Policy Speech by the Governor of Tokyo, Yuriko Koike, at the First Regular Session of the Tokyo Metropolitan Assembly, 2018

In opening the first regular session of the Tokyo Metropolitan Assembly in 2018, I wish to relate my basic stance on future metropolitan administration.

On February 4, Honorable Citizen of Tokyo and plastic artist Kunitami Mitsuhashi passed away. I would like to offer my sincerest condolences to his family. May he rest in peace.

1. Introduction

Tokyo stands at a major turning point

The city of Edo was renamed Tokyo in 1868, the year Japan began walking the path to modernization amid an encroaching wave of colonization driven by western countries. “Tokyo” took its historic first step as the new Meiji government issued its Charter Oath, which stipulated “knowledge shall be sought throughout the world” as a key policy, and advanced outward-looking reforms, such as developing modern western-style government systems.

Now, 150 years later, the time has come for us to once again take a close look at the current state and future of our country, as well as what is happening around the world. In Japan, after experiencing a post-war “population bonus period,” in which the rising population strongly supported economic growth, we are now entering a “population onus,” in which a shrinking working age population has a negative impact on the economy, endangering sustainable growth and preservation of the social security system. Looking at the rest of the world, global competition continues to show signs of intensifying through factors such as the significant reduction in corporate tax rate in the United States and rapid advances in AI technology. And, amid rising tensions with North Korea, the possibility of a military confrontation still exists. To overcome the harsh circumstances facing Tokyo and Japan at home and abroad, we must go beyond past efforts and do what needs to be done. Just as when Tokyo took its historic first step as a sense of crisis shrouded the country, the city now stands at a major turning point.

Time for Japan to unite to face challenges

That is why we must now boldly rethink how Tokyo and the country should be run. Now is the time for the central government, of course, and all local governments, including Tokyo, to fulfill their respective roles and unite nationwide to face challenges. But it seems as though there is little enthusiasm for debating the country’s future from a medium to long-term standpoint, as well as a bird’s eye perspective, and only introverted debate focused on the immediate future is being advanced. The recent revision of criteria for calculating the redistribution of local consumption tax and the capping of admission capacity at universities located in Tokyo’s 23 special wards typify this inward-looking trend, and are nothing more than an attempt to take away Tokyo’s fair share of the domestic pie. It is impossible not to have strong concerns regarding the central government’s stopgap measures, which force problems into the “Tokyo versus rural areas” scheme without deepening fundamental debate on issues such as how to resolve the lack of financial resources in rural areas and achieve their revitalization, and to establish a vision for college education.

The approach now needed by our country is to fully bring out the strengths of a united Japan and emerge victorious in global competition by having Tokyo act as a powerful engine and also leveraging each region’s individual strengths. Just as the Tokyo 1964 Games acted as the driving force for the country to unite and achieve rapid economic growth, using the Tokyo 2020 Games as the springboard, we will demonstrate even greater strides to realize sustainable growth as a mature country that leads the world. Very little time remains to achieve this in the run-up to the Games, and with a decline in Tokyo’s population close at hand, unless we look at issues from a historical standpoint and immediately take drastic measures, Tokyo and Japan will undoubtedly be lost to the maelstrom of change.

Fulfilling Tokyo’s mission

Under such urgent circumstances, I believe that we should focus on the “people” who have continuously supported the development of Tokyo over the past 150 years. I hope to provide opportunities for Tokyo citizens of all ages and backgrounds to actively participate in society, and heavily draw out their dynamism to serve as the wellspring to fundamentally overcome Tokyo’s challenges.

To that end, centering on measures to respond to waiting lists for child daycare and the super-aging society, we will broadly implement measures that focus on the “people” such as measures for work-style reform and human resource development. By tirelessly working to invigorate industry, including improving the earning power of small and medium-sized enterprises (SMEs), and also going after new growth areas, we will bring about an economic growth that the people of Tokyo can truly feel. Furthermore, to ensure the safety and security of Tokyo -- the foundation for vitality and growth -- we will thoroughly advance the strengthening of measures in areas such as disaster preparedness and public safety.

In the lead-up to the Tokyo 2020 Games, we will quickly ramp up initiatives to realize the three faces or “cities” of Tokyo I have pursued since taking office as governor -- a “Safe City,” “Diversity” (diverse city), and “Smart City.” We will fulfill Tokyo’s responsibilities as the nation’s capital, including translating further growth for Tokyo into growth for the entire country. To that end, while closely working with the central government and other prefectures, I will steer Tokyo with renewed determination.

2. Policies and a budget to fulfill Tokyo’s mission

Strengthening of policies to realize the three cities

We will face mounting issues head-on, and lay a firm foundation for growth that continues into the future. The “Strengthening of Policies to Realize the Three Cities” plan released last month outlines the specific steps to achieve this vision.

To further ensure realization of the three cities, we have strengthened policies outlined in The Action Plan for 2020 based on the progress of the plan, the eight strategies that focus on “people” set forth in Key Policy Directions 2017, and other guidelines. Adding a new approach of “opening up Tokyo’s future using ICT,” with the support of the people of Tokyo powering us on, we will speedily advance along the even clearer path envisioned.

Fiscal 2018 budget proposal

We have also made the contents of the upcoming fiscal year’s proposed budget, which will facilitate numerous policies, even more well-modulated—attentive to where more spending is needed and where it is not. From the standpoint of ensuring that the mission entrusted to the metropolitan government is indeed carried out as we head toward a successful Tokyo 2020 Games and beyond, we have increased the general account budget for the first time in two years to 7.046 trillion yen, and have incorporated 407 new programs—the most ever. We have also incorporated new ideas that are deeply rooted in daily life and work on the ground through efforts such as reflecting for the first time ever program proposals submitted by Tokyo citizens and TMG employees.

Meanwhile, to maintain sound finances with an eye to the future, we conducted 1,086 program reviews, using new objective criteria based on evidence and other methods, and secured a record 87 billion yen budget for them. We will continue to thoroughly implement wise spending, which is indispensable to sustainable city management.

Through truly effective investment based on a medium to long-term perspective as well, Tokyo will serve as the engine to overcome difficulties faced by our country. Continuing to build on our wise spending efforts, I believe that we have been able to put together a budget proposal that will allow Tokyo to fulfill its mission as the capital. In such an environment, the central government has irrationally taken away Tokyo’s precious tax revenues through this round of tax system reform. Furthermore, as part of fiscal 2019 reform, the central government says that it will consider new measures concerning amendment of the inequality in distribution of local corporate inhabitant taxes—a matter that had already been settled. We definitely cannot overlook this situation. To address the enormous lack of financial resources faced by rural governments, based on the principles of decentralization, the direction we should pursue is to enhance sources of tax revenue according to each region’s role. In order to have this position reflected in the next round of tax revisions, together with the members of this Assembly, I will strategically and aggressively promote initiatives, while spreading understanding among the people of Tokyo, municipalities of Tokyo, and even other prefectures.

3. Enhancing the effectiveness of metropolitan reform with the Reform Plan for 2020

In addition to strengthened policies and a well-modulated budget, a functional and effective implementation system is crucial to ensuring the realization of the three cities in this difficult environment. To build this system we recently released a preliminary draft of the Reform Plan for 2020, which outlines our achievements to date and how to proceed with respect to “work reform,” “reform to enhance visibility,” and “system reform.” By having the TMG bureaus evaluate their respective programs and report their results, and add new programs as needed, every fiscal year through fiscal 2020 as stipulated in the plan, we will raise the speed and effectiveness of reform without fail, as well as further improve the ability of TMG employees to take the initiative with respect to reform.

The plan also contains the direction for implementing reform with respect to extra-governmental organizations. We will position extra-governmental organizations as members of the “TMG Group” to work alongside the metropolitan government to realize policies. Three parties -- the organizations themselves, TMG bureaus utilizing extra-governmental organizations, and the Bureau of General Affairs, which provides general guidance to the organizations -- will autonomously advance reform to change what needs to be changed and develop areas that need to be developed.

On this occasion, we also announced the implementation of the new Facility Service Improvement Project. The project aims to enhance the attractiveness of metropolitan-owned facilities such as parks, gardens, art museums, and zoos by further improving services for Tokyo residents. We will steadily work to allow as many people as possible to experience metropolitan policy that puts Tokyo citizens first, even at places they visit regularly.

4. Realization of a “Diversity” where people shine

In the Meiji era when Tokyo was born, under the “family system” that existed at the time, the position of women in society was not adequately recognized. Now, Tokyo’s further growth depends on the vitality of women, who forge paths in a range of fields. With contributing factors such as a high infant mortality rate, the average Japanese life expectancy in the Meiji era was around 40 years. Now, as we are on the verge of entering an age with a life expectancy of 100 years, the enthusiasm and experience of senior citizens are important assets for Tokyo. We will further bring out the dynamism and motivation of women, senior citizens, and all of the people of Tokyo to create a sustainable “new Tokyo” together. To that end, we will realize “diversity” (a diverse city) where everyone can lead vibrant lives.

Additional promotion of measures to eliminate child daycare waiting lists

Tokyo’s greatest challenge in promoting the participation of women in society is addressing child daycare waiting lists. Since I took office as governor, this is the issue I have devoted the most effort to, increasing the number of children using daycare services last fiscal year by 16,003—the largest increase ever. From this fiscal year, we will continue to raise our goal, with the aim to increase capacity by 60,000 children over the three years to the end of fiscal 2019. We will also be attentive to raising the quality of childcare and implement a wide range of policies to realize an attractive environment for child rearing.

As part of new initiatives, we will support facilities that take immediate action to accommodate one-year-olds, who account for half of the children on waiting lists. We will also create an environment where the parents/guardians of children on waiting lists can use baby-sitting services with peace of mind to go to work. We will also establish a system to subsidize companies that actively encourage employees to take childcare leave, support the taking of childcare leave for one year or more, and the smooth transition back to work, as well as promote the use of childcare leave by men.

The “Comprehensive Plan for Children and Child Rearing” outlines measures for building a society where people can feel at ease about becoming a parent and raising a child, including such measures to address childcare waiting lists. At the end of this fiscal year, we will announce the interim review of this plan, which incorporates the opinions of the people of Tokyo. I will also include measures aimed at putting a stop to the “cycle of poverty,” in which a household’s financial situation entraps the child in the cycle. With the support of all of society, I wish to advance initiatives to aid children and families raising children.

Toward an era with a life expectancy of 100 years

Realizing a society where senior citizens can live with peace of mind

To build a society where senior citizens shine brightly, it is essential to create an environment that allows them to age in place with peace of mind. In order to respond to growing long-term care needs, in particular, we will raise our target for building special nursing homes for the elderly, increasing capacity to 62,000 by the end of fiscal 2025, launch support for major renovations at long-term care health facilities for the elderly, among other efforts, and further enhance the foundation for long-term care services.

Concerning securing human resources in the field of long-term care, we will advance measures such as new support packages for caregivers that combine student loan repayment and training, as well as support for seniors to find employment in the field. We will also promote the use of robots and other next-generation devices, which aim to reduce burdens on caregivers and improve the quality of life of those admitted to facilities.

In 2025, the number of seniors with dementia in Tokyo is also expected to increase by about 40 percent over 2016. Therefore, in cooperation with a TMG research institution, we will renew efforts to support municipalities in developing early detection systems and support programs and to spread the use of care programs to improve behavioral and psychological symptoms exhibited by dementia patients such as depression and refusal of care. We will support the establishment of systems to provide seamless support to patients in their community from onset through moderate to severe stages of dementia.

Supporting senior citizens in taking on new challenges

I hope to create a society that enables motivated senior citizens to always have a sense of purpose and take on new challenges both academic and professional in nature. To realize a university that facilitates lifelong learning or a “university for the centenarian age,” we will establish the Tokyo Metropolitan University Premium College (tentative name), which will enable many seniors to apply themselves to study and interaction. To ensure the program serves to enrich the lives of participants, while also offering opportunities for interaction with younger students, the university will begin trial courses starting in October and welcome the inaugural class next spring.

Working to expand employment opportunities for senior citizens, in addition to creating a “senior intern” system where senior citizens can work and acquire skills as interns at companies, we will implement comprehensive measures, including holding employment fairs and providing opportunities to learn in preparation for reentering the workforce or finding new employment after retiring, and support seniors’ renewed participation in society.

For a society where people with impairments can shine

We will also focus efforts on initiatives to support people with impairments. We will work to expand stations providing visiting nurse services for home healthcare that enables children with impairments who require medical care to receive the appropriate support and lead positive daily lives. In addition, we will further enhance support for children with impairments and their families through measures including assigning nurses to the school buses of metropolitan special needs schools for the physically impaired to provide assistance during the commute if needed.

Working to realize independent lives for people with impairments, we will advance efforts taken by society as a whole for employment, including collaboration among medical institutions, employment support agencies, companies, and others to support people with mental impairments in finding and staying at their jobs. We will also provide support for companies working to increase employment of people with impairments, while also working to grow their business. This includes support to help raise productivity and to prepare an appropriate working environment and skill development training for employees with impairments. Through multifaceted measures that support the vibrant participation of individuals with impairments, we also hope to contribute to the future creation of social firms.

By the end of this fiscal year, we will formulate a new plan that establishes new targets for support for children with impairments, in addition to developing community infrastructure and strengthening support for finding employment. While following this plan to respond to changes in the environment for people with impairments, we will work to further enhance measures to support the impaired.

Creating a barrier-free environment where everyone can sense “kindness”

Looking ahead to the Tokyo 2020 Games, we are taking a comprehensive approach to creating a barrier-free environment where everyone, including senior citizens, people with impairments, and foreign tourists, can sense kindness. Centering on more extensive barrier-free upgrades to roads, we will promote a range of improvements that incorporate the opinions of individuals with impairments, including installation of platform doors and elevators at railway stations, barrier-free improvements to lodging facilities, and replacement of Japanese style toilets with western style toilets. As a legacy of the Games that befits its hosting by a now mature Tokyo, we will advance urban development to realize a truly inclusive society.

Cultivating future talent at schools where children and teachers shine

Focusing on our children, who will take on Tokyo’s future, we will strategically advance the cultivation of those who will lead the era and the world. At 10 metropolitan high schools, classes in which students use their own smartphones and other devices for effective learning will be conducted on a trial basis, with the records of such efforts serving as big data to study measures that could lead to more tailored guidance. We will also work to reduce long working hours for teachers, including making administrative duties more efficient through ICT. In the future, we hope to realize the “Tokyo Smart School Vision” in collaboration with the municipalities to further enhance school education using cutting-edge technologies.

Concerning the programming curriculum to be introduced to all elementary schools from the 2020 academic year, we will further advance testing of effective teaching methods in collaboration with companies and others, and spread good teaching practices to all public elementary schools in Tokyo. Concerning English, which will also become an official elementary school subject from the 2020 academic year, we will begin posting English teachers to schools starting next year, and effectively cultivate the four skills of listening, reading, speaking, and writing from the elementary school stage.

We will also properly respond to issues such as education inequality, long-term absenteeism, and school maladaptation right after a child enters school. We will prepare an environment where children can learn regardless of their household’s financial situation through efforts such as expanding the terakoya programs at metropolitan high schools, which aim to instill fundamental academic skills, and providing new academic support for junior high school students to help them advance to high school. We will also give support to municipalities establishing “special schools for futoko (long-term absentee) students” to serve as places for them to learn, and work to develop a consistent curriculum that covers children ages five through the lower grades of elementary school, as the first such initiative of this type in Japan. Furthermore, in accordance with the Plan to Promote Work-style Reform at Schools, which we recently announced, we will closely look at the physical and mental well-being of teachers, and work with the Board of Education to create school environments where both children and teachers can shine.

Work-style reform will be the key to sustainable growth

In this era of population decline, work-style reform, which will contribute to the employment of women and senior citizens and lead to increased productivity, is the key to fully drawing out the strengths of each and every individual and realizing sustainable growth. In a recent survey conducted on the “Flex Time Biz” campaign we launched last year, over 70 percent of respondents said that they were familiar with the concept, and I also felt a positive response to this effort. To instill this concept as the new “normal,” by extending the campaign period in the next fiscal year and employing creative methods to encourage even more companies to participate, we will further advance Flex Time Biz through public-private collaboration, and also have this lead to easing overcrowding on trains.

Telework, which will advance work-style reform, still has far to go with only 6.8 percent of Tokyo companies with 30 or more employees having adopted telework in some form at the current time. With the aim to raise this percentage to 35 percent by fiscal 2020, we will further encourage the use of telework by providing detailed support to meet the needs of companies, and efforts including promoting the establishment of satellite offices in the Tama area, which will also be effective in relieving commuter train crowding.

Toward effective measures to prevent passive smoking

Taking into consideration that Japan is a signing party to the WHO Framework Convention on Tobacco Control, an international treaty created with the objective of protecting people from health and other consequences of tobacco use, and that the WHO (World Health Organization) and IOC (International Olympic Committee) are promoting a “smoke-free Olympics,” we must firmly advance effective measures to prevent passive smoking. Last year, an ordinance proposed by members of the Assembly to protect children from passive smoking was approved. While closely watching the movements of the central government, the TMG was also aiming to present a bill at this regular session of the Assembly for an ordinance to protect the health of the people of Tokyo and fulfill our responsibility as the host city of the Tokyo 2020 Games. Although the central government recently announced its approach again, major changes were made to key portions and detailed information, including information on special exceptions for restaurants and bars, was not disclosed. To ensure that Tokyo’s measures are effective, and to avoid causing the people of Tokyo confusion, we must align our measures with that of the central government. Therefore, we will continue studies on our bill, while confirming the direction taken by the central government, and also respecting the opinions of the municipalities.

5. Realizing a safe, secure and vibrant “Safe City”

We will advance measures in both tangible and intangible forms to realize a “safe city” where citizens can lead active lives while feeling safe and secure.

Building an earthquake-resilient city

Further promotion of utility pole removal

With a system for promoting the removal of utility poles developed through establishment of an ordinance and fund last year, we will continue to steadily push forward with this initiative by formulating a plan tentatively called the “Utility Pole Removal Plan” within this fiscal year, which is based on the ordinance. Along with this effort, we will provide support to the municipalities in formulating plans to advance utility pole removal, initiating work on narrow roads, and introducing low-cost methods. It is projected that 43 special wards and cities will use our support in the next fiscal year, accelerating efforts on municipal roads. Having the citizens of Tokyo actually perceive how this has made roads used in daily life safer with enhanced disaster mitigation functions, and has improved the landscape as well, will lead to further advancements in the removal of utility poles.

Fire-resistant and seismic-resistant communities

In order to build communities that are fire resistant and seismic resistant, we need to urgently make districts with close-set wooden houses fireproof. To that end, we will advance not only the elimination of vacant houses, but also measures that incorporate new concepts such as using metropolitan land to promote the move of land rights holders while maintaining their communities.

With regard to the earthquake-resistance of houses, we have been providing focused support to districts projected to incur severe damage, such as areas with a particularly high concentration of old wooden buildings. As such efforts are now steadily underway in those districts, support will be expanded to areas outside those districts, with the aim of achieving by fiscal 2020 an earthquake resistance rate of 95 percent for houses.

Accelerate disaster preparedness measures together with citizens

Last month, we released an outline of the Safe City Tokyo Disaster Preparedness Plan, which will provide guidelines for advancing disaster preparedness measures together with Tokyo citizens in a speedy manner. Particular focus was put on ensuring that the plan works effectively through approaches such as making it easy to understand and announcing the progress of its initiatives every fiscal year. Taking into consideration the opinions of Tokyo citizens as well, we will unveil a completed version of the plan at the end of this fiscal year.

As I have mentioned before, women’s perspectives have not been sufficiently incorporated in disaster preparedness measures compiled in the past. The TMG’s new guidebook “Disaster Readiness Guide: Protect Yourself and Your Family” has been prepared based on the opinions of women, centering on experts and including volunteer fire corps members and Tokyo residents. The guidebook introduces disaster preparedness actions that you can incorporate into your daily life. We are preparing to distribute copies of this guidebook, starting next month, at metropolitan facilities and municipal offices, as well as places in your neighborhood like post offices and hair salons. We will also do more to enhance our disaster preparedness efforts. This includes starting seminars for women to learn the basics of disaster management, as well as training programs for fostering women who can take on leading roles in the event of a disaster, so that sufficient attention is paid to the unique needs of women, such as securing places within evacuation centers for changing clothes and breastfeeding. In addition, we will help spread the use of liquid baby formula in Japan.

Beef up public safety and counterterrorism measures

We are also going to improve our counterterrorism measures. In the run-up to the Tokyo 2020 Games, in order to strengthen protection in the waterfront area, which is home to Haneda Airport, some of the Games venues, and the Athletes Village, we will prepare to establish a special unit within the Metropolitan Police Department to be on guard against terrorist attacks from the sea. In addition, the Tokyo Fire Department will establish the Integrated Task Forces (tentative name) dedicated to responding to large-scale terrorist attacks and disasters, to boost its command and rescue capabilities.

We will also strengthen regulations on nuisances to Tokyo citizens. We plan to revise the TMG’s so-called anti-nuisance ordinance so that we can enforce regulations on malicious acts that are not covered by existing rules, including secretly taking photos and videos using increasingly smaller devices and online stalking via social networking services. Also, we will establish the Ordinance on Safety on Water to make it a punishable offense to use water scooters and other similar watercraft on canals and rivers in Tokyo in a way that is dangerous or annoying to others. We have presented both bills to this regular session of the Assembly in an effort to make our citizens feel safer. Your deliberations will be highly appreciated.

Upgrade healthcare and emergency medical services

We will also work to build a healthcare system that makes people feel secure. Last month, a report by an expert panel was released, describing what roles metropolitan hospitals should play in the future and how those hospitals should be managed to fulfill those roles. We will study their valuable proposals and those we can readily adopt will be incorporated in the next medium-term plan, which will be compiled at the end of this fiscal year. We will also give careful consideration to their opinions on hospital management.

With ambulance unit deployment rising to record highs, another urgent challenge would be to further enhance our emergency medical services. For quick arrival of rescue workers -- which is critical for improving the survival rate -- in addition to increasing the number of rescue units, we will combine approaches to stem demand and operate efficiently by promoting the use of our emergency medical consultation service and building an AI-based demand forecasting system. In this way, we aim to reduce the average response time to within seven minutes by the Tokyo 2020 Games.

Revitalize local communities

A shopping street bringing vibrancy to the local community is a symbol of the “Safe City” full of vitality. However, these local streets are facing difficulties, with more and more stores forced to close and remaining vacant due to diversifying consumer lifestyles and a lack of successors. To break through this situation, we must implement strategic measures while reviewing projects that have largely completed their roles. We will place priority on implementing measures that encourage the future development of these streets, such as assisting business startups by women and young people -- who will be the future proprietors of shopping streets, as well as supporting entrepreneurship and business succession that will lead to fewer vacant stores.

The number of vacant houses is also increasing every year. We will steadily take measures for keeping houses from becoming vacant and encouraging proper management and effective use of unoccupied properties, such as raising awareness on how such houses can be used, creating a system to match up owners and potential users, and promoting their public use, to help revitalize local communities.

6. Realize a world-leading “Smart City”

By becoming a Smart City -- a city leading the world in environmental policies and a global financial and economic center -- Tokyo will fulfill its mission of driving the sustainable growth of Japan as a whole.

Realize a smart energy city

Various measures for a zero-emission Tokyo

With the aim of realizing a zero-emission Tokyo, a city with no CO₂ emissions that leads the world in environmental policies, we will advance measures from various aspects.

We will work to popularize the use of zero-emission vehicles -- the next-generation vehicle set to take over the world -- while sorting out issues related to securing energy and developing infrastructure, as well as carefully paying attention to how to respond to changes in industry structure due to the shift to next-generation vehicles. For more widespread use of electric vehicles, we will start promoting the installment of chargers at apartments and condominiums. As for fuel-cell vehicles, we will continue providing subsidies for the purchase of such vehicles. The TMG will also spearhead activities in this effort, such as introducing electric vehicles when we replace old TMG-owned vehicles, and expanding introduction of fuel-cell buses to our Toei Bus fleet.

On Tokyo’s islands, we are advancing our “zero-emission island” initiatives. The model project for increasing the popularity of electric vehicles, which we conducted this fiscal year, will be continued on Hachijojima Island on a broader scale. Also, we will conduct a detailed survey on each island’s usage environment and geographical conditions for electric vehicles for their full-scale diffusion. We will carry out various other measures as well, including advancing studies on using only renewable energy to power the island by making the most of its rich natural environment.

Efforts must also be made in the area of urban development. Under the Tokyo Green Building Program, the TMG rates and makes public the environmental performance of large buildings over certain sizes. We will consider reorganizing the program so as to also cover the highest ranked “zero-energy building” rating as the first local government to do so. The TMG itself aims for that rating for the Tokyo Metropolitan Archives, which is now under renovation. With this and other initiatives, we will further promote eco-friendly buildings as part of our effort to make Tokyo a more energy-efficient city.

Post-Games urban development is planned for the Tokyo 2020 Athletes’ Village to turn this district into a smart-energy district using hydrogen energy. We will conclude a basic agreement with energy providers by the end of the fiscal year, and works will be started to lay hydrogen pipelines. We will also start specific studies on a project that will showcase Japan’s advanced environmental technologies to the world during the Games, including partial operation of the hydrogen supply system. As such, we will steadily proceed with our efforts for a future hydrogen society.

For further development of the Cap-and-Trade Program

The Tokyo Cap-and-Trade Program was introduced in fiscal 2010, and in fiscal 2016, total CO2 emissions from facilities covered by the program decreased by 26 percent over base-year emissions. To achieve the goal of reducing greenhouse gas emissions in Tokyo by 30 percent from the 2000 level by 2030, it will be crucial to reinforce measures for the program’s third compliance period starting from fiscal 2020. The year 2020 is also a starting point for the world to launch actions toward a post-carbon society based on the Paris Agreement. Against such a backdrop, from next month we will have experts study the details of how to bolster our emissions trading program from fiscal 2020.

Preserve Tokyo’s greenery

In the Grand Design for Urban Development, we made it a goal to maintain the total amount of greenery in Tokyo. To achieve this goal, it is important to conserve and utilize “productive green lands” (designated agricultural land). There are concerns that such farmland may sharply decrease, with much turned into residential land, after 2022, when owners will no longer have to manage those properties as farmland as 30 years will have passed since designation of much of the land. Therefore, the TMG will advance measures to preserve greenery, including providing wards and cities with subsidies to help them purchase such land to turn into parks, as well as opening farms for senior citizens to learn and enjoy farming, thus presenting a model of utilizing these properties in a super-aging society.

In November, with the attendance of a member of the Imperial family, we will hold the National Arbor Day Festival for the first time in Tokyo. Taking the opportunity of this event as well, we will build further momentum for nurturing and preserving greenery and work with the citizens to pass Tokyo’s greenery on to the next generations.

Strongly support the development of industries in Tokyo

We will strongly support further development of industries in Tokyo to ensure that the economy grows in a sustainable manner. To revitalize SMEs, which play a key role in that regard, we will build a system in which companies that have splendid ideas and technologies and seek to explore new markets can utilize the human resources and marketing capabilities of large firms to develop their innovative businesses. Also, we will support SMEs in introducing and utilizing advanced technologies such as IoT and AI to improve productivity and develop new products.

In addition, we are formulating a new vision covering about 10 years from 2019 to continue providing effective support to SMEs with due attention paid to medium- to long-term issues. We started discussing the matter this month with outside experts as well, with consideration given to the current situation and environmental changes surrounding SMEs. We will complete the vision by around January next year.

To make Tokyo a global financial city, we will begin implementing the specific measures raised in the vision we compiled last year. We will advance in a swift manner new initiatives that will zero in on essential issues. This includes preparing to establish, as a public-private collaborative effort, a PR organization that will accelerate activities for encouraging overseas financial companies to come to Tokyo, as well as introducing a Tokyo version of an emerging managers program that will cultivate emerging asset managers for revitalization of the financial sector.

Set up a reserve fund for construction of new rail lines, etc.

The railway network is infrastructure that supports the growth of Tokyo and allows everyone to travel in a comfortable manner. We will take concrete measures to further upgrade this network. In the fiscal 2018 budget proposal, we have included expenses for studying the possible construction of six lines, which have been recommended by the national government’s council for study toward construction. This includes the Tama Monorail’s extension to Hakonegasaki, which would be implemented by the TMG. In addition, an ordinance to establish a new reserve fund for financing the construction of the six lines and other programs has been proposed to this regular session of the Assembly. To ensure that we can use this fund effectively, we will accelerate studies on related issues, as well as discussion and coordination with relevant parties.

7. Accelerate measures for the success of the Olympic and Paralympic Games

Now that the year 2018 has started, we have only two years to go until the Tokyo 2020 Games. We are now at the stage of accelerating concrete steps to prepare for the Games through united efforts nationwide. We will rev up preparations, and raise enthusiasm for the Games, as well as for the Rugby World Cup 2019.

Steadily advance Games preparations

Last December, version two of the Games budget was unveiled, with the estimated total cost updated to 1.35 trillion yen. Of that amount, 600 billion yen will be borne by the TMG, and more than 90 percent of that will be secured by building up the Games reserve fund according to the fiscal 2017 supplementary budget plan. Also, we recently announced that the costs of projects related to hosting the Tokyo 2020 Games, including those for making Tokyo a barrier-free city, nurturing and using volunteers, and promoting the attractions of Tokyo and Japan, will total approximately 810 billion yen in four years. This presents the whole picture of the TMG’s investment in the future to further enhance Tokyo’s value. We will continue to press forward to deliver a successful Games and create a great legacy.

Last month, I attended the 2020 Games Top Leaders Meeting with representatives from the Tokyo 2020 Organising Committee, the national government, the Japanese Olympic Committee (JOC), and the Japanese Paralympic Committee (JPC) to confirm how preparations have progressed and how we will collaborate with each other at the working level. At the meeting, I briefed other participants on such matters as the status of new permanent venues constructed by the TMG, as well as our efforts to generate momentum for the Games. I also heard from the other organizations about their respective situations, and felt assured that Games preparations are right on track through united efforts across Japan. Volunteers are expected to play a significant role in the delivery of a successful Games together with the people of Tokyo and Japan. The TMG and the organising committee will separately begin recruiting a total of 110,000 volunteers in September. Along with volunteers for the Rugby World Cup, for whom calls will start earlier, we hope many people -- men and women, young and old, and those with or without impairments -- will come forward as volunteers. We will proceed with preparations to firmly establish a culture of volunteerism in Tokyo as a legacy of the Games.

Starting February 1, we have been calling for entries to the Tokyo Tokyo FESTIVAL, a part of the Tokyo Cultural Program conducted in the run-up to the Tokyo 2020 Games, with unique and unconventional ideas to be selected as core activities of the festival. Through TANDEM Paris-Tokyo 2018, which also started this month in Paris, we will widely promote the cultural attractions of the two cities to the world. We will continue to promote the activities of the cultural program within and outside Japan, and steadily proceed with preparations for the Games as a festival of culture as well.

Further build momentum for the Games

Fuel excitement over both the Rugby World Cup and Tokyo 2020

At the Olympic Winter Games PyeongChang 2018, intense competitions are taking place every day. The all-out performances of athletes from around the world greatly move and inspire us. I am cheering on athletes taking part in the Olympic Games, and also those in the Paralympic Games next month, praying that all of them can demonstrate their skills and strengths to the fullest. Near the Games venues, the TMG and the organising committee have jointly opened the Tokyo 2020 JAPAN HOUSE. The facility conveys the attractions of Tokyo and Japan, as well as the ongoing reconstruction of the areas affected by the 2011 Great East Japan Earthquake, to spectators and reporters from all over the world. We are also setting up live sites for the PyeongChang Games in both central and suburban Tokyo, as well as the prefectures hit by major earthquakes. Through these endeavors, I hope the excitement in PyeongChang will help fuel enthusiasm for Tokyo 2020.

We must not forget to build momentum for the Rugby World Cup, either. Next month, the presale of regular tickets by a drawing will finally start for the residents of the host cities, including Tokyo. Taking this opportunity, we will implement “city dressing” -- decorating our city with light pole banners and street banners to enhance momentum for the event. In the next fiscal year, in close collaboration with the 11 other host cities, the TMG will take further steps for fueling expectations toward this fast approaching global tournament, such as holding countdown events, including those marking 500 days, then one year until the World Cup, as well as conducting a wide range of PR activities through various forms of media.

Strongly support para sports

Tokyo will be able to become an even more mature city and realize a truly inclusive society by having the entire city rally together in strongly cheering on para athletes and making the Paralympic Games a success. Last month, the number of people who have registered for TEAM BEYOND, a project for supporting para sports, broke the 1 million mark. We will continue working to enhance enthusiasm for supporting para sports by such means as expanding opportunities to watch games, as well as effectively communicating information in collaboration with the mass media.

Also, the para sports exchange program between schools for children with special needs and elementary, junior high, and high schools will be expanded in the next fiscal year from boccia to also include sitting volleyball. By doing this, we will further deepen children’s understanding of people with impairments and also, promote para sports.

8. Dedicate efforts for development of the Tama area and Tokyo’s islands

Based on the Tama Area Promotion Plan and suggestions made by the Tokyo Treasure Islands Promotion Committee, we will accelerate our efforts to revitalize the Tama area and Tokyo’s islands. To further support the local municipalities’ regional development efforts, we are increasing the TMG’s comprehensive subsidy for cities, towns, and villages and allocating a portion to measures promoted jointly by the TMG and municipalities, such as those for addressing childcare waiting lists and spreading the use of electric vehicles. Last week, I met separately with each of the mayors of all cities, towns, and villages in Tokyo to exchange opinions. Based on the outcome of the meetings, we will continue to devote ourselves to the development of the Tama area and islands, which are home to 4 million people, by seeking to fully understand the challenges faced by each municipality and deepening cooperation in addressing cross-municipal issues.

This year marks the 50th year since the reversion of the Ogasawara Islands from the United States to Japan. We will conduct various events to commemorate this occasion. In addition, with the aim of enhancing the appeal of Tokyo’s islands, we will support the branding of tourism resources by sending experts and other means, and also help create new tourism businesses such as glamping (a portmanteau of “glamorous camping”), which has become popular in recent years. By exploring and bringing to light the attractive features that each island can be proud of and promoting them widely, we will turn Tokyo’s islands into “treasure islands” that fascinate and draw many visitors.

9. Market relocation to Toyosu

The TMG and the organization representing business operators at Tsukiji Market reached agreement on relocating the market to Toyosu on October 11 this year. Last weekend, I directly met with Tsukiji business operators, conveyed my gratitude, and exchanged candid opinions with them concerning the relocation. I would like to once again express my gratitude for their efforts that have made all this possible.

We exposed various problems surrounding the new market, and the relocation is now going to take place after certain measures are carried out to address these problems. I believe this process was necessary given that we must maintain a grand perspective looking 50 years and 100 years into the future when it comes to this market. We will continue efforts to enhance the public’s trust in Toyosu Market by steadily implementing additional works there. Also, we will actively conduct on-site events conveying the attractions of the new market, such as those held last week -- a tour of the market for promoting its appeal and a workshop. We will collaborate with the local ward so vibrancy will be created in Toyosu through the establishment of the “Senkyaku Banrai” shopping and entertainment complex and other means. To make Toyosu Market Japan’s core wholesale market, we will work together with market business operators, as well as local residents.

As for redevelopment of Tsukiji that leverages the area’s appeal to the fullest, discussion is continuing at the Tsukiji Redevelopment Study Panel, where experts are exchanging ideas freely. We hope to draw on ideas of the private sector to build a new Tsukiji on the foundation of Tsukiji’s traditions and the unique features of the district.

10. Closing remarks

The splendid performances of Japanese athletes at the Olympic Winter Games underway in PyeongChang are inspiring all of us. At the Paralympic Games that will follow the Olympic Games, let’s all cheer on Japanese athletes as they demonstrate their skills by going beyond their limitations.

When the PyeongChang Games are over, it will be our turn -- Tokyo 2020. Let’s rally all the power of Tokyo, and Japan, and work as a unified team to steadily advance preparations for the Games so that athletes can leave record-setting performances and the event will leave great memories and legacies for the people of Tokyo, Japan, and the world.

And then beyond 2020, we aim to make Tokyo a sustainable city where everyone shines. The Enhanced Policies for the Action Plan, which we recently compiled, as well as our fiscal 2018 budget plan, shows the path to achieving this mission amid the sweeping changes of population decline and a super-aging society. With the understanding and cooperation of the members of this Assembly and the citizens of Tokyo, we will carefully and boldly advance the “grand reform of Tokyo.” As I close my policy speech, let me once again renew my commitment to this. I wish to work together with you to open the way to a bright future for Tokyo.

Including the matters to which I have already referred, a total of 120 proposals have been presented to this regular session of the Tokyo Metropolitan Assembly, including 32 budget bills and 65 proposed ordinances, to be deliberated among the Assembly members.

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