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

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

1. Advance response to COVID-19 with the people of Tokyo

Share the importance of “Don’t get infected and don’t infect others”

I would like to first speak about our response to the novel coronavirus disease (COVID-19).

I again offer my deepest thanks to the people and businesses of Tokyo who are fully cooperating with our COVID-19 response while we are under a state of emergency. I also extend my gratitude to the health care providers and all who are fighting the virus day and night. Although new positive cases are declining thanks to everyone’s tremendous efforts, the number of hospitalized patients is still at a high level with the strain on the system for the provision of health care becoming long-term. There are many reports of people of all ages who are suffering from the long-term symptoms of COVID-19, which is why I want to share with the people of Tokyo once again the importance of “Don’t get infected and don’t infect others,” so that they can each protect their own health and lives as well of those they care for.

We cannot yet let down our guard. This is a critical stage. I sincerely ask that you continue to cooperate with basic countermeasures so that our efforts were not in vain.

With regard to vaccinations, priority vaccinations for health care workers began today. To smoothly implement vaccinations, the Tokyo Metropolitan Government (TMG), for its part, advanced preparations in concert with the municipalities, medical associations, and others. I hope we will continue fighting this invisible enemy together while giving the people and businesses of Tokyo a sense of security and hope.

Concrete initiatives for protecting lives and health

Tokyo iCDC, which forms the core of infectious disease response, is building IT infrastructure for centralization and visualization of COVID-19 data to facilitate more advanced analysis. The board of experts is conducting investigations and research in order to further advance countermeasures based on evidence and develop effective measures to defeat unknown viruses.

Unified measures by Tokyo and the three prefectures of Saitama, Chiba, and Kanagawa, which have many people traveling among them, to restrain the movement of people will produce significant results. Presently, we have adopted a broad range of measures that include requesting businesses to shorten their hours, appeals that consider generational differences in behavior, and concentrated implementation of telecommuting to reduce the number of employees going into the office by 70 percent, and we will advance effective measures as we continue working closely with each other.

Regarding Tokyo Telework Rules, which aims to further establish remote work in the public and private sectors, over 600 businesses so far have pledged to implement this. We are also endorsing flexible half-day and hourly telecommuting through an initiative called “Tele-half.” In the next fiscal year, we will launch more detailed support such as establishing one-stop online consultation services and dispatching experts to increase the implementation of remote work even more.

Securing employment is also an important challenge for protecting the lives of the people of Tokyo. I will advance bold employment measures with those facing difficulties due to the COVID-19 pandemic in mind. By borrowing from America’s response to the Great Depression of the 1930s, the New Deal, I will resolutely advance the Tokyo New Deal, a plan for the creation of over 20,000 jobs with initiatives including trial employment at businesses with high recruitment needs and TMG-original vocational training in fields such as IT, health care, and nursing.

We are now formulating an additional supplementary budget for measures to curb the spread of infection and to strengthen and enhance the safety nets supporting economic activities and the livelihoods of the people of Tokyo. I will propose this to the Assembly shortly for your deliberations.

2. The first year of sustainable recovery: Accelerating action toward the future

Build a truly sustainable Tokyo that endures beyond “sustainable recovery”

“My goal is to realize a ‘new Tokyo,’ a city where everyone can lead lives full of hope, vitality, and peace of mind, and a sustainable city that drives the growth of Japan and is a radiant presence in the world.” This is the commitment I made in my first policy speech after assuming the office of governor five years ago. A declining population, fierce global competition among cities, and an intensifying climate crisis. Even in the midst of all these harsh domestic and international circumstances, we must build a Tokyo that continues to grow sustainably. With unwavering belief in the "Grand Reform of Tokyo," we have been focusing on the realization of the three faces of our city, Safe City, Diverse City, and Smart City, as well as the development of the Tama and Tokyo Island areas, coexistence and co-prosperity with the rest of Japan, and the advancement of digital transformation. What we have consistently emphasized throughout this time is the perspective of allowing "people," who are the major source of Tokyo’s vitality, shine at their brightest. The keys to the sustainability of Tokyo, which has continued to develop through people connecting and creating new value, lie in each and every person. Firmly believing in this, we have been taking a wide range of measures to build a city full of diversity where everyone can shine, regardless of age, gender, nationality, or disability.

Two crises now stand in our way to building a sustainable Tokyo—COVID-19 and climate change. In the midst of the need to thoroughly restrain contact between people in order to stop the spread of this unfamiliar virus, how do we ensure the sustainability of Tokyo, which has been shaped by human interactions? And how do we overcome the climate crisis that threatens the very sustainability of the city? Surmounting these two crises of COVID-19 and climate change is the task that has been thrust upon us in order to create a truly sustainable city, and now is the time to restructure our strategies for this purpose.

We will directly confront the challenges facing Japan that this invisible enemy revealed, such as the lack of progress in digital transformation compared to the rest of the world, and press ahead with structural reforms. The citizens, businesses, and government of Tokyo will work together to accelerate effective actions for decarbonization. Rather than simply returning to the way things were before the COVID-19 crisis, for those of us who are living in Tokyo today, it is our responsibility to the future to realize a sustainable recovery to transform the city into one where everyone can always live happily and with peace of mind. We have positioned 2021 as the “first year of sustainable recovery,” in which we will accelerate our actions for the future while placing the highest priority on protecting people’s lives and health. And under the banner of the new Grand Reform of Tokyo 2.0, we will take strong steps forward together with the members of the Tokyo Metropolitan Assembly and the people of Tokyo.

Formulation of Future Tokyo: Tokyo’s Long Term Strategy that carries on the spirit of Shibusawa Eiichi and Goto Shinpei

As the compass to guide us, we released the draft of our "Future Tokyo strategy” last week. We will overcome the crises and carve a bright future for Tokyo that balances maturity with ongoing growth. For that purpose, Future Tokyo is composed of 20+1 strategies, which includes the addition of the Strategy to Overcome COVID-19, and 122 ambitious initiatives, such as the "3 Cs" of Community, Children, and Chōju (longevity,) the realization of a hydrogen society, and the promotion of Tokyo as an international financial center.

Over its more than 150 years of history, Tokyo surmounted several major crises to develop sustainably while evolving. The wisdom of our predecessors is the foundation of this achievement. For example, Goto Shinpei, who, after the Great Kanto Earthquake, built the framework for Tokyo's growth with a vision looking 100 years into the future. And Shibusawa Eiichi, who, asked by Goto to help in the reconstruction of the city, aimed to create a virtuous society where everyone could live with peace of mind, not only through physical reconstruction but also through spiritual reconstruction. Learning from our predecessors who demonstrated such keen foresight, under the concept of creating the future from the past, we will boldly pursue projects to create a new era, while looking 50 to 100 years ahead.

One core project is the Tokyo Bay eSG Project, which aims to realize a model of a sustainable city in the Bay Area, an area of huge potential. Beyond our promotion of structural reform of society based on the recommendations of experts, such as fully using cutting-edge technologies while maintaining harmony with the environment, we will create a sustainable city that fuses "nature" and "convenience." The project name incorporates the initials of Shibusawa and Goto, and while carrying on their spirit of holding a bird's-eye view of the future, we will proceed specific studies on the Bay Area stage.

Structural reform of the Tokyo Metropolitan Government

The Tokyo Metropolitan Government is now required to make bold changes in order to enhance its ability to surmount crises and create the future that we should be aiming for. To clarify the path to this goal, we recently released a draft of the New Tokyo Government: The strategy for structural reform of the government and to upgrade QOS. With the determination to create a new metropolitan government, we will implement seven core projects that will serve as breakthroughs for reform, together with leading projects of the bureaus that will structurally reform the way we provide services to the people of Tokyo as well as the way we do our jobs.

The key to this reform is DX, digital transformation. We will be proposing an ordinance to this regular session with the aim of establishing the Bureau of Digital Services in April. As the flagbearer of DX promotion, this bureau will lead the reform by providing technical support to the other bureaus and municipalities as well as by improving the digital skills of the entire staff. Each bureau will also work for the social implementation of advanced technologies and improved convenience for the people of Tokyo, such as the early realization of services utilizing 5G and the introduction of online tax procedures and metropolitan housing applications. Five keywords guide these efforts: Speed, open, design, agile, and clear. While having each of our employees familiarize themselves with these concepts as our new standards for government administration, we will strongly promote the structural reform and digital transformation of Tokyo. Beyond that, we will create a Tokyo where everyone can feel happy to have lived here by enhancing QOS, the quality of service of the metropolitan government, and improving QOL, the quality of life of the people of Tokyo.

FY2021 budget proposal for taking the first step toward the future

The FY2021 budget proposal, which is for taking the first step toward the future that we should aim for, boldly pursues strategic initiatives to realize Tokyo as a city that continues to grow. From this perspective, we have allocated our budget to focus on policies set forth in Future Tokyo: Tokyo’s Long Term Strategy. In addition, the initial budget for the general account has been set at 7.425 trillion yen in order to promote measures for the early recovery of society and economy, which have been affected by the COVID-19 crisis. Even in the midst of a severe financial environment, we will continue to protect the lives of our citizens and steadily promote initiatives to create Tokyo’s future by making active use of the funds we have reserved through constant review of our projects and our TMG bonds, which have gained issuance ability.

Furthermore, in order to strongly promote environmental measures, we will expand the issuance amount of the Tokyo Green Bond to 40 billion yen in the next fiscal year. Tokyo was the first local government in Japan to issue this bond and demand has been increasing each year. In addition, we will aim to issue around 60 billion yen in social bonds for society as a whole to support citizens and businesses of Tokyo in need due to the COVID-19 pandemic. Through such efforts, we will further promote ESG investment in Japan.

3. Overcome the crisis for Tokyo to transform into the world’s city of choice

Now, I would like to speak about our major policies. First are Tokyo's efforts in areas such as the environment, finance, and industry to significantly become the world’s city of choice.

Environmental policies that move the world

Rolling out a global movement from Tokyo

The climate crisis, with increasingly severe events such as catastrophic heat waves and torrential rains, is truly a threat to humankind. In order to confront this crisis, I announced the “Climate Emergency Declaration: Time to Act,” and called on the world that now is the “Time To Act.” And just last month, I attended the World Economic Forum's Davos Agenda, where I announced to the world our "carbon half,” the goal of a 50 percent reduction by 2030 in Tokyo's greenhouse gas emissions compared to the 2000 level. In cooperation with international networks such as C40, of which I serve as a vice chair, we will lead the world in "action" against the climate crisis and roll out a global movement originating from Tokyo.

Taking solid action for moving away from gasoline

In the past few months, the transition to zero emission vehicles has been moving very rapidly in the world, including the United Kingdom and China, and a fierce battle for dominance in the auto industry that will determine its future is underway. Without lagging behind these global trends Tokyo must demonstrate its presence as an environmentally advanced city and also connect its superior environmental technologies to the sustainable growth of the Japanese economy. With this determination, we have recently set an ambitious goal to ban sales of all new gasoline fueled cars and motorcycles sold in Tokyo by 2030 and 2035, respectively.

In the coming fiscal year, we will promptly take firm action to achieve this goal. In order to expand the popularity of ZEVs in one stroke, we will take measures such as expanding subsidies in cooperation with the Ministry of the Environment and extending tax breaks to reduce the actual burden of its adoption to a level that is at least lower than that of gasoline vehicles. We will also establish a new subsidy for the installation and maintenance of EV rapid chargers. Furthermore, we will take versatile measures such as promoting battery sharing to improve the convenience of EV motorcycles and exploring new schemes to encourage ZEV development by manufacturers.

Utilization of hydrogen as a pillar of decarbonization

With regard to the utilization of hydrogen as a pillar of decarbonization, we will continue to move forward as efforts are accelerating in Europe and around the world. At the end of last year, we held the Tokyo Hydrogen Initiative, where leading companies in the hydrogen business gathered and confirmed that the government and the private sector will strongly collaborate to expand the use of hydrogen energy that will open up the future. We will steadfastly implement measures such as the expansion of hydrogen stations and the popularization of fuel cell commercial vehicles.

Green finance enhances the city's status as an international financial center

In addition, “green finance,” which combines the environment and finance, will serve as a major catalyst for actions to combat the climate crisis through the collective efforts of various organizations. Initiatives that contribute to environmental improvement will be properly evaluated in the market, and this will attract investment to further accelerate the initiatives. This positive cycle is the very embodiment of sustainable recovery.

For some time now, I have been working to make Tokyo one of the world's leading international financial centers. In April, a new position of Director General in charge of Global Financial City Strategy will be established, and in the fall, we will revise the “Global Financial City: Tokyo” vision to further accelerate its implementation. At the meeting of experts for the revision of the vision, the expansion of the green finance market was identified as a top priority. And I would like to fully develop a new market here in Tokyo that attracts highly motivated, value-aligned investment around the world. We have just held a preparatory meeting for the establishment of the Tokyo Green Finance Market (tentative name), and will deepen our discussions on the specifics.

Raising the level of Tokyo's industrial strength

Putting the economy damaged in the fight against the virus back on track for growth and further development. One of the keys to this is to respond to the new needs that have emerged in the COVID-19 crisis and link them to "new growth." In order to strongly promote digital transformation, which is indispensable for that purpose, and to further refine Tokyo's earning power, we will launch a program in which dedicated advisors will provide thorough support to small and medium-sized enterprises (SMEs), from the introduction of advanced technologies to their utilization. Also, we will subsidize the cost of installing the latest equipment for SMEs that are taking on the challenge of developing new products and services through digitalization. In addition to providing detailed support for DX, we will work to raise the level of Tokyo's industrial strength by continuing to provide multifaceted support for SMEs, including business succession and the development of sales channels.

Furthermore, I would like to use the power of startups with original ideas and mobility as a tailwind for DX, which should be advanced at a rapid pace. By creating match up opportunities with large companies and encouraging the spread of products and services that contribute to the promotion of DX, we will lead the way to social implementation of advanced technologies.

We will also utilize the power of digital technology to improve the earning power of urban agriculture. While promoting "Tokyo smart agriculture," which propels the development and use of advanced technologies, we will work to make agriculture a pillar of Tokyo's earning power by establishing its solid position as a growth industry through efforts such as the training of people who can utilize digital technology at the Tokyo Agriculture Academy. In addition, we will work for sustainable development of the agriculture, forestry, and fisheries industries, which generate Tokyo's diverse appeal, through a wide range of initiatives, including the strategic enhancement of the brand power of Tokyo-produced food products such as fresh vegetables and sea foods, the promotion of the use of domestic timber in cooperation with other parts of Japan, and the establishment of new manpower development centers for the forestry and fisheries industries.

4. Tokyo, a city full of diversity, where people shine

Diversity, where everyone can shine, is the source of Tokyo's vitality and development. We will continue to emphasize measures that focus on "people" as the key to Grand Reform of Tokyo 2.0.

Society as a whole supports childbirth and parenting in the COVID-19 crisis

Amid the COVID-19 crisis, have society as a whole support those who are feeling concerned about childbirth and parenting. From this perspective, the newly launched childbirth support program will help alleviate financial burdens by providing for each child 100,000 yen worth of parenting support services, baby products, and others. Also, we will identify the childcare needs of each family for the development of effective measures in the future.

In the next fiscal year, in order to make parenting leave a normal practice for everyone, we will substantially enhance the Working Parents' Childcare Leave Support Program and strongly encourage companies to increase the rate of male employees taking childcare leave and to lengthen the period of the leave. In particular, we will boost support for women, especially those who have just given birth.

At a time when diverse and flexible working styles, such as telework and staggered work hours, are becoming more common, I would like to boost momentum for men to further participate in housework and parenting. In the next fiscal year, we will launch a campaign to widely convey the appeal of housework and parenting, utilizing also the communication power of influencers, to help realize a society where women, men and everyone can all be active at work and at home.

More than anything else, it is the smiles of children that make us realize the joy and happiness of raising children. In Future Tokyo: Tokyo's Long-Term Strategy, we have placed "a strategy for putting smiles on the faces of children" as the first priority, and clearly stated our determination to realize a "children first" society. We will advance detailed policies that embrace children and households raising children. At the same time, we will work together with a wide range of entities to roll out a variety of initiatives that will bring smiles to children's faces and create a movement in which society as a whole will nurture children. Beyond that, I would like to build a society where children are smiling and where everyone will feel that parenting is enjoyable.

Development of a new Tokyo-style educational model

Shifting from conventional thinking is also required in the way we educate people. An education where no one is left behind, where every child can take the initiative to grow and develop with hope for the future. Toward the realization of this goal, we will develop a new Tokyo Education Model. Draw out children's motivations; nurture their ability to continue learning proactively; utilize ICT to maximize each one's capabilities. We will pursue an ideal education by always practicing and improving these three models of learning from the perspective of children, while taking advantage of Tokyo's strengths. We will have society as a whole support the growth of children by positioning this overall vision as an education model for the future. Next month, we will formulate the next Fundamental Principles on Education Policy, which will include a new approach to education, and strongly support the development of children who will carry on the future of the sustainable city of Tokyo.

Tokyo, a city of longevity, where people can live with peace of mind

We are living in the era of the 100-year life. While advancing community-building that allows senior citizens to lead fulfilling lives, we will support them to live in accordance with the new normal.

At the end of the next month, we will draw up the Eighth Health and Welfare Plan for Senior Citizens. Under this plan, measures such as prevention of frailty and need for long-term care, promotion of social participation, and comprehensive advancement of dementia measures will be positioned as key areas, while COVID-19 measures are outlined in every area. With an eye toward the year 2040 when the elderly population is expected to become even higher, we will present measures that must be addressed now in this plan.

The long-term care workplace is facing an increasingly serious shortage of labor. In such a situation, the important challenge for us is how to provide high-quality long-term care service. In the next fiscal year, we will further enhance reform at the long-term care workplace; for example, by strongly supporting the introduction of digital and next-generation care devices by long-term care providers, and holding seminars on staff development so that these companies can retain their staff. As the demand for long-term care services is anticipated to increase into the future, we will advance support for the workplace through efforts to adopt leading technologies and secure staff.

Furthermore, we will advance support for senior citizens and other people who are unaccustomed to digital devices. We will advance measures aimed at resolving the digital divide in cooperation with a variety of entities, for example, promoting the use of smartphones by senior citizens in collaboration with telecommunications companies, and supporting initiatives of the municipalities and community associations. Through such efforts, we will create a society where everyone can benefit from the convenience of digitalization.

Upgrading the housing strategy that supports people’s living

The COVID-19 pandemic has brought about significant changes to our concept of homes, the foundation of people’s lives, as well as their surrounding environment. The rapid and widespread adoption of remote work has created demand for new work spaces. Senior citizens need places where they feel they belong and more watch-over support, which befit the new normal. By accurately understanding these changing demands, we will upgrade our housing strategy with an aim to create a housing environment where everyone can lead safe and fulfilling lives in their communities. We will convert unoccupied houses to co-working spaces, build a new model for the creation of places where people can feel they belong, and strengthen watch-over support for senior citizens by using advanced technologies. We will implement these in collaboration with the municipalities and private sector, and roll out a housing strategy by drawing upon our comprehensive urban power.

Implementing measures rooted in social inclusion

Next, I will speak about measures rooted in social inclusion. Since the Tokyo Metropolitan Assembly passed the social firm ordinance, we have been advancing efforts to establish social firms. And finally, next month, social firms certified by the TMG will launch operations. Especially now when the coronavirus is seriously impacting the employment of those disadvantaged in the labor market, such as people with disabilities and single parents, we will continue to support the establishment of social firms and their activities, and strive to expand employment opportunities for those who are at a disadvantage in the labor market.

The TMG has developed a scheme where students with developmental and other disabilities attending regular classes in public elementary and junior high schools in Tokyo can receive special needs education that considers their individual situations. In the next fiscal year, the same system will be built in high schools. We will actively hire external personnel and provide support tailored to each and every student to realize inclusive education where anyone who goes to a metropolitan high school can get the education they need.

Keeping the flame of culture burning

Art and culture, which enrich our hearts and give us the energy to shine vibrantly, are indispensable in our lives. For young artists who are in difficult situations due to COVID-19, we will offer broad assistance, from support for their creative activities to provision of spaces where they can display their artistic skills. Moreover, we will make the collections of cultural facilities managed by the TMG available online to allow a wide audience to experience art and culture in a new way. We will not let the flame of culture go out in the face of the coronavirus, and will advance initiatives that will lead to the city’s vitality.

People-centric urban development

Even in urban development for the future, people should be at the center of our perspective. While maintaining advanced urban functions, we will progress with urban development from the standpoint of people, and build spaces where people can gather and relax.

Urban development around Shinjuku Station

Shinjuku Station boasts the largest number of passengers in the world. In the next fiscal year, we will launch a land readjustment project as the first step to rebuilding the area around the station to make it a functional terminal that is easy to use for everyone. The vehicle-centered public squares in front of the east and west sides of the station will be turned into comfortable people-friendly spaces. These changes are expected to significantly increase the ease of moving about. Further, we will start studying redevelopment policies for the Nishi-Shinjuku district under the principle of shifting from vehicles to people. We will broadly look at matters including how to use road spaces, while keeping in mind the development of the 5G environment and introduction of next-generation transportation.

Enhancing the railway network

To improve the railway network which contributes to smoother movement of people, this fiscal year, we began working on the basic design for extension of the Tokyo Tama Intercity Monorail to Hakonegasaki. We will continue to push forward with efforts to operationalize the project and enhance the convenience of the area. Furthermore, last month, taking the opportunity of the national government’s commencement of a study that included the subway network in the Greater Tokyo Area, I made a request to the Minister of Land, Infrastructure, Transport and Tourism regarding matters such as the extension of the Subway Line No. 8 and realization of a waterfront area subway. Last month, the Japanese government approved the Haneda Airport access line project. We will continue to cooperate with railway operators and other relevant organizations to promote the enhancement of the railway network to realize comfortable travel for everyone.

Further promotion of cycling

To transform Tokyo’s urban structure into one that is people-centered, we will also further advance the use of bicycles. Taking into consideration the latest trends such as the increase in bicycle use due to COVID-19, we will create an environment where everyone can ride bicycles comfortably and safely. Early next fiscal year, we will revise the plan for the promotion of bicycle use, and establish priority areas for promotion. Centering on these priority areas, we will focus on advancing initiatives such as constructing continuous pathways, promoting bicycle sharing systems that go beyond municipal borders, and strengthening of traffic safety measures.

Metropolitan parks as places for relaxation for Tokyo residents

We will further draw out the appeal of metropolitan parks which have regained recognition during the pandemic for their importance as convenient places to relax. The Park-PFI (private finance initiative) system, which makes use of the ideas and funds of the private sector, will be introduced in Meiji Park and Yoyogi Park, as the first metropolitan parks to do so. By using this system, areas where people can enjoy various activities in a lush green environment in central Tokyo will be developed in the parks. For Hibiya Park, the first modern Western-style park in Japan, a renewal and development plan will be formulated in the next fiscal year, which will, among others, enhance walkability and create an open space for human exchange, presenting a new vision of a world-leading park.

Thirty years after its opening, Tokyo Sea Life Park continues to be a popular spot among many people. However, as the building has aged over the years, its functions will be transferred to a new facility by around 2026. We have been discussing how to use the current facility to enhance the attraction of the entire surrounding area while organically connecting it to the new facility as well. We will widely solicit public opinions to put together the basic ideas for reconstruction.

The concept of social inclusion, which I mentioned earlier, will be introduced to parks as well. In the next fiscal year, we will open a new universally designed playground equipment area in Fuchu-no-Mori Park, a metropolitan park, for the enjoyment of all children, and also establish a new subsidy program to support initiatives carried out by the municipalities. Together with the municipalities, we will develop and expand parks where children of all abilities can play.

Dramatically increasing diversity

I have been speaking about measures aimed at realizing a Tokyo where people shine. A city where women shine brilliantly, is brimming with the smiles of children, and where everyone, including the elderly and those with disabilities, can play active and vibrant roles. Based on such diversity, we are determined to create a Tokyo filled with even more excitement and energy, which grows strongly toward the future.

I have been putting efforts into initiatives that help women to shine. Examples include measures to resolve the issue of waitlists for daycare, support for female entrepreneurs, and the launch of a network of female governors, mayors and business leaders. We have also been actively promoting the appointment of female members to the TMG’s deliberation panels and other bodies. Such an effort has led to a dramatic increase in the ratio of women in these bodies, with this already reaching 32.9 percent. We will further accelerate the participation of women in decision-making, and by the end of FY2022, we will increase female representation in the panels, etc., to at least 40 percent.

In Future Tokyo: Tokyo’s Long-Term Strategy, under the strategy of promoting women’s empowerment, we have laid out projects aimed at, among others, supporting women to live and work according to their desires and strategically raising awareness for the empowerment of women. Moreover, with the Tokyo Metropolitan Foundation “TSUNAGARI” established last October playing a central role, we have been advancing initiatives aimed at creating a society of intercultural cohesion, where foreign nationals can live with peace of mind. We will continue to take a range of policy initiatives to make Tokyo a significantly more diverse city, so that various values and ideas lead to our sustainable recovery.

5. Tokyo as the world’s safest, most secure, most convenient and most comfortable city

Next, I will speak about our measures to ensure safety and security for Tokyo residents. It has been almost ten years since the Great East Japan Earthquake struck us, taking many precious lives and leaving scars of devastation in our country in various forms. A few days ago, we again experienced a strong earthquake centering in the Tohoku region, which was believed to be an aftershock of the 2011 quake. I would like to express my heartfelt sympathy to those affected by it. We must not let memories of past earthquakes fade. Large-scale disasters, including storms and floods, can happen anytime in Tokyo. From the perspective of preparing ourselves against a natural disaster complicated by the coronavirus, we will devote all our energy to strengthening our measures against disasters.

Drawing up a new disaster preparedness plan

To be fully prepared against disasters requires the understanding and support of each and every resident. The Tokyo Disaster Preparedness Plan, an easy-to-understand compilation of our disaster response from the residents’ perspective, which releases a report annually on the progress of these measures, will be revised at the end of the next month. We will strengthen measures in preparation for natural disasters complicated by infectious disease. For example, we will secure new evacuation sites, including hotels and large commercial facilities, to spread out evacuees, and enhance stockpiles of goods effective in preventing the spread of infection. In addition, while tackling current challenges, such as upgrading our disaster response through digital transformation, we will further evolve our disaster management projects by advancing self-support, mutual support, and public support.

Creating towns that do not collapse or burn

The Strategy to Accelerate Removal of Utility Poles was recently released to create towns that do not collapse. It contains seven strategies aimed at further enhancing our preparedness against earthquakes and typhoons by overcoming all kinds of challenges hindering our efforts to remove utility poles. We will accelerate efforts to remove utility poles across Tokyo by integrally pushing forward initiatives, including doubling the annual work done on utility pole removal on metropolitan and port access roads, strengthening support for municipal roads, and promoting the removal of utility poles in private housing land developments.

In the revised draft of the seismic retrofitting promotion plan, we have included measures such as promoting the removal of decrepit detached homes and providing effective support to condominiums via utilization of the reporting system on the management situation of condos. We will strive for the thorough seismic resistance of buildings used for purposes that are public in nature, including hospitals and schools, and large-scale buildings used by the public, by calling more strongly on their owners.

Regarding designated routes for improvement, which protect towns from the spread of fire, the first such route, the Sekihara-Umeda section of Auxiliary Route 136 in Adachi-ku, will open next month. We will continue to steadily build other designated routes for improvement through the new construction programs of the Urban Development Plan for Disaster Resistance. Furthermore, by continuing to provide extensive support for the Special Development Zones to Advance Fire Resistance (Fireproof Zones), such as provision of subsidies for the rebuilding and elimination of buildings, and reduction or exemption of fixed assets and city planning taxes, and by also expanding support to resolve the problem of land with no road access, we will advance the building of communities where fire does not spread.

Protecting lives from intensifying storms and floods

We will also solidify our preparedness against storms and floods, which have been intensifying in recent years. Last year, we saw a record number of heavy rain disasters across the nation. The importance of disseminating information to urge people to promptly evacuate was widely recognized once again. Currently, we are gradually expanding the installation of river-level monitoring cameras. In the next fiscal year, our Flood Control Integrated Information System will be revamped, and a new function to provide information on the river situation in real time will be added. The new Tokyo Storm Surge Disaster Prevention Information System will also come into operation. One of its services, which allows people to check the risks of storm surge at exact locations, will be launched by the end of this fiscal year. We will promptly build systems that can convey disaster management information to Tokyo residents in an easy-to-understand manner.

In the next fiscal year, we will begin working on the regulating reservoir projects at the upstream area of the Zenpukuji River and Johoku-Chuo Park (second phase). Including these efforts, we will continue to steadily advance work to raise capacity by about 1.5 million cubic meters by FY 2030.

For low-lying areas in east Tokyo, such as the five Koto-district wards, we will identify all options available to protect the residents’ lives from floods, such as advancing the construction of high ground and using elevated roads for vertical evacuation, and study them together with the national government and relevant local governments. In addition, we will formulate the next Coastal Protection Facilities Development Plan to advance measures for quake resistance and waterproofing of seawalls and floodgates, while studying the utilization of latest technologies, in order to further strengthen our disaster management capacities.

Strengthening the foundation of public enterprises that support our safe, secure and comfortable living

We will also work to strengthen the foundation of public enterprises that support our safe, secure and comfortable living.

For our waterworks business, we will rebuild a resilient water supply system by extending facility life spans through preventive maintenance and management, and enhance customer service through utilization of leading technologies including smart meters. As for our sewerage business, taking into consideration heavy rains which have been increasing in severity in recent years, we will strengthen measures against inundation, and further advance technological development for the operation of AI-assisted rainwater pumps. In addition, in the future, we will introduce a comprehensive outsourcing system that incorporates the know-how and ingenuity of the private sector for the operation of the Ochiai and Kiyose Water Reclamation Centers. Next month, we will formulate new five-year management plans for the Bureau of Waterworks and Bureau of Sewerage for systematic and effective advancement of business. The Bureau of Transportation, which is expected to continue to experience financial difficulties due to COVID-19, will also draw up its next management plan in the next fiscal year from the standpoint of always serving its roles and responsibility as Toei Transportation.

The Central Wholesale Market, the foundation of the distribution of fresh foods, also must be revitalized. With a vision of the wholesale market in the future, last month, we released a draft of management guidelines which will serve as a compass for the market’s management. These guidelines will help the market adjust to digitalization, which is progressing at an accelerated pace, and changes in the distribution system. While also taking into the consideration the views of market stakeholders and the residents of Tokyo, we will finalize the guidelines by the end of this fiscal year, and advance the strategic management of the market.

6. Promotion of the Tama area and Tokyo islands full of new possibilities

Next, I will speak about the promotion of the Tama area and Tokyo islands, which is essential for achieving a vision of a vibrant Tokyo.

High-tech companies, universities and research organizations cluster in the Tama area. Their potentials will be fully drawn out to generate innovation. To this end, we will promote collaboration among various entities centering on the industrial hubs of Tokyo, including the Tokyo Metropolitan Tama Business Activation Center scheduled to open next autumn. To establish the Tama area’s position as one of the world’s leading areas for innovation, we will establish an executive committee in collaboration with relevant organizations and accelerate efforts such as drawing up the basic guidelines in the next fiscal year.

As part of our effort to generate Tokyo’s growth from the Tama region, we will also improve the English learning environment. We have had many young people in and out of Tokyo use the immersive English education facility established in Koto-ku. The same facility will be constructed in the Tama area by the end of FY2022. We will provide strong support to children and students throughout Tokyo to improve their English ability and greatly expand their potential.

In the nature-rich Tama area, we will prepare an environment where people can live close to work. We will implement model projects aimed at revitalizing communities by supporting the municipalities and private sector in developing and operating satellite offices and by operating small offices using vacant stores and other buildings in shopping streets. In such ways, we will have the Tama area promote examples of diverse workstyles that befit the new normal.

To further enhance the appeal of the Tama area and put a renewed spotlight on its value as a place full of new possibilities, we will compile the New Tama Area Promotion Plan in the next fiscal year. The draft plan will be released around May. It will take into consideration changes in the social landscape and analyses of local characteristics and challenges, and fully take into account the voices of the municipalities and experts.

In the island area, we must swiftly reduce the risk of utility poles falling down due to typhoons, which have been increasing in scale and intensity in recent years. Our aim is to quickly remove utility poles in the island area through adoption whenever possible of a method that is simple in structure for reduction of costs and shortening of the construction period. In the next fiscal year, we will complete the work of utility pole removal on metropolitan roads in the Sashikiji and Habuminato districts of Oshima-machi, which were damaged by a powerful typhoon two years ago, and also formulate removal plans by taking into account the wishes of towns and villages, for the safety and security of the island residents.

To enhance and promote the appeals of the islands, we will advance initiatives aimed at developing communities with distinctive characteristics and full of attractions, such as continuing to support each island’s effort to increase its branding power to attract people, and rolling out a new project that encourages tourists to stay for longer durations.

Moreover, for the maintenance and preservation of the remote border islands of Okinotorishima and Minamitorishima islands, which are directly linked to national interests, we will strengthen our efforts such as conducting a basic survey to study what direction to take, and widely publicizing the importance of these islands in cooperation with the national government as well.

7. An Olympic and Paralympic Games that embody Unity in Diversity

Regarding the Olympic and Paralympic Games Tokyo 2020, we are moving forward with preparations for the realization of a safe and secure Games to fulfill Tokyo’s duties as host city. This month we published the first edition of the Tokyo 2020 Playbooks, which lay out specific steps to achieve that goal. We will continue to cooperate with related parties including the Tokyo 2020 Organising Committee, the national government, the International Olympic Committee, and the International Paralympic Committee to do a thorough job connecting initiatives that extend over both soft and hard infrastructure to the rich lives of the people of Tokyo along with ensuring a flawless COVID-19 response.

The Tokyo 2020 Games have Unity in Diversity as a main vision. How can Tokyo, which has endeavored to raise awareness of human rights such as by establishing the Ordinance Seeking Realization of the Principle of Respect for Human Rights Outlined in the Olympic Charter, embody this vision in the Games and transmit it to the world? The world is watching now. Taking the opportunity of the Games, I hope to make the principles of diversity and respect for human rights take deeper root in society, leaving that as a legacy to create a better future.

8. Action is the path to hope

Similarly, with regard to “Time to Act,” a movement to speed up climate action in the world from Tokyo, I will be hosting an online kick-off meeting tonight. Regarding making buildings zero emission and utilizing zero-carbon hydrogen produced from renewable energy for realization of a decarbonized society, Tokyo will share the experience and know-how it has accumulated to contribute to advancing measures around the world. Speakers include the Mayor of Los Angeles, the C40 chair, the Mayor of Paris, and experts tackling climate change, who will each speak about their own climate crisis actions. We will call upon the world from Tokyo to take action now on climate change.

Mr. Shibusawa Eiichi is a pioneer we should learn from. He was a man who respected diversity and devoted himself to around 600 social contribution activities and could be said to have embodied the Sustainable Development Goals’ “Leave no one behind” even from so many years ago. Representing this could be his half century of work as director of a facility for the destitute and orphans. He also devoted efforts to women’s education and was deeply involved in establishing one of the first institutes of higher education for women, Japan Women’s University. He served as that university’s third president. This is an example of how energetic he was throughout his life. Etching in our minds the image of Shibusawa, who was always active and ahead of his times, I will take resolute action to overcome the COVID-19 and climate crises in order to realize a truly sustainable Tokyo founded on outstanding diversity. Action is the path to hope. I ask for the understanding and cooperation of the members of the Assembly and the people of Tokyo.

Including the matters which I have already referred, a total of 100 bills have been presented to this regular session of the Tokyo Metropolitan Assembly including 32 budget bills and 48 ordinance bills, to be deliberated among Assembly members.

This concludes my speech to the Assembly. Thank you.

*This article is also available in other languages. (日本語／中文／한국어)