Policy Speech by the Governor of Tokyo, Koike Yuriko, at the First Regular Session of the Tokyo Metropolitan Assembly, 2020

In opening the first regular session of the Tokyo Metropolitan Assembly in 2020, I wish to relate my basic stance on future metropolitan administration.

First, I will speak about our handling of the novel coronavirus. By holding the Crisis Management Council meetings and establishing the Tokyo Novel Coronavirus Response Headquarters, bureaus and offices at the Tokyo Metropolitan Government (TMG) and relevant organizations have been working closely to take swift action against the coronavirus disease 2019 (COVID-19). We have been taking a wide range of measures, including accepting some Japanese returnees from Wuhan City at metropolitan hospitals and hospitals run by the Tokyo Metropolitan Health and Hospitals Corporation, promptly setting up consultation desks and health care provision systems for Tokyo residents, temporarily accommodating the returnees who do not have a home in Japan at metropolitan housing, and opening special consultation desks for small and medium-sized enterprises (SMEs).

In addition, we have urgently requested that the national government, among other things, build up testing systems and ensure the stable supply of masks and other essential products. And, to support efforts on the ground, we have sent personal protective equipment for health care workers in China, following requests from Chinese organizations. Now, at this regular session of the Assembly, we have submitted a proposal for a supplementary budget that further promotes measures from the standpoints of strengthening measures against infectious diseases and minimizing the impacts of COVID-19 on our economic activities. The proposed supplementary budget, in conjunction with the fiscal year 2020 budget, will form a “13-month budget” to seamlessly implement measures from March to next fiscal year, and will promptly and widely advance measures, including strengthening the testing systems, securing systems at medical institutions to accommodate patients, stockpiling additional protective gear, and providing detailed support for SMEs and the tourism industry. Your deliberation is highly appreciated.

Regarding teleworking and off-peak commuting measures for the Tokyo 2020 Games, in order to prevent the spread of COVID-19, we will implement them much earlier than planned. So that we “practice what we preach,” the TMG will have all its employees at the main buildings cooperate in teleworking and off-peak commuting. We strongly request companies and other organizations to also take this opportunity to further promote remote work and staggered commuting hours.

The state of the COVID-19 epidemic has reached a new phase and remains unpredictable. We will continue to cooperate with the national government, the municipalities, neighboring local governments, and other relevant organizations, and together with the members of the Tokyo Metropolitan Assembly, will do everything in our power to ensure Tokyo residents’ safety and peace of mind.

1. Use the Paralympics to realize a truly mature city

Turn the clock back 60 years to 1960. A young Japanese doctor visits a hospital on the outskirts of London to study rehabilitation therapy. What he sees there are patients in wheelchairs playing basketball and working up a sweat. Impressed by what he saw at that hospital he devoted himself to popularizing disabled sports in Japan. That man was Dr. Nakamura Yutaka, known as the “father” of Japan’s Paralympics.

Bringing sports and persons with disabilities together was a great challenge at a time when the predominant view was that persons with disabilities should be recuperating. Dr. Nakamura’s passion, which led to the first sporting event in Japan for persons with disabilities and the first Japanese athletes taking part in an international tournament, helped to realize the Tokyo 1964 Paralympic Games, where the word “Paralympics” was used for the first time. Nakamura took the opportunity presented by the Tokyo Games to push for people with disabilities advancing into society by establishing employment facilities, partnering up with companies, and other initiatives. At a time when Japan was undergoing rapid economic growth, steady advances were also being made for a society where anyone, regardless of whether or not they have a disability, could play an active role in society, embracing their individuality and desires.

We, who are striving to use the Olympic and Paralympic Games Tokyo 2020 as a springboard for Tokyo’s further evolution as a city that achieves a balance between maturity and growth, must remember the bold challenges that were taken up at that time. If the 1964 Paralympics were the first step toward a society where persons with disabilities could shine, then the Tokyo 2020 Paralympic Games must be an event to further advance initiatives for an inclusive society, such as thoroughly establishing a barrier-free society both in tangible and intangible forms, where people support each other. Speaking at last month’s Panel for the Success of the Paralympics and Promotion of Accessibility, honorary advisor Mr. Tanigaki Sadakazu said, “What kind of society will we create? We cannot let our efforts end with the end of the Games.” After the Paralympic Games, unless we continue with our initiatives put in place for a better society, it won’t be possible for us to realize a truly mature society.

This time’s Tokyo Games must also be one that will further boost the value of the Paralympics. For a time after the 1964 Tokyo Games, the Paralympics were not held in the same city as the Olympic Games. It was only 32 years ago that the world began taking greater note of the Paralympics when they were once again held in the same city as the Olympics at the Seoul Summer Games in 1988. Which is precisely why Tokyo, as the first city to host the Summer Paralympic Games for a second time, is making thorough preparations for athletes and spectators to come together and generate excitement and inspiration never before experienced to ensure a Paralympics that will leave a deep impression on the world. This is my strong wish.

2. For the best-ever Olympic and Paralympic Games

At long last, the year of the Olympic and Paralympic Games, 2020, is upon us. We will guide not only the Olympics, but the Paralympics to a huge success, with the Tokyo 2020 Games becoming one that we can proudly showcase to the world. In the seven years since we won the bid in 2013, the Tokyo Metropolitan Government has been mobilizing all of its resources to vigorously push forward initiatives to achieve that goal. We are now in the final stage of Games preparations.

The final stage of Games preparation

With the completion of construction on the Tokyo Aquatics Centre at the end of this month, all of the TMG’s newly constructed permanent facilities will be ready. The final outline of Games expenditures was also released. While newly earmarking 10 billion yen for emergency response, the TMG’s share of the expenses was reduced to 597.5 billion yen due to the change in walk race venue and further review of expenses. Tokyo’s Games-related expenses also shrank to 776.6 billion yen. We will continue to cooperate with the Tokyo Organising Committee of the Olympic and Paralympic Games and other related organizations for further efficiency.

In order to ensure the safety and security of the Games, a disaster response drill was held the other day at venues including Ariake Gymnastics Centre. We will continue to conduct drills that include public safety measures, such as response to terrorism. We will take all measures possible to realize a Games that anyone can enjoy with peace of mind based on guidelines clarifying specific responses in each field, including cybersecurity and infectious disease response.

With regard to easing traffic congestion during the Games period, we established a council last month with related institutions and industry organizations in order to accelerate transportation demand management in logistics. By reaching out to SMEs and providing consultation that will meet their actual needs, we will accelerate initiatives that cover all parties from shippers to distributers. While also reviewing the results of the Winter Smooth Biz campaign carried out last month with the cooperation of Tokyo’s citizens and companies, we will continue to steadily work toward easing congestion.

We will also accelerate the Tokyo Tokyo Festival initiative in order to raise excitement for the Games from a cultural perspective. Centering on 13 special projects selected from over 2,000 domestic and international applicants, we will implement a myriad of unforgettable programs from exhibitions and performances at metropolitan cultural facilities, to traditional cultural experiences at the Tokyo Media Center and live sites.

Initiatives for the success of the Paralympic Games

To realize an inclusive society and the success of the Paralympics, we have been implementing a wide range of initiatives including the spread of para sports centering on Team Beyond, which has over 1.3 million people registered, promotion of accessibility based on expert knowledge, and establishment of an ordinance to accelerate creation of social firms. Many citizens have participated in events held to familiarize them with para sports. I hope we will continue to widely share the appeal of these sports.

We are widely distributing pamphlets to raise interest in the Games and leaflets about the Paralympic Marathon, which will be held on the final day of the Olympic and Paralympic Games Tokyo 2020, to rouse excitement throughout Tokyo. There were 390,000 applications for the first lottery tickets -- more than three times that of the London Games -- and applications for the second lottery exceeded 240,000. Our efforts are producing results. By all means, we will make it possible to have a Paralympics where seats are packed with excited spectators and, so that this excitement doesn’t end as a one-off event, we will promote initiatives that lead the mature city, Tokyo, to even greater heights.

Mobilize all of Tokyo’s resources to realize the best Games ever

Next month the Olympic Torch will at last be lit in Greece. After being displayed as the Flame of Recovery in Miyagi, Iwate, and Fukushima prefectures, it will then go around Japan as the Torch Relay, starting from the J-Village National Training Centre in Fukushima, which completely reopened last year. There are 156 days to go until the Olympic Games and 188 days to go until the Paralympic Games. We will spend each one of these days devoting our full resources to finalizing preparations for the Games that the whole world is looking so forward to seeing. It is my strong wish that in Tokyo in 2020, we, with the members of this Assembly and the people of Tokyo, will, without fail, deliver the best-ever Games that will live on in people’s memories forever. I would like to ask for your further support.

3. Using the success of the Games as a springboard to create a bright future

A strategic vision for Tokyo’s future to serve as a compass to a bright future

The strategic vision for Tokyo’s future was formulated last December to serve as a compass guiding us toward the successful delivery of the Olympic and Paralympic Games and the securing of a bright future for the years beyond 2020. The key to ensuring Tokyo’s continued growth into the future is establishing a society where “people” who open up the new era can greatly shine. This conviction led us to portray 20 visions for Tokyo in the 2040s in the strategic vision, with the underlying goal to create a Tokyo where people “shine,” and which is also “safe and secure,” “world-leading,” “beautiful,” “enjoyable,” and “makes advances through all-Japan efforts.”

Everyone leading active lives according to their personal style; Tokyo driving the global economy with the world’s highest productivity; and Tokyo in true co-existence and co-prosperity with all of Japan through deep regional ties across the country. Toward these visions, we will swiftly and strongly roll out about 120 “promotion projects” through active coordination and cooperation with the municipalities, private companies, NPOs, and other organizations. We must also steadily connect the legacy of the Tokyo 2020 Games to the future. By having these initiatives lead to the formulation of the new long-term plan next fiscal year, we will boldly carve out a bright future for Tokyo and Japan that strikes a balance between “growth” and “maturity.”

A New Vision for Metropolitan Government Reform for the TMG to achieve a further leap

Through advancement of the Reform Plan for 2020, which is done under the initiative of the employees, the TMG has achieved a number of results, including further progress in information disclosure and implementation of analyses and reviews of major programs. In April, two TMG policy collaboration organizations were merged to accelerate measures toward realization of sustainable Tokyo waterworks. We will continue to push forward reforms without relaxing our efforts.

Recently, a “New Vision for Metropolitan Government Reform,” which developed upon the Reform Plan for 2020, was released for the TMG to grow yet more as an organization that supports Tokyo’s bright future. In the next stage of the reform, we will work to establish “agility” that allows us to swiftly and flexibly respond to changes in the environment and needs surrounding the metropolitan administration, and “design thinking” that enables us to deeply delve into problems through the eyes of Tokyo citizens and constantly refine our policies and services. Taking into account the opinions of the people of Tokyo, we will compile concrete reform measures in an action policy.

The FY2020 Initial Budget Proposal to take a step toward the future

We will ensure the successful delivery of the Tokyo 2020 Games, build a legacy to be passed on to following generations, and take a strong first step toward the future portrayed in the strategic vision. To this end, a 7.354 trillion yen FY2020 Initial Budget has been compiled, which is the second largest budget after that of this fiscal year. This initial budget has again this year been compiled to appropriate funds where they are needed and reduce funds where they are not. The funds are mainly apportioned to programs that create Tokyo’s future, while full project reviews were able to secure 103 billion yen in fiscal resources.

With economic contraction due to a shrinking population and rising expenditures from a super-graying society projected for the future, it is vital that we generate sustainable growth through investment based on the strategic vision, while advancing sound financial management through more thorough project reviews under the reform vision. By establishing a more solid and flexible financial base from a long-term perspective, we will assure a bright future.

4. Standing by people and creating a Tokyo where they shine

Next, I will speak about Tokyo’s key policies. A Tokyo where everyone, from children to senior citizens, those with impairments, and foreign residents, carve their own futures and shine. To create such a city, we will strongly push forward policies with a focus on three themes that start with C: Children, Chōju (longevity), and Community.

Nurturing children and weaving a bright future

First, I will speak about measures for “Children,” aimed at bringing up children who lead the next generation and building a bridge to a bright future.

A Tokyo overflowing with children’s laughter

In the strategic vision for Tokyo’s future, the goal of achieving a 2.07 total fertility rate is set as one of the future visions for Tokyo. If we continue to experience decline in birthrates and social vitality diminishes as a result, we cannot hold prospects for a bright future. With firm determination to fulfill individual wishes to have children and stem the population decline, we will push forward to the creation of a city filled with children’s laughter and hopes.

The Tokyo Mom and Dad Support Project is a new initiative designed to reduce burdens on mothers after childbirth by dispatching babysitters and other child-rearing and housework helpers, and to help resolve childcare concerns by, among other things, sending advisors to households with one-year-old infants. Through the project, we will also eliminate the difficulties families with twins, triplets, and more multiple births experience by providing assistance when they go out and subsidizing their transportation costs.

Concerning daycare waiting list measures, which I have been tirelessly working on since taking office, the support currently given to daycare centers that use unfilled slots to admit one-year-olds will be expanded to TMG-certified daycare facilities, and we will also promote daycare that effectively uses natural environments. We will thus advance both the quantity and quality of daycare.

The introduction of open space on Toei Oedo Line trains last summer to support parenting has been expanded to seven train formations this month. To enhance convenience, some of these trains are running at the same times every day. While continuing to take the lead in creating a parenting-friendly environment, we will promote the “Team 2.07” movement as a joint effort with the municipalities, enterprises, universities, and other organizations to create a society that cherishes children.

A Tokyo where children have hopes, and grow and develop on their own initiative

We will establish a new educational model that develops children’s ability to act on their own initiative and supports their individuality and abilities. The integration of ICT in the classroom is the key to such a model; toward this end, we will launch the Tokyo Smart School Project to accelerate the provision of mobile devices and build high-speed communication networks, among others. In the future, we will utilize leading technologies, such as AI and big data, to provide each student with individually-optimized learning programs, with the aim to realize school education where no child is left behind.

As for the measure that effectively makes private high school tuition free, the scope of eligible households will be expanded to include those with annual incomes under around 9.1 million yen. We will also provide a new subsidy to help some high school education costs for families with three or more children under the age of 23 as a new initiative. With these measures, we will prepare an environment where each child can learn with peace of mind and fully grow.

Building a long-life society where everyone can shine at any age

Next, I will turn to measures on the second C, “Chōju.” In the era of the 100-year life, we will create a society where everyone can lead bright, active lives with peace of mind regardless of their age. I want to make “Chōju,” which means longevity, a universal word that symbolizes Tokyo.

To give a further boost to senior citizens’ employment, we will upgrade the Employment Support Project for Senior Citizens, which provides comprehensive job support for senior citizens, including job match-ups through the dispatched labor system and educational events. The project will also start supporting senior citizens who are looking to embark on their next career. With these measures, we will create a society where motivated senior citizens can lead active lives according to their aspirations and aptitudes.

At the Tokyo Metropolitan University Premium College (TMU Premium College), which offers continuing education for lifelong learners, applicants for the next academic year again far exceeded enrollment capacity. Starting this April, the “Advanced Course” will open for students enrolled this school year to continue with their second year of studies. By responding in such ways to each and every student’s high motivation for learning, we will support a rich and fulfilling student experience at the TMU Premium College.

In a super-aging society, how we cope with dementia is an extremely important issue. As a new initiative, we will build a scheme that allows trained dementia supporters to work in communities, and advance creation of an inclusive society where everyone can live comfortably. Furthermore, we will work for early diagnosis of dementia by making full use of leading technologies, such as building an AI (artificial intelligence)-based diagnostic imaging system by utilizing the big data available at the Tokyo Metropolitan Geriatric Hospital and Institute of Gerontology.

For the creation of a society where everyone can age in place comfortably, support for transport also plays an indispensable role. We will begin supporting the municipalities’ field tests for demand responsive transport which operates on flexible schedules and with non-fixed origin-destination points. Looking toward the future of public transport in communities, we will promote the development of a highly convenient transport network.

Enhancing Tokyo’s vitality through community revitalization

The third C stands for “Community.” People’s vitality is enhanced by connecting with each other. We will create a mature city abound with vitality, which embraces people and is rich in diversity and inclusion.

In October, we will establish a new foundation which takes on the responsibility of revitalizing communities in Tokyo through initiatives, including promotion of mutual understanding with foreign residents, who are rapidly increasing and diversifying in recent years, and instillation of a volunteer culture as the legacy of the Tokyo 2020 Games. The foundation will offer a multilingual one-stop consultation navigation service, promote the use of “easy (simple) Japanese,” and build a network to match up people who wish to volunteer and organizations that need their help. Centering on the foundation, we will accelerate efforts to create a society where diverse cultures coexist and everyone helps each other.

From the perspective of creating a Tokyo where people shine, we will also advance a new policy for housing, which is the base of our daily lives. Metropolitan housing serves not only as a housing safety net, but also as an important center that connects the community. The new Tokyo Salon for Everyone will open here to offer residents and their neighbors a comfortable place to stay and enjoy meals and social interactions. Through the salon, we will revitalize communities and also establish a relaxed way for people to look after others in their community. In April, Tokyo will be the first prefecture in Japan to start a system for reporting the management situation of condos, an initiative aiming for proper management of aging condominiums in Tokyo. Moreover, in the beginning of the new fiscal year, I will consult the Council for Housing Policy about our future housing policies, with the aim to draw up a new Master Plan for Housing by the end of next year.

Toward a society where everyone can display their individuality and abilities

In addition to the themes of “Children,” “Chōju” and “Community,” we will advance measures geared to the creation of a society where everyone can demonstrate their individuality and talents, and shine in their own unique ways.

The Tokyo Employment Service Center’s Women’s Employment Support Terrace helps women who had left their jobs to have and raise children utilize their abilities in the workforce again. It will be expanded to the Tokyo Employment Service Center in the Tama Area. We will also firmly support women who wish to shine in society by, among others, holding large events where women are presented with diverse workstyle options to discover their own potential. Moreover, we will implement a program that supports women in managerial positions in companies to develop their career and move further ahead. We will then ask those who completed the program to widely promote the appeal of taking active roles as leaders, which we hope will lead to the career advancement of many other women. Along with supporting female workers in managerial positions, we are building a cycle for establishing more women in leadership positions.

Regarding advancing the creation of social firms based on the ordinance adopted earlier, specifics regarding certification criteria and support measures are being developed right now. We will act speedily so that social firms, which enable those disadvantaged in the labor market to participate in the workforce, can be quickly certified.

Social inclusion is not limited to the working world. Last week, the Council for Educational Affairs met and discussed the theme of “the future of special needs education.” We will deepen our discussions so that everyone, whether they have an impairment or not, can receive education tailored to their individual needs. In addition, metropolitan parks have been developing inclusive playgrounds where all children can play. Next month, the first inclusive playpark with playground equipment will be completed in Kinuta Park. By partnering with the municipalities, we will expand the initiative to community parks.

Proposal of the Ordinance on Assistance for Crime Victims and Others

With regard to the Ordinance on Assistance for Crime Victims and Others, which has undergone an extensive study, after a careful review of comments submitted by Tokyo residents, we have submitted a bill to this regular session of the Assembly. Under this ordinance, we will roll out a wide range of measures, including financial support in the forms of solatiuma payments and provision of a subsidy for moving costs, a first for prefectures in Japan, and support for crime victims of foreign nationality. We will deliver close support to ensure that crime victims and their families can live with a sense of security.

5. A Tokyo with full safety and security

Next, I will talk about measures that will assure safety and peace of mind for Tokyo’s residents, which is the fundamental premise for people to shine.

Ensuring further advancement in disaster measures

In view of disasters caused by heavy rain that are intensifying each year, a new Action Plan for Heavy Rainfall was formulated last month to further advance safety and security measures. Based on this action plan, we will steadily advance ongoing developments including the Ring Road No. 7 underground regional regulating reservoir, and implement measures in response to last year’s typhoon experience such as installation of more river-level monitoring cameras and the upgrade of sluiceways in operation. Additionally, in an effort to have about 1.5 million cubic meters of reservoir capacity in operation by fiscal year 2030, we will embark on projects to build new regulating reservoirs for Shakujii River and Sakai River next fiscal year.

At the Tokyo Fire Department, a new “first responder team,” which arrives in flooded areas first when floods occur and swiftly carries out rescue activities, will begin operations. The Tokyo Fire Department will be the first fire department in Japan to introduce airboats capable of transportation over land. We will thus steadily strengthen our preparedness against heavy rain disasters that could occur every year.

Securing power supply during blackouts is a major challenge to the further evolvement of our disaster management measures. As such, we will support the placement of power generators and other such devices at local community centers that serve as focal points for residents to support each other during disasters. Moreover, we will support installation of emergency power supply at the municipal government buildings, where the disaster management headquarters will be set up, by subsidizing costs and dispatching experts. In addition, we will launch a new website to promote stockpiling at home for disaster preparedness. We will thus advance wide-ranging measures from the perspectives of self-support, mutual support, and public assistance.

Building a disaster-resistant city

Twenty-five years have passed since the Great Hanshin-Awaji Earthquake. To this day, I remember the scene in which fire instantly spread as fallen utility poles and collapsed buildings hindered evacuation activities as well as rescue and recovery efforts. The removal of utility poles, an undertaking whose importance as a measure for disasters was once again brought to the fore by last year’s typhoon, is now expected to be largely completed on metropolitan roads within the so-called center core area. The initiative has also been launched in the Tokyo Islands, and with regard to municipal roads, measures have been expanded by, among others, increasing subsidies for municipal roads that contribute to disaster management. Next fiscal year, a Strategy to Accelerate Removal of Utility Poles (tentative name) will be formulated. While enhancing collaboration with the municipalities and the private sector, and promoting developments in technology to cut construction costs, we will speed up work on area-wide removal of utility poles in the city.

To further promote town development to prevent the spread of fire, we will revise the Urban Development Plan for Disaster Resistance by the end of next fiscal year. Last month, we presented a draft of the plan’s basic policy which lays out a course of action that delves more deeply into finding solutions, including a flexible approach toward fireproofing buildings with no road access and renewal of close-set wooden housing areas to create an attractive streetscape. We will proceed to study concrete projects for the plan in coordination with the local municipal governments.

Furthermore, in order to facilitate post-earthquake rescue and recovery, we must bolster the seismic resistance of buildings along disaster response routes and ensure passage through these routes, which will become lifelines for these activities. We will further advance our efforts in this area through, for example, phased seismic retrofit of buildings particularly at a high risk of collapse and increased support for earthquake-proofing of tenanted buildings.

And, in order for us to strongly promote disaster-resistant town development, collaboration with the national government is also indispensable. Last month, we established a working-level council between the central and metropolitan governments to study the development of a disaster-resistant city. The council members will share knowledge and information with a broad range of sectors, including private organizations, with an aim to implement effective measures, including town development that will construct more high ground and further improvement of districts with close-set wooden houses.

Building a health care provision system that supports safety and security now and into the future

To create a Tokyo where everyone can receive high-quality health care services with peace of mind, we will formulate the Vision for New Hospital Management Reforms. Recently, in its preliminary draft, we explained the line of thinking that had led us to start preparations for the management of metropolitan hospitals and hospitals operated by the Tokyo Metropolitan Health and Hospitals Corporation under a local incorporated administrative agency. While considering views expressed by Tokyo citizens and stakeholders, and discussions in the Assembly, by the end of this fiscal year we will release the new hospital management reform vision which will set forth the future path for hospital management. We will devote our energies to building an efficient and effective health care provision system that can support the safety and security of Tokyo’s residents into the future.

Improvement of the transportation infrastructure that supports safe and unhindered movement

We will advance further measures to improve the transportation network that supports people’s safe and unhindered movement and draws out Tokyo’s vitality..

Systematically advancing the improvement of the railway network

As for the development of a railway network that leads to comfortable commutes and enhances the appeal of the Tama Area, recently, we decided to commence a feasibility study on extension of the Tama Intercity Monorail to Hakonegasaki. Additionally, with regard to railway lines such as Tokyo No. 8 Subway (Yurakucho Line), we mapped out courses of action in the strategic vision. We will continue to accelerate our talks and coordination with the national and local governments, railway operators, and other stakeholders.

Development of Ring Road No. 2 and creation of a bustling Tsukiji

Regarding our efforts to improve the road network, the aboveground section of Ring Road No.2 will open to traffic on March 28th. With the opening of this road, a transport depot on the site of the former Tsukiji fish market and the Olympic and Paralympic Village in Harumi will be connected during the Tokyo 2020 Games. Also, in May, the Tokyo BRT (Bus Rapid Transit) will begin pre-operations on the route extending from Toranomon to Harumi via Ring Road No. 2 to meet increasing transportation demand in the waterfront area. We will continue to advance initiatives aimed at the opening of the Ring Road No. 2 tunnel in FY2022, thus developing a new road network linking the waterfront area and city-center and ensuring smooth local transport.

As for development of the Tsukiji district, the dock area will be developed first prior to the start of full-scale implementation. While striving to invigorate boat transportation and giving consideration to connections with the outer market of Tsukiji Market, we will announce specific implementation policies within this fiscal year. Drawing on the initiatives of the private sector, we will quickly generate new dynamism in this area.

Bolstering the functionality of Haneda Airport

To enhance Tokyo and Japan’s international competitiveness and contribute to the smooth operations of the Tokyo 2020 Games, from late next month, the national government will add some 39,000 annual international departure and arrival slots at Haneda Airport. The TMG will newly establish a liaison system to share information with relevant local governments when new flight routes become operational. The TMG will continue to request the Japanese government for provision of detailed information and steady implementation of noise pollution and safety measures. We will work to gain the deeper understanding of Tokyo residents in order to enhance the functions of Haneda Airport, which is crucial for the future of Tokyo.

6. For a more beautiful and more enjoyable Tokyo that leads the world

While people, goods, money, and information converge in Tokyo from all over the world and new industries emerge one after another, a pleasant environment and rich greenery provide people with a comfortable and enriching lifestyle. We will work to create such a city of Tokyo that we can proudly present to the world.

Smart Tokyo: the technology to improve quality of life of Tokyo residents

Based on the Tokyo Data Highway, which will become the new core infrastructure, Smart Tokyo is our vision to fully draw out Tokyo’s potential through the power of digital technology. As we recently announced our implementation strategy to realize this concept, we will unfold services utilizing 5G, and other high-speed mobile networks and cutting-edge technologies in five preliminary implementation areas. Further, we will promote measures for digital shift in the city in a wide range of fields, such as education, disaster management, and industry, to improve the quality of life of Tokyo residents through technology.

In order to realize Smart Tokyo, the standard-bearer, the Tokyo Metropolitan Government, must also proceed with its own digitalization. By introducing cutting-edge technology, we will enhance our work productivity and efficiency, and provide administrative services from the perspective of the citizens of Tokyo. As part of this effort, we will utilize AI to provide a 24-hour, 365-day consultation service for our taxpayers. Also, we will accelerate introduction of QR code payment, which is currently being tested at the Ueno Zoo, and other cashless payment methods to Tokyo-owned facilities where many people visit.

Support the development of startups and SMEs

For a Tokyo that will drive the global economy, we will continue to make efforts to enhance our earning power. The products and services created by startup enterprises quickly grasp the needs of the times and contribute to overcoming social challenges. We will establish forums for exchange between the Tokyo Metropolitan Government and startups to fully utilize this power to promote public-private projects looking to find solutions to metropolitan government challenges, which will lead to company growth as well.

Also, in order for the next globally active unicorn (unlisted domestic startup with high valuation) to emerge from Tokyo, we will strongly support the overseas expansion of startups by encouraging them to participate in business conventions held in the world’s leading startup ecosystems such as Silicon Valley and Shenzhen, as well as exchange meetings where foreign corporations are invited.

According to the latest preliminary GDP figure, the Japanese economy has fallen sharply by an annualized rate of 6.3 percent. And there are also concerns of economic stagnation due to the impact of the novel coronavirus disease. In addition, SMEs facing rapid changes in the business environment, such as the declining population and the advancement of ICT technology, require not only financial support but also dynamic reformulation of the way assistance is provided. Starting next fiscal year, we will unfold the SME platform enhancement program to address tomorrow’s challenges and SME new strategy support program in order to enrich support for companies aiming to expand business orders through technology and service upgrades, and for industries exploring market expansion and ICT utilization. Furthermore, to realize smooth business succession, we will unfold various support for the sustainable development of SMEs, such as developing a fund to handle third-party succession through M&As and promoting an evolutionary succession of business that creates new innovations.

Also, in order to widely disseminate the charm of local shopping streets which form the center of local commercial activities and important core of the community, we will promote a wide range of activities aimed at revitalizing local industries, such as holding the "Great Tokyo Shopping Street Festival" around autumn.

Take action against the climate crisis

Global warming has been blamed as a cause of one of history’s largest forest fires that has been raging in Australia since September last year. The Tokyo Metropolitan Government has decided to make a donation for disaster relief to our friendship state, New South Wales, in light of the extensive damage caused by the disaster. In Japan as well, the effects of climate change, such as record-breaking heat and torrential rain, have extended to our daily lives, and we must acknowledge that problems surrounding the global environment are now reaching the tipping point. Tokyo needs to develop even more while protecting the lives and assets of the citizens, and leaving a legacy of beautiful water, greenery and air to the future. In the Zero Emission Tokyo Strategy, a roadmap formulated for this purpose, I have declared that I will take action to tackle the climate crisis head-on, together with the people of Tokyo, by developing effective measures. We will comprehensively roll out climate change mitigation and adaptation measures to realize a carbon-free society by developing and accelerating efforts in all areas, such as contributing to the reduction of CO2 outside of Tokyo, energy conservation, and expansion of renewable energy.

In response to international import restrictions, plastic waste disposal is an urgent issue that needs to be addressed. We will promote the proper processing of plastic waste by conducting a pilot project to establish a new domestic resource circulation route, and by supporting industrial waste processing companies in installing crushing facilities and other equipment.

Realize a beautiful Tokyo with abundant greenery

We will also proceed to build a beautiful urban environment rich in greenery. Last week, we announced proposed revisions to the Comprehensive Policy for Green Conservation, and the Development Policy for the City Planning Park and Green Space, the basic policies for the greenery initiatives. Based on opinions of the Tokyo residents, a new policy will be formulated early in the new fiscal year, and we will work to preserve green spaces throughout Tokyo using every opportunity in cooperation with the municipalities and the private sector.

In particular, it is very important to cope with the year 2022 issue, when the designation of many of the productive green land areas under the Productive Green Land Act will expire. We will stop the decline of green areas by providing new support for the efforts of municipalities to purchase productive green lands and utilize them as welfare farms and other such uses. We will widely engage in greenery conservation, such as also opening the Tokyo Agriculture Academy in April to promote utilization of farmland by training the people who will be the backbone of Tokyo’s agriculture.

Toward an enjoyable Tokyo thriving with new fascination

At this regular session, we proposed an amendment to the Tokyo Outdoor Advertisement Ordinance in order to promote the use of projection mapping to bring new enjoyment and liveliness to Tokyo's nightlife. New flexible operating methods based on the local rules and simplification of procedures to be taken to hold public events are the pillars of this initiative. The Tokyo Metropolitan Government will also hold projection mapping events in order to expand its use, and will also develop new tourism resources such as nightlife events to create a fascinating Tokyo that attracts domestic and international tourists.

7. Creating dynamism and vitality in the Tama and Island areas

We will create dynamism and vitality in the Tama and Tokyo Island areas through close cooperation with the municipalities that makes the most of the special characteristics of each location. We will open a startup support center in Tachikawa by June, with the aim to further draw out the strength of the Tama area, where universities, research institutions, and high-tech companies are concentrated. Going forward, we will proceed with efforts to establish a world-leading innovation area through industry-academia-government collaboration such as cooperation with the Industrial Support Square TAMA in Akishima and the industrial exchange base scheduled to open in Hachioji in 2022.

In the Tama area, in order to create an environment where people can work in close proximity to their residence, the Tokyo Metropolitan Government will newly proceed with an initiative to rent private facilities and provide them as satellite offices. Also, for stronger revitalization of the region, we will further expand telework in various forms, such as conducting a model project to popularize the concept of “workation,” teleworking while enjoying sightseeing and leisure activities in the Tama and Island areas.

To enhance the attractiveness of the Islands, we will continue to unfold the Tokyo Treasure Islands Project, which aims to refine and brand the characteristics of each of the 11 islands. In addition, we would like to bring a lot of vibrancy to the Tokyo islands by supporting sales of tour packages by travel agencies, which would allow easier access to the Islands for tourists visiting Tokyo on the occasion of the Tokyo 2020 Games.

Furthermore, we will promote a wide range of initiatives to realize areas that are appealing to both residents and visitors alike, such as considering the establishment of an immersive English education facility in the Tama region, similar to the Tokyo Global Gateway, which has gained a good reputation in the Tokyo waterfront area.

8. Tokyo advancing an all-Japan effort for true coexistence and co-prosperity

In addition to intensifying international competition, the recent impacts of the novel coronavirus are making the future of the global economy increasingly uncertain, and in order for Japan to continue its solid course, it is essential that all of Japan works together as one. By further developing relationships with regions around Japan and under a strong relationship of trust, we would like to accomplish the growth and prosperity of Tokyo, all parts of the country, and Japan as a whole.

As an example, for the utilization of domestic timber, which we are advancing with many prefectures, we will continue to make efforts such as installing wooden fences and examining the possibility of using this timber at TMG-owned buildings. In addition, we will advance measures such as providing subsidies for large-scale wooden buildings by the private sector and the development of centers to promote Tama timber and local timber from across the country.

Also, in order to steadily capture inbound demand, during the Tokyo 2020 Games we will hold food and product fairs featuring local specialties from all over Japan to convey Japan’s diverse attractions to visitors from around the world. We will work to continuously attract many travelers by collaborating with the rest of the country to advance initiatives such as strengthening the development of sightseeing routes that will connect Tokyo with various parts of Japan and lead to mutual trips.

9. Dreams and beyond

This year is the 180th anniversary of the birth of Shibusawa Eiichi, who served as the first director of Tokyo Yoikuin, a facility that supported orphans, elderly, and the disabled, and which was the predecessor to the current Tokyo Metropolitan Geriatric Hospital and Institute of Gerontology. He also dedicated himself to some 600 social contribution activities. His main philosophy was “public interest over private profit” and he is also said to have left us with the following maxims:

• Those without dreams have no ideals.
• Those without ideals have no beliefs.
• Those without beliefs have no plans.
• Those without plans do nothing.
• Those who do nothing produce no results.
• Those who produce no results have no happiness.
• Therefore, dreams are essential for those who pursue happiness.

This is the Yume Shichi Kun (seven maxims on dreams), expounding that one cannot be happy without holding dreams. Now, at this time when Tokyo and Japan are at a historic turning point with our country’s declining economic status, the wave of the fourth industrial revolution, climate change and a declining population, as these words suggest, we cannot grasp a brighter future without setting forth great dreams and ideals, and mobilizing our wisdom to realize them. About 120 years ago, an article predicting the future was published in a newspaper as the “prophecy of the twentieth century” and it depicted what at the time was just a dream, such as overseas communication by telephone and the invention of a machine to control the heat and cold. However, many of these visions are now real, thanks to the wisdom and efforts of our predecessors. History has proven that reality can eventually surpass dreams.

We will work toward the realization of the future raised in our strategic vision, and even though the hurdles may be high, we will work with unwavering conviction to perfect the strategies we need to take and achieve results one by one. To boldly take on challenges without being confined by how things have been done up to now is truly the Grand Reform of Tokyo that I have been advocating. We will strongly push forward with reforms that must be undertaken.

Including matters to which I have already referred, a total of 109 proposals have been presented to this regular session of the Tokyo Metropolitan Assembly, including 38 budget bills and 49 proposed ordinances, to be deliberated among the Assembly members.

In conclusion, may I again state that with regard to the novel coronavirus disease, we are entering a critical phase to prevent the spread of infections, as the first case among Tokyo residents was confirmed last week. Responding to the anxieties of Tokyo's residents by conveying accurate information while taking aggressive measures will lead to the safety and security of each and every one of us. With an even higher sense of urgency, we will swiftly and effectively implement specific measures.

Also, in order to prevent the spread of infection, the actions of each and every resident of Tokyo are extremely important. I would like to ask everyone again to follow basic procedures to prevent the spread of infection, such as proper handwashing and practicing cough etiquette. I would like to conclude my policy address to the Assembly by stressing my determination to work together with the members of the Tokyo Metropolitan Assembly and the people of Tokyo to prevent the spread of the disease by all means.

Thank you.

Please click here for the original Japanese speech.