down. We will unearth a broad range of next generation farmers, including those who are new to farming, those who are looking for farmland, and those who are interested in farming as a side business, in order to develop and maintain Tokyo's unique agricultural industry.

It is also important to foster "empathy" for the preservation of nature by bringing people closer to the rich natural environment that remains in Tokyo, such as the beautiful satoyama landscape and the bounties of biodiversity it provides. We will promote specific studies on the concept of a digital museum that will use the latest technologies to send out information on Tokyo’s attractive natural environment.

The power of finance to create a virtuous cycle of the environment and economy

The notion that environmental measures hinder the economy is now a thing of the past. Rather, the promotion of world-leading environmental policies will bring about technological innovations and new demand that will open up the future, leading to a sustainable and strong economy. Creating a virtuous cycle of the environment and the economy is an important growth strategy for the coming era.

What will ensure this virtuous cycle is the power of finance. In order to make green finance take root, we will work to attract foreign financial companies and accelerate investments and loans for the expansion of renewable energy. From the next fiscal year, we will establish a fund to promote decarbonization innovation by startups and other companies, and foster a market environment that supports bold challenges. In addition, we will clear the path to becoming the world’s international financial city of choice, such as by invigorating "impact investment," which aims to strike a balance between social issue solutions and economic benefits.

Raise the earning power of SMEs and place the economy on track to growth

To put Tokyo's economy on a strong growth trajectory, we will accelerate the digital transformation of small and medium-sized enterprises (SMEs), which support Tokyo's industrial base and are the source of its earning power. We will strongly encourage capital investment in robotics, AI, and other cutting-edge technologies for the creation of new business models. At the same time, we will generate innovation after innovation in situations ranging from business development that looks to expand globally, to more familiar scenes from our everyday lives, such as promoting initiatives taken by shopping street associations that wish to turn the changes they are confronting in consumer needs into opportunities by leveraging digital transformation.

In order to fully draw out the power of digital technologies, it would be essential to have people who can skillfully manipulate them. Along with implementing intensive and specialized vocational training programs to produce talent who will shoulder cutting-edge IT fields, large-scale match-up events will be held to encourage a shift of human resources to the digital sector. We will also actively roll out digital transformation reskilling support to nurture key persons who can generate change within their companies.

Support for startups, which will lead the way in innovation, will also be strengthened. We will provide consistent support from the formulation of intellectual property strategies to the acquisition of patents and other intellectual property rights, to ensure that their original technologies and ideas, which are their greatest strengths, can be used aggressively and boldly in the arena of international competition.

Furthermore, in order for SMEs to continue their sustainable growth, we will reinforce comprehensive support systems such as gathering together support functions such as human resource development and marketing development, and promoting the creation of new value by linking them to a diversity of actors.

A tourism destination that people want to visit again and again

We will also work for revitalization of the tourism industry, which is an essential part of Tokyo's growth strategy. With our eyes on the coming recovery in tourism demand, we have recently formulated a new action plan. Along with grasping the changes in traveler needs and establishing a style for the new age that adopts cutting-edge technology, we will also promote sustainable tourism that is friendly to the local communities and the environment, and other initiatives in order to become a tourist destination that attracts the world and a city that people want to visit again and again.

Unleashing the potential of the waterfront area

The potential of the waterfront area, which became the focus of the world's attention because of the Olympic and Paralympic Games, is one of Tokyo's great strengths. The Tokyo Bay eSG Project, which aims to use this attractive area to stage the creation of a model for a sustainable city that leads the world, will finally launch its first projects in the coming fiscal year. An enormous field for the implementation of technologies will be created in the Central Breakwater area, projecting a future full of hope that will inspire all who see these futuristic developments. At the same time, we will launch city planning and other procedures early next fiscal year for the extension of “Subway Line No. 8” between Toyosu and Sumiyoshi and the development of the “Shinagawa Subway Line.” We will work toward the early implementation of these projects in order to further improve the attractiveness of the waterfront area.

Become a truly global city

Efforts will also be made to further heighten Tokyo's presence in the international community. The city of Edo had established a circular economy and cultivated an original culture. The future image for Tokyo, which inherited and developed this progressive spirit of Edo, will be sent out to the world using digital technology to present an urban model that can serve as a role model for the world. We will also create an environment where English can be used as the de facto standard in order to build a Tokyo where various players, including overseas companies and investors, can gather and play an active role. We will make the leap to become a truly global city with diverse attractions that draw the world, and where new value is created through fusion with different cultures.

4. A society full of the smiles of children

As children hold the future in their hands, I wish to create a Tokyo brimming with the smiles of children as they grow while holding dreams and hopes. This thought was incorporated in the Children’s Smile Movement. At the kickoff event for this movement, we also welcomed Minister Noda, who is charged with child policies, and with the participation of as many as 3,600 people, we had frank discussions on what should be done to ensure the happiness of children. There are now over 1,000 companies and other organizations involved in this movement. While strengthening our alliance that takes the stance of children, we will push forward initiatives to realize a society where children come first.

Leave no child behind

Under the resolution to leave no child behind, we will devote our resources to supporting the sound development of all children. The Support Center for Children with Medical Complexity, which will be established both in the ward area and the Tama area, will serve as a consultation center linking guardians, municipalities, and facilities that can accept these children. It will respond to the anxieties of children and their families, and will connect them without fail to the support they need. In addition, with regard to afterschool and other day services, taking into account the national government’s revision of medical service fees, we will formulate our own financial support. By requiring conditions such as an increase of experienced staff, extension of service hours, and implementation of pick-up and drop-off services, in order to receive subsidies, we will support business operators in enhancing the quality of their services.

Another pressing issue is providing support to young caregivers who are in socially isolated situations. So that we do not fail to catch the small signs they are showing, we will take multi-tiered measures under firm collaboration with the actual sites of welfare and education. These include sending domestic helpers and social workers, and enriching the consulting system.

Further advancement of digital transformation in education

We will further promote digital transformation at the education site in order to draw out the strength of children who will open up the new era. With regard to alleviating household burdens in the creation of a one-to-one computing environment in high school, those in private schools will be provided with a subsidy equal to that of those in metropolitan high schools. In this way, we will build a learning environment that leaves no one behind. Moreover, for education in programming, which will become compulsory from next year, practical courses that fulfill children’s desire to learn, will be provided through online lectures by experts, and other forms such as private-sector digital teaching aids.

Project to make children smile

School events that children were looking forward to were cancelled due to the pandemic. We wish to return smiles to the faces of children who were disappointed by such a turn of events. We have included initiatives in this time’s budget bill to provide all schools in Tokyo, both public and private, with opportunities to participate in a diversity of activities, such as appreciation of the arts and experience of para sports. Through “seeing, hearing, and feeling” experiences, we want them to share enjoyable and memorable moments with their schoolmates.

Diverse support to bring smiles to both children and their families

Children’s smiles originate from the smiles of their guardians. We will provide support that addresses the anxieties they face in life stages ranging from before pregnancy to childbirth and parenting.

The number of children waitlisted for daycare in Tokyo is now under 1,000, a reduction of about 90 percent since I took office. The most pressing issue is the creation of after-school places for elementary school children. We will remove the "first-grade wall" confronted by parents who both work by providing them with a variety of options that can also take care of children for an extended period of time, such as the use of babysitters and accepting children at certified daycare centers.

We will create the Tokyo Parenting Support Partner system to ensure seamless support according to the child’s stage of development. By training personnel to work closely with families to coordinate support for them that fits their respective situations, we will prepare an environment where families can raise their children with peace of mind.

We would like people to draw up their own life plans from a young age so that they can also give form to their wish to have and raise children. To help middle school and high school students and young adults gain correct knowledge about pregnancy and other issues, such as physical characteristics that change with age, and manage their health in preparation for the future, we will establish a consultation system in cooperation with medical institutions and other such organizations, and further promote awareness.

We will reevaluate policies, including these efforts, in all areas of the metropolitan government from the perspective of children and strongly implement effective policies centering on the Liaison Office for Child-Oriented Policies, which has the functions of comprehensive planning and coordination.

5. Creating a society free of barriers where people shine

By accepting differences and supporting each other, the power of the “people,” which Tokyo prides itself in, will grow many times over. We will eliminate barriers at every level to build a society where diversity is respected and all people can shine.

An inclusive city where everyone can vibrantly shine

Partnership Oath System

Certainly, it is our hope that everyone will live an authentic and fruitful life. The establishment of the new Partnership Oath System this fall will help remove various difficulties that sexual minorities face in life and greatly expand the circle of diversity. We have made it possible to complete all of the procedures up to issuance of the certificate online, a first in Japan. This is to ensure that every precaution is taken to prevent individuals from being outed, meaning their gender identity or sexual orientation is revealed in an unintended manner. We will collaborate with a wide range of entities, not only with government organizations, but also with the private sector, to provide a variety of services, among other efforts, and establish a system in line with the wishes of sexual minorities.

Toward a society where women and men both shine

It is imperative that we accelerate initiatives for a society that is livable for all, where both women and men can shine in their own way. Next month, we will revise the Comprehensive Plan for Promotion of Gender Equality, and while working with a range of entities to empower women in the workplace, change the way people of all ages think, and eradicate violence between men and women in all forms, we will further bring out the brilliance of women. And, to get a head start on what could be considered the Tokyo Metropolitan Government’s version of a quota system, we have proposed an ordinance at this regular session that will contribute to increasing the number of women on the metropolitan government’s disaster management and civil protection councils. Through this ordinance, the percentage of women appointed to either council will exceed 40 percent. Now, we will speed up measures for gender equality on other deliberation panels and groups to ensure that a diverse range of voices are better reflected in metropolitan government measures.

Realizing a “Choju” society

With the first members of the baby boomer generation reaching 75 years of age this year, Tokyo’s true value as a mature city working to realize a world-leading Choju (longevity) society is about to be tested. Staying active in the community one is familiar with, volunteering or engaging in hobbies with friends. Always inquisitive, devoting oneself to research at a university. Providing opportunities for a variety of activities, we will advance the creation of a society where senior citizens can stay physically and mentally fit and play an active role.

In addition, we will launch an initiative to enable seniors to better gauge their health condition through the use of smartwatches or other such devices. Through self-care, which can easily be practiced at home even during the pandemic, we will encourage everyday behavioral changes for a healthier life. Furthermore, by storing the information collected as big data for use in the development of health management applications and other purposes, we will strengthen the foundation for community-based integrated care systems.

And, for the pressing issue of securing human resources for nursing care, we will actively promote the attractiveness of the occupation to a wide range of people, and launch consistent support for the recruitment process from internships and matching, to support for retaining employees later on. We will also promote the establishment of additional employee housing to create a more comfortable working environment that allows employees to live near their place of work.

Human-centered urban development

Eliminating steps throughout the city to create an environment that allows senior citizens, the disabled, and others to move around with ease will lead to the realization of a city filled with vitality. What we aim to achieve is a walkable city that makes people want to go out and enjoy it again and again. I want to make Tokyo an exciting city where people can relax and gather, where there is always something new to discover any time one visits. While deepening cooperation with municipalities, we will accelerate measures to make the city barrier-free, which progressed thanks to the Tokyo 2020 Games. And, together we will work to further expand measures over a greater area, including advancing efforts to make the progress of improvements visible through the use of geographic information systems. In addition, next month, we will formulate an interim report on the direction for the Tokyo Sky Corridor project in preparation for the start of work. The project will transform an elevated section of roadway (the Tokyo Expressway, also known as the KK route) into a path connecting surrounding areas that is a pleasant space to stroll through. While coordinating with the municipalities concerned and others, we will breathe new life into the area with the creation of an elevated corridor filled with greenery that all can enjoy. 

Building a sports legacy for all

Next, building on the achievements of last summer’s Games to create a sports legacy for all in Tokyo. In the TOKYO Sports Legacy Vision that we recently formulated with the aim to realize a society in which all Tokyo residents can continue to share excitement and emotion through sports, we set forth our vision for the promotion of sports, including the strategic utilization of metropolitan sports facilities. Next fiscal year, we will open a Para sports training center, one of the vision’s core initiatives. Along with supporting the activities of the athletes, we will also prepare an environment that enables anyone to gain familiarity with Para sports. We will integrate the connection to sports, which was formed through the Games, into daily life to make Tokyo a “sports field” where the citizens can live healthy and comfortable lives.

6. Strengthening crisis management systems for a safe and secure city

Everything, from the power of the city to keep on growing to stay aligned with other cities of the world, to the power of people who shine vibrantly, can only be demonstrated on the foundation of safety and security. We must achieve urban resilience as soon as possible in order to protect the lives and assets of people from various imminent threats. We will work ceaselessly to shore up preparations from both hard and soft infrastructure.

Bolster preparations for storm damage

First, we have to prepare for storm and flood damage that are growing increasingly serious due to the climate crisis. Priority must be given to building regulating reservoirs more quickly in light of the recurrence of floods, and we will launch a new project for the Meguro River drainage basin. By connecting this with the Loop Road No. 7 Multi-basin Underground Regulating Reservoir, which is currently under construction, it will become an underground regulating reservoir with the largest storage capacity in Japan. Moreover, we will study how river facilities should be built in order to stand up to ever-larger typhoons and frequently occurring torrential downpours. We will also draw up a flood control plan next month for our sewerage system, and newly designate 10 districts in the ward area for priority development. Through such initiatives, we will raise our sewer system to levels that can handle 75mm of rainfall an hour.

Accelerate the earthquake- and fire-resistance of the city

Next, we must make our city earthquake and fire resistant. We will increase subsidies to large condominiums and other buildings located along disaster response routes, to further accelerate earthquake resistance. Construction has begun on all 28 segments of designated routes for improvement, which are at the core of developing communities that do not burn or spread fire. In order to have all the routes developed by fiscal 2025, we will surge forward without letting up on our efforts.

Further acceleration of removal of utility poles

Regarding the removal of utility poles, propelled by the acceleration strategy that was formulated last year, we will speed up our efforts. Notably, in districts with close-set wooden houses, where the toppling of utility poles could lead to serious consequences such as obstructing evacuation routes, the TMG will bear all expenses of construction work related to private routes for the quick realization of utility pole removal in these areas. And in the Tokyo islands, which are often hit by typhoons in addition to the increasing imminence of the Nankai Trough Earthquake, the removal of utility poles is a truly pressing necessity. We will push forward with initiatives for the complete removal of utility poles on the islands. This will be done by thoroughly examining the unique problems of each island, and promoting measures such as quickly selecting islands for priority development while coordinating vigorously with the local municipalities and other organizations.

Strengthening disaster response through soft infrastructure

We will also strengthen response from the aspect of soft infrastructure. We will launch the development of a 3D simulator for virtual reproduction of large-scale disasters occurring from storms and flooding and raise the precision of operations during a disaster. Regarding Tokyo My Timeline, which will facilitate proper evacuation activities in times of storms and flooding, not only will we add an app version that can be easily operated on smartphones, but we will strive to have more people use it through cooperation with municipalities and schools.

In addition, from normal times we will build connections between the TMG and companies, and create a “disaster-response leader” system to promote the building of stockpiles at the office and calling on employees to refrain from attempting to return home en masse. Along with this, we will strengthen measures for stranded commuters, such as building a system for visualization of congestion on roads and crowding in places such as facilities for temporary stay, utilizing technology such as GPS.

In order to improve the rescue system, we will bolster Tokyo DMAT, our dedicated team providing emergency and disaster medical assistance, and will also begin operations of the “Doctor Helicopter” service, which makes broader transportation of emergency patients possible. The Tokyo Fire Department will be the first fire agency in Japan to introduce a sediment vacuum car that will be very beneficial at sites of sediment disaster. Such efforts will lead to quick and proper rescues.

In the Tokyo islands, we will make great use of the power of digital transformation, such as drone and satellite technology, to speedily grasp the damage situation at port facilities and other places. Moreover, we will work for quicker restoration after disasters by building an information platform that can collate the data acquired and share it in real time.

Urban resilience project

The crux of crisis management is to be extensively and solidly prepared. Giving consideration to the lives and assets of Tokyo citizens, and those living in the future, we will launch projects to build our urban resilience. In order to overcome the crises facing Tokyo, such as climate change, earthquakes, volcanic eruptions, terrorism, and infectious diseases, we will conduct reviews based on accumulated data, and clarify the measures that must be taken from a long-term perspective.

7. Promoting the Tama area and Tokyo Islands

And, finally, I would like to speak about initiatives to boost the vitality of the Tama area and Tokyo Islands, which is essential to the sustainable growth of Tokyo.

Further drawing out the attraction of the Tama area

The Tama area is garnering attention as a place where people can live a more relaxed life. Surrounded by greenery, the area offers a rich residential environment, which is also conducive to raising children. We will advance initiatives for further drawing out the attractive qualities of the area.

First, we will promote industries utilizing the area’s strengths. This fall, the Tokyo Metropolitan Tama Business Activation Center, which will serve as the core for innovation creation in the Tama area, will be born in Hachioji. While also deepening collaborations that go beyond the Tokyo area, we will form a regional network hub for industry, academia, and government. We will also launch a “timber use point program” that promotes the use of Tama and other domestic timber in housing construction. By utilizing Tokyo’s buying power to generate demand, we seek to promote domestic timber, the pride of timber-producing areas across Japan.

We will also enhance the educational environment. This April, the first public combined elementary, junior high, and high school in Japan will open in Tachikawa. The school will utilize the 12-year program to cultivate a rich global awareness in the children.

Concerning the Tama Intercity Monorail, which plays an important role as a provider of public transportation in the area, next fiscal year, we will start procedures related to city planning, among others, with an eye to extending the line in the direction of Hakonegasaki. To support households raising children, we will also implement an initiative to establish a special child fare, and have these efforts lead to further growth for the area.

We will also strengthen preparations for sediment disasters in mountainous areas. For mountain roads, which serve as lifelines for area residents, we will select sections for priority measures to be taken and advance work, including the construction of rock fall prevention fences, to prevent villages from becoming cut off and other such occurrences.

Toward sustainable growth for Tokyo’s islands

The Tokyo islands are brimming with treasures. These include blessings from the sea and mountains derived from the rich natural environment, as well as their own unique traditions and culture. We want to make these islands shine even brighter. To that end, we will start a new branding strategy called “Sustainable Island Creation Project,” which will leverage the characteristics of each of the 11 islands to contribute to sustainable growth for all of the islands. While encouraging collaboration between towns and villages and the private sector, we will uncover local resources and create new attraction for the “treasure islands” we take so much pride in. We will also establish an incentive program to speed up the attraction of MICE (Meetings, Incentive travel, Conventions, Exhibitions) travel to the islands and use it as a catalyst to revitalize industry. And, strategically promoting the islands both in Japan and abroad, we will work to attract more travelers and establish the presence of the islands as a travel destination internationally.

Furthermore, we will fully leverage the power of digital technologies, which make it possible to transcend time and space, seeking to promote their use in various fields such as health care and education. To eliminate areas with poor communications coverage, we will partner with towns and villages to promote the construction of mobile communications networks. In addition, we will advance a broad range of measures with speed, including increasing the capacity of the information and communications infrastructure in Ogasawara Village to support greater use of the 5G network, implementing remote health care at Hachijo Town Hospital, and developing a virtual reality English language study program.

8. Fostering people who can open up the future

The world of technology is making huge strides. In particular, services using artificial intelligence, AI, are spreading widely and making our lives much more convenient. The evolution of AI is, however, not stopping at just improving services and transforming business models, with it said that by 2045 it will even surpass human intelligence. There is much debate about AI, with views that “AI will solve various problems facing humanity” on one hand, and “AI will take away human jobs and dominate society” on the other. That is why we must now, at this time, nurture a diverse range of people who will lead the future: people full of ideas who can envision a future that is truly fulfilling, and those with the superb skills to integrate ground-breaking innovations into society. Only when the power of people who will open the future is combined with the power of ever-evolving technology, will we be able to create a future in which everyone can feel happy and fulfilled. With renewed determination we will carry on the spirit of "First is people, second is people, third is people,” which was stated over and over again by Goto Shinpei, the seventh mayor of Tokyo, we will shine the "light" on people and focus on initiatives that can fully draw out their potential.

With the conviction that Tokyo will be there in the future, continuing its boundless growth, I am determined to press on forward at the speed of light. I ask for the understanding and cooperation of the members of the Tokyo Metropolitan Assembly and the citizens of Tokyo.

Including the matters to which I have already referred, a total of 111 bills have been presented to this regular session of the Tokyo Metropolitan Assembly, including 33 budget bills and 61 ordinance bills, for deliberation among the Assembly members.

This concludes my speech to the Assembly. Thank you.

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