Government

Policy Speech by the Governor of Tokyo, Koike Yuriko, at the Second Regular Session of the Tokyo Metropolitan Assembly, 2021

In the opening of the second regular session of the Tokyo Metropolitan Assembly in 2021, I wish to relate my basic stance on future metropolitan administration.

On April 11, Tokyo Honorable Citizen Mr. Shinohara Yoshiharu passed away. I would like to offer my sincere condolences to his family. May he rest in peace.

1. The crisis we are now confronting

Presently, Japan is in a truly critical state as we stand on the brink of being largely left behind in the world. During the long battle with COVID-19, we were confronted with numerous challenges, such as delays in digital transformation and incomplete workstyle reform.

These challenges revealed the fact that we were not fully prepared strategically for what awaited us, and vaccinations are also one example of this. Despite being anticipated early on as a game changer to end the pandemic, we trailed behind the major world powers in development, procurement, and inoculation.

The lack of preparations is even connected to the delay in economic recovery from the COVID-19 pandemic, with the 2020 GDP suffering a decline that surpassed that of the 2008 global financial crisis. And there is also a sense of hopelessness among the citizens due to the long battle with COVID-19. With regard to the climate crisis, which is also threatening humanity, global action for decarbonization is further accelerating, and in Japan as well, laying out a concrete course of action or strategies on environmental and energy policies is, without a doubt, a pressing necessity where every second counts.

Amid concerns over the decline of Japan’s position in international society, we must do whatever it takes to stop us from falling even further behind in the global competition. In this unprecedented crisis, we must not avert our eyes from the harsh reality, but clarify what strategies are needed and take actions that will lead to a future full of hope. Tokyo itself will become a game changer, driving Japan’s sustainable growth and leading the world. Here I wish to share these strong thoughts with you, the members of this Assembly and the people of Tokyo.

2. Response to COVID-19

I would like to speak about the response to our biggest challenge: COVID-19.

: The state of emergency, which was issued on April 25, has once again been extended. The Tokyo Metropolitan Government (TMG) is also taking measures such as requesting citizens to refrain from unnecessary outings and requesting facilities to suspend or shorten business hours according to the features of their operations. As the governor of Tokyo, I am sincerely grateful to the citizens and businesses of Tokyo who are giving their extensive cooperation during this period and to our healthcare professionals who are battling at the forefront day and night.

Although the number of positive cases is decreasing, the numbers are still high and the system for provision of healthcare is also in a severe condition. In addition to the shift in infections to the highly contagious N501Y variant, we must be vigilant against the L452R variant which was first confirmed in India and is reported as even more contagious. According to experts, the movement of people has been increasing since Golden Week and if this trend continues there is a high possibility of a resurgence arising shortly.

We must further establish this current downward trend in infections and definitely prevent a resurgence. Although this is a great burden, I again request the people of Tokyo and businesses for their cooperation in keeping down the movement of people and thoroughly taking basic preventive steps to curb the spread of infection.

: Next, I would like to talk about the supplementary budget to advance COVID-19 response.

In April, we prepared a supplementary budget to cover matters such as “payment for cooperation in preventing the spread of infection due to shortened business hours,” arising from implementation of the priority measures taken in Tokyo’s 23 wards and six cities in the Tama area to prevent the spread of COVID-19. Also, with regard to the implementation of measures associated with the declaration of a state of emergency during this period and its extension, we compiled a supplementary budget three times for provision of relief such as Tokyo’s own subsidies to support businesses cooperating in measures to stop the spread of infection and with requests to suspend business operations.

I took discretionary action on these budgets in order to advance quick responses together with the people and businesses of Tokyo. I ask for the approval of the Tokyo Metropolitan Assembly.

Now, at this regular session of the Tokyo Metropolitan Assembly, I have proposed a supplementary budget of 455.2 billion yen in order to take appropriate measures based on the current infection and socioeconomic situations. We will accelerate actions to bring the spread of infection under control through initiatives such as efforts to ensure the full rollout of vaccinations for the elderly, now underway by the municipalities, and the setting up of large-scale mass vaccination venues. Also, we will work to sustain the economy through establishment of Tokyo’s own support scheme in addition to expanding financial support to business owners. Furthermore, we will continue to provide loans for livelihood protection, and proceed with initiatives to strengthen safety net schemes such as expanding consultation services in light of the increasing number of suicides among women and young people.

: The long-awaited vaccine will be the strongest weapon to curb infections.

Under the Vaccination Team launched in February, we secured a system for a steady vaccine rollout by strengthening communication and cooperation with the municipalities and medical associations, and opening a consultation center where experts respond to concerns such as side effects of the vaccination. To firmly support the municipalities in their efforts to vaccinate the elderly, we will not only make metropolitan facilities available as vaccination centers, but will also launch an initiative in which payments are provided to local clinics that are cooperating in the preparation of a vaccination environment. Adding to these efforts, we will increase the speed of vaccination even more by taking the initiative in implementing mass vaccinations. First, from the 8th of this month, vaccinations for police officers, firefighters and others will start at the Tokyo 2020 Games vehicle depot in Tsukiji. This vaccination site will be closed at the end of June for use as the Games vehicle depot, but the public viewing site in Yoyogi Park is also scheduled to be converted to a vaccination center. We will continue to dedicate all efforts to implementing multifaceted measures while also working in cooperation with the national government and municipalities.

Also, it is vital to strengthen systems such as testing and health care provision in order to accurately cope with the ever-changing infection situation. Catch the beginnings of the spread of infection by conducting thorough testing at places where the virus is likely to spread and that are used by people at high risk of developing severe conditions, such as facilities for the elderly. Strengthen monitoring of variants by expanding screening tests. Secure necessary beds and designated hotels for recovery to enable response to a rapid spread of the virus. And bolster systems for house calls and follow ups on patients recovering at home, and firmly provide consultations on long-term effects of COVID. We will strategically roll out these initiatives to provide the people of Tokyo with a sense of security.

: Tokyo’s energy is generated by the daily life and business activities of its residents. In spite of the prolonged COVID-19 pandemic, we must work to support these activities as well as to strike a balance between socioeconomic activities and measures to prevent the spread of infection. On top of the relief payments provided by the national government, Tokyo will provide additional funds to SMEs whose sales have dropped due to measures such as the shortened business hours for restaurants. In addition, we will provide our own relief to support businesses in severe situations who are not qualified for the support program of the national government. More than 100,000 people had completed training to be their establishment’s COVID-19 Safety Leader, who will take lead in establishing manners for infection prevention at places such as restaurants. The “Thorough Inspection Tokyo Support” teams are proceeding with individual visits to those places, and by combining efforts such as pursuing thorough efficiency through use of tablets and providing detailed support to the efforts of the leaders, we will continue to promote and establish measures to prevent infection together with the people and businesses of Tokyo. Although many people have adopted remote work, which contributes not only to preventing the spread of the virus but also to work style reform, further efforts are required from the perspective of reducing the movement of people. Through meetings with business federations, we are asking corporate management to call for the quick buildup of a remote work environment by making this a corporate policy. Likewise, we will take effective initiatives to spread the establishment of remote work by, for example, launching a new project that provides grants to up to 10,000 SMEs acknowledged to be continuously working to reach the goal of remote work “three days a week, by 70 percent of employees.”

We must stop the further spread of the infection by all means and protect the precious lives, health, and livelihoods of our Tokyo citizens. To fulfill this most important responsibility of the Tokyo Metropolitan Government, we will overcome this difficult situation by taking all necessary measures while utilizing the knowledge and experience we have accumulated up to now in battling this virus.

3. Toward the opening of the Olympic and Paralympic Games

Next, I will speak about the upcoming Tokyo 2020 Games.
I wish to express my sincere respects to the athletes who, under the unprecedented circumstances of the one-year postponement of the Games, are engaging in intense training for their moment on the stage, trusting that the Games will be held.

I know that concerns have been voiced about hosting the Tokyo 2020 Games due to the current infection situation. It goes without saying that safe and secure operations of the Games are top priority, with effective COVID-19 measures being especially crucial. To that end we will thoroughly implement three measures: thorough reduction in the number of visitors to Japan; thorough supervision of conduct and health; and thorough review of the system of provision for health care. Under this policy, we are working with the national government, Organising Committee, and related experts to develop various concrete measures.

While taking into consideration the facts demonstrated at the various test events and further scrutinizing challenges from multiple perspectives, we will raise the effectiveness of infection measures. Moreover, these enhanced measures will be reflected in the Playbooks that set down the rules for Games participants, which will be updated this month.

Regarding the matter of allowing spectators from Japan, while following the COVID-19 restrictions on the number of spectators at sports events, we will be winding up discussions with the other stakeholders so that we can present a policy on this within this month. Although we are unable to welcome spectators from overseas, we will enhance online provision of information to an international audience during the Games. We will share Tokyo’s diverse arts culture and other charms, along with metropolitan initiatives for creating a hydrogen society, to enhance Tokyo’s international presence.

The Olympic Torch, which started its journey from J-Village in Fukushima Prefecture, continues to shine as it makes its way through Japan in a harsh environment that requires a balance between this relay and infection prevention measures. Once again, I extend my gratitude to everyone for your cooperation.

We will share with the world the Tohoku area’s recovery from the March 2011 Great East Japan Earthquake as the Recovery and Reconstruction Games, which was the original basis of the Tokyo 2020 Games. And as the first city to host the Summer Paralympic Games a second time, along with sharing the appeal of Para sports with many people, we will create a society that respects diversity and human rights. We will also present a new Olympic and Paralympic model that aims for “sustainable recovery.” This is truly a realization of the principles of the Olympic Charter: “to promote a peaceful society concerned with the preservation of human dignity.”

There are 52 days until the opening of the Olympic Games and 84 days until the opening of the Paralympic Games. We will continue to collaborate with the Organising Committee, the national government, the IOC and IPC, and other related parties to solidly advance our final preparations and put forth our utmost efforts to deliver a safe and secure Games.

4. Realizing sustainable recovery and becoming the world’s city of choice

COVID-19 standing in the way; Japan’s structural problems being exposed as we combat COVID-19; and the intensifying global climate crisis. These are some of the numerous challenges we must overcome in order to weave a future filled with hope. Future Tokyo: Tokyo’s Long-Term Strategy serves as a compass for achieving that. By powerfully pushing this strategy forward and realizing sustainable recovery in various policy areas such as through the development of the many legacies we have consummated for the Tokyo 2020 Games, we will create a resilient and sustainable city that is the world’s city of choice.

: The Tokyo Bay eSG Project, set in the Bay Area endowed with both diverse attractions and high potentials, was launched as the main project leading the creation of the Future Tokyo.

Transforming Tokyo into a sustainable city capable of responding to various crises. Hints to achieving that can be found by going back a few hundred years to Edo. While being one of the most populated cities in the world, Edo is known to have formed an environmentally friendly circular economy, and many exemplary perspectives on urban development remain. Carrying on such wisdom and traditions passed down from our predecessors, and fully utilizing modern Japan’s proud technical capabilities, we will build a Future Tokyo that is a fusion of nature and convenience. To realize this, from FY2021, we will embark on front-running projects in the Tokyo Waterfront City and Central Breakwater areas, and also formulate a city planning strategy to promote private-sector development. By swiftly implementing social structural reform, such as bold deregulation and utilization of cutting-edge technologies, we will promote a future city model from the Bay Area to the world.

: Confronted by the climate crisis which is having serious impacts even on people’s daily lives, there is no time left to waste. We must realize the 2050 goal of carbon neutrality. It is said that the actions we take in the next ten years will determine the success of achieving this goal, with the world now engaged in fierce competition for decarbonization. The TMG will mobilize all of its resources to implement policies laid out in the recently updated Zero Emission Tokyo Strategy to realize its world-leading goals, such as halving greenhouse gas emissions by 2030. We have also begun revising our Environmental Master Plan. With this strategy and master plan serving as the driving force, we will implement a “carbon-half” lifestyle involving all actors, and build a sustainable city infrastructure where the social system as a whole has shifted to a decarbonized model.

Elimination of emissions from buildings, which are responsible for more than 70 percent of Tokyo’s CO2 emissions, is particularly an urgent challenge to address. In addition, in order to maximize on the potential of the roofs of homes and buildings housing our 14 million residents, we will strongly advance the installation of solar panels and storage batteries. And through the spread of such homes, which also excel in disaster readiness, we will further enhance our urban sustainability. Furthermore, as an organization that consumes a large amount of energy, the TMG will take the lead in actions based on the Zero Emission TMG Action Plan, such as further promoting energy efficiency and the use of renewable energy, and replacing TMG-owned vehicles with zero emission vehicles, to set an example for the residents and businesses.

Confronting the climate crisis by mobilizing all resources of Tokyo. To do this, revitalization of the financial market, which provides financial support for the decarbonization efforts of various actors, is essential. The Advisory Panel for Global Financial City Tokyo is currently studying measures to attract ESG investments, which are expanding at a dramatic pace, to Tokyo from within Japan and abroad, and to lead the world in green finance. The advisory panel will compile its recommendations soon. Moreover, in order to firmly establish Tokyo’s position as the world’s top global financial city through these initiatives, we have been deepening our discussion on the revision of the Global Financial City: Tokyo Vision. A draft revision of the vision will be released by the end of this summer.

The TMG announced its goal of realizing carbon half by 2030 this January. Recently, the national government came up with a policy of raising its 2030 greenhouse gas emissions reduction target to 46 percent. This shift to green is demanded of states, cities, companies, and all other actors engaged in socioeconomic activities, and is slated to be the global standard for the era of the climate crisis. Now is the “TIME TO ACT” and accelerate our actions. Tokyo will boldly roll out a series of measures that have their origins in decarbonization, and lead the world as a city with advanced environmental measures and as a global financial center.

5. Safe, secure and full of charm

Next, I would like to talk about efforts to realize a Tokyo that is safe, secure and attractive.

: This April marked five years since the occurrence of the Kumamoto earthquake. The recently announced “Disaster Preparedness Tokyo Plan2021” is the revised version of the previous plan, incorporating lessons learned from this record event of two earthquakes with a seismic intensity of 7 striking rapidly in succession. We have strengthened our disaster measures to accurately respond to new challenges such as promoting digital transformation (DX) in disaster mitigation and preparing for a multiple disaster combining an infectious disease and a natural disaster. Through the united efforts of our citizens and businesses who take on the roles of providing self-support and mutual support, and the metropolitan government, which provides public support, we will continue to build a safe and secure Tokyo.

With the flood season coming around as we enter the month of June, we will strengthen measures against floods based on the fact that devastating storms and flood damages occur almost every year throughout Japan. In order to facilitate the smooth evacuation of people through the provision of real-time information, we have been publicly releasing images from river monitoring cameras placed at 38 locations in Tokyo. From today, we will begin operating cameras at what will become a total of 20 new locations, with images from them available for viewing on YouTube. We will also strengthen preparations for complex disasters such as by initiating support to the municipalities to build up infectious disease prevention supplies, such as masks and alcohol-based sanitizers, at their evacuation centers. Also, with regard to construction of regulating reservoirs, which are very effective against flooding, projects at the Yanase River and Narahashi River will be newly added to our discussion. And we will further our studies on the Ring Road No. 7 Multi-basin Underground Regulating Reservoir extension and possibility of making it an underground river in the future.

As to the removal of utility poles, which is essential for reinforcing the disaster response system, we have laid out seven strategies, including doubling the annual maintenance capacity of metropolitan roads and other routes, in the “Strategy to Accelerate Removal of Utility Poles” formulated in February this year. Accordingly, we recently announced the revised draft of the “Plan on Removal of Utility Poles.” which sets down its basic direction and goals. In the next five years, we will advance our efforts to remove poles along some 1,400 kilometers of roads including primary disaster response routes and the metropolitan roads in the Tokyo island areas.

: In addition to these efforts for security and safety, we will maximize the attractiveness of the city through urban development that makes the most of local characteristics.

Building new centers in the ward area

With regard to redevelopment of the area centering on the former Tokyo Metropolitan Children’s Hall site in Shibuya district, while considering the history of this area, we will build a facility to nurture creativity in children, and create an area for multiple generations to interact for the formation of a center for interaction and growth. This summer, we will start calling for bids by operators and while utilizing the ingenuity of the private sector, we will work out the details of this project. Also, for the urban redevelopment project in the Sengakuji Station district, we will generate new vibrant activity by improving access to the Takanawa Gateway Station, as well as building a garden area filled with greenery and light.

In addition, at the former site of Toshimaen, an amusement park that was popular among the people of Tokyo for more than 90 years, which was closed last summer, construction of a new metropolitan park, Nerima-joshi Park, will start this month. While making the most of the local history and rich nature, we will build a park where the people of Tokyo can relax and which also can serve as a disaster management center.

Utilizing the potentials of the Tama and Tokyo Islands

We will further raise the attractiveness of the Tama area where attention is being drawn again to its potentials, such as living comfortably from work proximity through the adoption of remote work. Taking the changing social structure as a chance for further development, we have put together the direction we should aim for and policies for promotion, such as increasing satellite offices and generating innovation through cutting-edge technology, in the recently announced draft of the new promotion plan for the Tama area. We aim to formulate this in September based on suggestions from the municipalities and people of Tokyo, and discussions at the Metropolitan Assembly.

We will also draw up new plans for further advancements in the forestry and fishery fields, the important industries for the Tama and Tokyo island areas. While responding to changes in social conditions, we will secure and develop manpower, and strengthen management skills through use of digital technologies for the sustainable development of Tokyo’s forestry and fishery industries.

6. Tokyo, where people shine

People are the source of urban dynamism. In order to build a society where people can actively take part in society in their own way, and which will continue to grow toward the future, we will advance initiatives for realization of a Tokyo where people shine.

: Children are priceless, full of possibilities, and are truly the gems of society. We want to fill Tokyo with smiles by nurturing this treasure under the care of the whole of society, and have all children grow up uninhibited, while holding dreams and hopes. With these thoughts, we placed the “strategy for putting smiles on the faces of children” as the first on the agenda of Future Tokyo: Tokyo’s Long-Term Strategy. For example, measures for children on the waiting list for daycare, an initiative I had been putting great effort into, is steadily bearing fruit. When I took office as governor in 2016, Tokyo had 8,466 children on the waiting list for daycare, however, this year it is expected to be under 1,000 children based on preliminary figures as of April 1st. Going forward, we will take every measure possible for the healthy growth of children while supporting households raising children in addressing the various difficulties they face.

The Basic Ordinance on Children proposed by members of this Assembly was approved at the preceding first regular session. Respecting the rights of children. Placing top priority on the happiness of children under any circumstances. Taking these thoughts contained in this ordinance firmly to mind, we will build a Tokyo where children are placed first. To realize this agenda, we have developed a metropolitan government-wide system to broadly examine policies related to children. While deepening discussions at the Advisory Board for the Future of Children, which was established to lead Tokyo’s policies for the children, we will take the initiative in formulating measures that take the perspective of children.

: We will realize the Tokyo Education Model that calls for acknowledging the individuality and abilities of children and to support their growth as a society-wide effort. In an effort to strongly advance the digitalization of education, which is the pillar of the Tokyo Education Model, we will complete the installation of wireless LAN at all metropolitan high schools by the end of this fiscal year, one year earlier than planned. In order to facilitate the FY2022 introduction of the CYOD (Choose Your Own Device) method, a system in which students purchase computers or devices as designated by the schools to implement unique educational activities, we are currently studying related issues, including how aid should be given to the guardians for the purchase of these devices. Through these initiatives, we will steadily advance learning that will develop each children’s abilities to the maximum.

We have decided to establish an immersive English education facility in the Tama region in order to develop global talent who can fly out into the world from Tokyo. From perspectives such as location that will make it easier for many children and students to use, we have decided to open the immersive English education facility inside a mixed-use commercial facility near Tachikawa Station. We will steadily make preparations for its opening within the next fiscal year.

: In the cross-country comparison of the Global Gender Gap Index released at the end of March, Japan saw almost no change from last year, ranking 120th out of 156 countries in the world. I fear that Japan will never be able to catch up with the world if we accept this as the norm and do not realize how abnormal it is from a global perspective. Throughout the ages, it has always been people who carved out the future. And only when the perspectives of women and other diverse members of society are reflected in decision-making and other various areas, can we have cities comfortable for everyone to live in. We have started revising the Comprehensive Plan for Promotion of Gender Equality based on such thinking. We must address new issues surrounding women that have emerged against the backdrop of COVID-19, such as greater household and child care responsibilities as they spend more time at home and unstable working conditions. With two concepts, “changing awareness” to promote behavioral change and the “development of social systems” as pillars, we will deepen our discussion on the Comprehensive Plan for Promotion of Gender Equality from a multilateral perspective.

: Realizing a Tokyo where the elderly can continue living in their familiar communities and can lead vibrant and fulfilling lives with the support of the community. Standing by such a philosophy, we formulated a new version of the Tokyo Metropolitan Health and Welfare Plan for Senior Citizens at the end of March. While maintaining a medium- and long-term perspective that takes into account the fact that the first generation of baby boomers becomes 75 in 2025 and the second generation turns 65 in 2040, the Health and Welfare Plan also lays out measures that consider the current COVID-19 situation. To prevent senior citizens from requiring long-term care and developing frailty, which is one of the priority areas of the Health and Welfare Plan, we have launched projects that support the elderly in non-face-to-face interactions via online tools and face-to-face activities with infection prevention measures in place. Precisely because this current situation makes us all vulnerable to anxiety or stress, we will support senior citizens in their activities so that they can maintain connections with people and their physical and mental health.

: As there is no sign of recovery in sight for the labor market, we will roll out employment support for those facing difficulties such as the employment ice age generation and those whose employment has been terminated. We have launched an initiative called Tokyo’s version of the New Deal that aims to create jobs for more than 20,000 people through such measures as identifying companies that have a strong desire to hire even in the midst of COVID-19 and providing full-time employment opportunities at the end of a trial employment period. We will steadily implement these measures to secure stable employment.

Furthermore, with regard to social firms which the TMG certified for the first time in March, in order to further expand such firms, we have started calling for business operators newly interested in becoming TMG-certified social firms. These social firms, where single-parents, people with impairments, and others disadvantaged in the labor market take on active roles according to their individuality and abilities, symbolize diversity. By widely communicating this social significance of the social firms and the vibrancy of the people working there, we will promote the understanding of the residents and business operators of Tokyo, and thus further expand the circle of social inclusion, where people support one another.

7. Transforming the Tokyo Metropolitan Government

A Tokyo where people shine and everyone can actively participate. A Tokyo as a safe and secure, and sustainable city chosen by the world. To boldly roll out policies to realize these visions for future Tokyo, the TMG must transform itself into an organization that meets the residents’ expectations. By leveraging digital transformation, which holds the key to that, we will thoroughly advance the structural reforms of the TMG and open the way to a new metropolitan administration. The New Tokyo Government Strategy outlines the course of action for achieving this; the Bureau of Digital Services formed in the TMG this April brings together IT personnel and leads the reform. The new bureau will vigorously advance the digitalization of the administration through such measures as providing technical support for digital transformation promoted by various bureaus and offices of the TMG and the municipalities, and enhancing the digital skills of the TMG’s workforce, to boost Tokyo’s quality of service.

We will adopt a short-term and intensive approach to accomplish various missions of reform. Initiatives are already being implemented toward this. For example, the free address system introduced to the TMG for the first time frees us from a work style that presupposes the use of fixed desks and paper, and enables us to flexibly form teams according to projects. To digitalize administrative procedures, we have just compiled a draft of the Tokyo Digital-First Promotion Plan based on the Tokyo Digital-First Ordinance, which will accelerate initiatives from a user’s perspective, such as prioritizing procedures that are frequently taken. Furthermore, new initiatives are underway to solve the island area’s various social challenges such as education and medical care through digital technology, including the introduction of the EdTech Service, which uses a study support app, to Hachijojima Island. Each TMG employee will share a reform mindset, and establish the new standard for the metropolitan administration. By putting the New Tokyo Strategy into practice and boldly rolling out the Future Tokyo: Tokyo’s Long-Term Strategy, we will realize Tokyo Grand Reform 2.0 and create a Tokyo where everyone feels happy.

8. In conclusion

Shibusawa Eiichi, who was a dynamic force during the tumultuous time from the final days of the Tokugawa government to the beginning of the Showa era, was concerned about how people were losing their spirit of challenge to achieve greater things in the world due to growing complacency over their new lives brought on by modernization at the end of the Meiji era. He left the following words:
“The society as a whole has lost its spirit and our country’s development is stagnating. Rather than keeping up our work and ensuring that it is done without fail, we must plan bigger things and develop them in order to compete with the world.

We are in the midst of turmoil and chaos with a one-in-a-century disaster causing great social transformation. It is precisely because we are living in such a period that we must take the words of our great forebearer, Shibusawa, to heart and build a society that strikes a balance between maturity and ongoing growth by adopting bold ideas and high ideals without being bound by our conventional ways. Realization of a sustainable recovery from COVID-19 for Tokyo’s evolution into a more resilient and sustainable city is the mission given to all of us living today.

For this reason, we will mobilize all of Tokyo’s resources to overcome this difficult situation by all means. We will then open up a hopeful future. The understanding and cooperation of the members of this Assembly and the citizens of Tokyo shall be greatly appreciated.

This regular session of the Assembly will be the final session in your current 4-year term. Looking back over the last four years, as the era changed from Heisei to Reiwa, we wrestled with various challenges together, including typhoons that brought serious damage around Tokyo, the ongoing COVID-19 pandemic, the rapidly accelerating declining birthrate and aging population, and climate change. The metropolitan administration, through serious discussion in the Assembly, has hammered out concrete solutions to the challenges we face as well as pioneering policies with an eye to the future, to steadily take steps toward the sustainable Future Tokyo. I would like to express my heartfelt gratitude to you for your contributions to the development of Tokyo over the last four years.

To members who will be stepping down at the end of this term, on behalf of the people of Tokyo, I would like to express my deep respect for all the hard work you have put in while serving your terms. To members who are running for reelection, I wish you the best.

Including the matters to which I have already referred, a total of 54 bills have been presented to this regular session of the Tokyo Metropolitan Assembly, including 3 budget bills and 28 proposed ordinances, to be deliberated among the Assembly members.

This concludes my policy address to the Assembly. Thank you.

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