Policy Speech by the Governor of Tokyo, Yuriko Koike, at the Third Regular Session of the Tokyo Metropolitan Assembly, 2017

In opening the third regular session of the Tokyo Metropolitan Assembly in 2017, I wish to relate my basic stance on future metropolitan administration.

1. Introduction

Tokyo evolved into a world-leading megacity after going through the process of post-war reconstruction and then high growth. Now, two unprecedented waves of change are poised to engulf our city. In Tokyo, the population is estimated to start shrinking in 2025, and in this year the baby boomers will be at least 75 years old. In preparation for this epic turning point, what should we do to realize the sustainable growth of Tokyo and Japan? How could we improve our health care, social welfare, and long-term care services so that people feel secure? We are facing a horde of issues that cannot be solved by policies that are just an extension of those that came before.

The key to breaking through this critical impasse lies in “people.” While paying careful attention to the needs of each resident of Tokyo and taking bold measures that go beyond conventional thinking, we must create a society that allows everyone -- men and women, young and old, and people with and without impairments -- to fully realize his or her potential. The enormous vitality that will be generated through this approach will be the driving force for surviving the sweeping changes and for continuing to grow toward a bright future.

The projected population decline is a serious issue, but we must turn this into an opportunity to realize a Tokyo where everyone can play active roles. Therefore, we formulated the Key Policy Directions 2017 in July for intense advancement of worthy policies that gain the support of the citizens of Tokyo and focus even more on “people.” While making full use of the resources of Tokyo, we will implement eight strategies for the realization of a Tokyo where people can live fully and shine. The strategies include making childcare services better and more attractive, creating a society where everyone can support each other, and nurturing talent who will build the future of Tokyo and Japan.

The Olympic and Paralympic Games Tokyo 2020 will be our springboard to the future and an opportunity to accelerate preparations for 2025. In the lead up to the Games, we will make each of the Tokyo citizens, who are the source of the city’s vitality, shine more brilliantly to lay the foundation for Tokyo’s sustained growth. To this end, based on the key policy directions, we will further refine, and advance, the policies for 2020 outlined in our action plan. I am determined to take Tokyo to further heights as a mature city that will continue shining in the global arena 50 years, 100 years into the future. Having entered my second year of office as the governor, I have renewed my resolve to achieve these goals. I will do what must be done, and at an even faster pace.

2. “Diversity” (diverse city) where people live and shine

What should Tokyo do in face of these two sweeping changes of population decline and a super-aging society? To allow Tokyo to continue generating vitality, I believe that it is essential to invest in people. Now, let me talk about the initiatives to be taken to that end.

Stepping up efforts to prepare for a super-aging society

With the population aging at an unprecedented pace here, we urgently need to build a comprehensive regional care system, which seamlessly provides senior citizens with medical care, long-term care, housing, and other services in the familiar surroundings of their communities. Seniors have played leading roles in driving the growth of Tokyo and Japan, and many of them are still eager to be involved in various activities. So, under the slogan of “lifelong participation,” we will also create a society where seniors can play fulfilling roles by continuing to learn or work throughout their lives. We believe that this will help seniors stay mentally and physically fit and also help communities in continuing to generate vitality.

One idea is to encourage exchange among people of different generations in the community through better use of vacant houses. Another is to create an environment that fulfills the desire of mature people to learn more. We will explore the forms that a super-aging society should take by going beyond what we have done in the past and considering new approaches from a broader perspective.

Meanwhile, we are working on the formulation of the 7th Health and Welfare Plan for Senior Citizens for the three years from fiscal 2018 to address immediate issues. Making Tokyo a place where everyone can continue to live with peace of mind through community-based mutual support. We will focus on efforts to prepare for a super-aging society by presenting concrete measures such as building a foundation for long-term care services, increasing housing for the elderly, and promoting initiatives for securing long-term care workers.

Additional measures for reducing children waitlisted for day care

Over my past year in office, my highest priority has been measures for reducing the number of children waitlisted for day care with the aim of drawing out the potential of women and providing good care to the young generation so that they can forge a bright future. The number of children using day care services increased by 16,003 from last fiscal year. We will steadily advance multilayered measures, for which we have allocated a significant budget, to achieve our goal of reducing the number of waitlisted children to zero by the end of fiscal 2019.

We have also recently compiled additional measures to flexibly respond to the actual situation on the ground. The upper limit of subsidies to help service providers rent buildings will be raised by also utilizing the national government’s new subsidy program. We will accelerate the use of ICT technology at childcare facilities to make their operations more efficient, and will not neglect efforts to enhance the quality of day care, including support for the introduction of baby sensors to prevent serious accidents.

Empowering women

Also, we will strongly help women take on active roles in society.

For female entrepreneurs who have promising businesses or business plans and could become role models for many women, the Tokyo Metropolitan Government (TMG) will provide programs for further honing their skills and opportunities to receive training overseas. We will also accelerate the development of startup support facilities for women, which provide on-site childcare. With these measures, we will provide support to female entrepreneurs.

To encourage women, particularly young women, to build a long-term career plan, we will hold the Forum for TOKYO Where Women Shine later on this year, inviting women who are working successfully on the frontlines. Comments and proposals made at the forum will be used to devise concrete initiatives.

Human resource development for future Tokyo and Japan

We will also actively invest in the development of human resources -- the source of future vitality.

At 20 metropolitan high schools, the Tokyo English Empowerment Project, in which students are given increased opportunities to use English in their school life to discuss current topics and in other occasions, started this month. The Tokyo Global Gateway, where children can acquire practical English communication skills through hands-on experience, is scheduled to open in a year, and it recently began taking reservations from schools in Tokyo.

With the working age population shrinking, we need to provide education that prepares children for a new era in which AI is employed. In cooperation with the Board of Education, we will conduct concrete studies, including how computer programming should be taught and how to nurture talent for Japan’s IT industry.

To provide better education, it is crucial to tackle problems at schools, especially at elementary schools. Class hours are increasing and the scheduled implementation of new education guidelines will further strengthen this trend. Given that this could impact the quality of education and force teachers to work long hours, we invited teachers to join us at the meeting of the Comprehensive Education Council last month to discuss the current state of elementary school education and its future form. In cooperation with the Board of Education, we will seriously tackle the issues of elementary school education, which forms the foundation for nurturing talent who will shape the future.

3. Realizing a “safe city” that protects the lives of Tokyo citizens

“Preparation” is essential to ensure the safe lives of Tokyo citizens. A major earthquake directly hitting the Tokyo area can occur any time. Natural disasters are causing severe damage, and international terrorism is posing an increasing threat. We must also pay attention to developments in North Korea, which is seriously undermining the peace of our country through repetitive reckless acts and nuclear tests. With these realities in mind, we will relentlessly work on measures in cooperation with the national government as well to establish safety and security with the spirit of “Be prepared.”

Further promoting “self-help,” “mutual-help,” and “public assistance”

To promote both measures for “self-help” and “mutual-help,” which are based on our resident’s understanding and support, and measures for “public assistance” provided by the TMG, we will formulate a project plan that is easier to understand. The plan, which is tentatively called Safe City Tokyo: Disaster Management Plan, will incorporate new perspectives, such as visualizing the effect of disaster preparedness measures, promoting women-centered measures, and lessons from the 2016 Kumamoto Earthquake. It will be released by the end of this fiscal year.

It is estimated that in the event of a major earthquake directly striking the Tokyo area, 5.17 million people will be stranded, unable to go home. So far, the TMG has taken such measures as calling for people to not return home en masse and securing temporary shelters. To further promote measures for stranded people, the TMG set up a panel of experts yesterday. The panel will discuss how such measures can be strengthened, including raising trends throughout society for people to help each other.

Preparing for floods and sediment disasters

Japan has been hit by large floods and sediment disasters in recent years. We will steadily proceed with the development of the Kannana-dori Avenue (Ring Road No. 7) Regional Underground Regulating Reservoir, which I inspected last month, and the designation of sediment disaster alert areas in about 15,000 locations. By implementing both structural and non-structural disaster mitigation initiatives, we will accelerate efforts for realizing a “safe city” that protects the lives of Tokyo citizens.

4. Toward a “smart city” that leads the world in financial and environmental policies

To create a Tokyo that remains sustainable beyond 2020, we must now build a solid foundation for growth.

Path to a global financial and economic center

Invigorating the financial sector, which is the lifeblood of economy, as well as small and medium-sized enterprises (SMEs), which support Tokyo’s industry, is the core component of Tokyo’s growth strategy.

Invigorating the financial sector through nurturing fintech businesses

To invigorate the financial sector, at the recently held National Strategic Special Zone Meeting for the Tokyo Area, we proposed that the tax reduction for companies less than five years old that meet certain requirements be expanded to also include asset management firms and fintech businesses. Starting in October, the TMG will support innovative business development by overseas companies with the aim of nurturing the fintech businesses in Tokyo. This is part of our efforts to realize our new vision for Global Financial City Tokyo, which is scheduled to be released this fall.

Through such measures, we will boost our efforts to attract or facilitate the business expansion of foreign fintech businesses, and bring about financial innovation. We hope this will help Tokyo move another step forward to becoming Asia’s top global financial city.

Enlarging opportunities for SMEs and long-established businesses

We will also pay due attention to the development of SMEs. Business Chance Navi 2020 is a platform that gathers information on tenders and other procurement opportunities spanning both public and private sectors and provides the data online. This fiscal year, the platform set up an electronic bidding system for the Tokyo Organising Committee of the Olympic and Paralympic Games and the TMG’s extra-governmental organizations, expanding contracting opportunities for SMEs. In addition to this, we will increase the number of coordinators and hold business matching sessions to step up our efforts to connect suppliers with potential clients.

The various skills and know-how of locally based long-established businesses also hold large potential for Tokyo. In the Edo-Tokyo Kirari Project, which shines light on such traditional assets of Tokyo and refines them into “Tokyo Brands,” we recently chose five initiatives that will serve as the models to drive this endeavor. We will hone these selections through marketing and other techniques, convey to the world the manufacturing skills and spirit rooted in tradition, and hope to develop new markets.

Aiming for a zero emission city

To realize sustainable growth, it would be important to aim to become a zero emission city, which produces no CO2 emissions, and seek harmony with the earth’s environment.

Further expanding the use of next generation vehicles

The world has started shifting toward vehicles with no CO2 emissions, with France and then the UK recently announcing plans to ban sales of new gasoline and diesel cars by 2040. As a city aiming to be the world leader in environmental policies, Tokyo will also work to further expand the use of eco-friendly vehicles such as electric vehicles and fuel cell vehicles.

To promote the popularity of electric vehicles, for example, the TMG is conducting a model project on Tokyo’s islands, where driving distances are shorter. This project is aimed at demonstrating the convenience and low cost of electric vehicles to expand their use.

To promote more widespread use of next generation vehicles, it would be also necessary to establish more infrastructure, such as power charging facilities at condominiums and other places, as well as hydrogen stations. We will take bold steps to create a future in which eco-friendly next-generation vehicles have replaced gasoline and diesel vehicles as an everyday means of transportation.

Making better use of hydrogen energy

To build momentum for more widespread use of hydrogen energy through public-private collaboration, the TMG, together with private-sector groups and municipalities in Tokyo, will launch the Tokyo Hydrogen Promotion Team this fall. In cooperation with many groups from both the public and private sectors that share this same goal, we will implement a range of initiatives for expanding the use of hydrogen energy, such as sharing data on best practices and disseminating common information.

In the Tokyo 2020 Athletes’ Village district, the TMG will build a community that will serve as a model for a hydrogen society. The project includes the first practical application of supplying hydrogen to residential buildings in Japan. Yesterday the private company that will conduct this energy project was decided. Work to install hydrogen pipelines will begin by the end of this fiscal year. The hydrogen supply system will be partially online during the 2020 Games, showcasing Japan’s advanced environmental technologies to the world.

Addressing climate change

As a major consumer of energy, Tokyo must take an active stance to address the global issue of climate change. Tokyo is a member of the C40 Cities Climate Leadership Group, and I am planning to attend a C40 meeting to be held in Paris late October. We will strengthen cooperation with the cities of the world to advance measures for climate change.

To further accelerate the reduction of CO2 emissions, the TMG will continue promoting the Tokyo Cap-and-Trade Program and other measures to enhance energy efficiency. In addition, in cooperation with other local governments and private businesses we will look into how we can expand the use of renewable energies.

Issuing the world-class Tokyo Green Bond

To realize a “smart city” that leads the world in both financial and environmental policies, we wish to increase ESG (environmental, social and governance) investment. This fall, the TMG will be the first local government in Japan to issue a green bond, the Tokyo Green Bond, to raise funds for environmental projects.

Recently, a globally reputed German ESG rating agency assessed the Tokyo Green Bond, stating that the projects to be financed offer added social and environmental value and that the sustainability quality is good. The TMG is the first local government in the world to obtain this agency’s rating on issuance of a green bond. A total of some 20 billion yen in Tokyo Green Bonds, the world-class bonds, will be issued. We hope to further deepen Tokyo citizens’ understanding of and support for the TMG’s environmental policies, and have this also invigorate finances and investment.

5. Preparation for the Olympic and Paralympic Games and Tokyo’s evolution

Taking the opportunity presented by the Olympic and Paralympic Games, we will enhance Tokyo’s maturity from various perspectives for the sustainable growth of the city beyond 2020.

Steady preparations for a successful Games

Since taking office, I have been thoroughly checking the appropriateness of the costs of the Games and the transparency of its preparations. Through reduction of construction costs for metropolitan-owned Games venues and other efforts, the view of not only delivering the Games successfully but also fully using its legacy for the sustainable growth of Tokyo came to be broadly shared. I think this is a significant achievement.

In May, the TMG, Organising Committee, national government, and relevant local governments agreed on the basic approach for division of roles and costs for the Games. I have asked the Organising Committee to step up its efforts to increase revenues. In addition, as one way to secure financial resources, Tokyo and the other relevant local governments have recently made a joint request for additional financial assistance from lottery revenues. Also, the TMG, together with the Organising Committee and the national government, set up the joint project management committee, which is tasked with managing costs and controlling project implementation more strictly. This is just one example of how the whole country is rallying together for 2020. We will accelerate concrete preparations for successful delivery of the Games.

The Musashino Forest Sport Plaza, which will host such competitions as badminton and wheelchair basketball, will open in November. I hope it will become a place where the capabilities and skills of the world’s top athletes remain forever carved in the memories of people. We will also work to make this new facility, together with the adjacent Tokyo Stadium, a major regional hub that contributes to the promotion of sports and the development of vibrant communities in the Tama area. A designated administrator for this facility has been proposed to this session of the Assembly. Your deliberation will be highly appreciated.

Although we had an unusual number of rainy days in Tokyo this past summer, addressing the summer heat will be a major challenge for the 2020 Games. We will take measures to mitigate the intense heat, including installing solar heat-blocking pavement on the courses for such events as marathon and race walk. We will also proceed with other preparations including strengthening measures against terrorist attacks -- which are frequently occurring around the world and should not be felt to be something that does not concern us -- as well as increasing provision of information in multiple languages in various parts of Tokyo. With less than three years to go until the Games, such initiatives will be advanced attentively and at an even faster pace.

Building momentum for the Game

We will also further boost the all-Japan spirit of unity for the Games. In particular, we will focus even more efforts on initiatives to introduce the fun of para-sports, such as the Challenge Sports! TOKYO event I recently attended where I was able to try wheelchair badminton and other para-sports first hand.

Creating nationwide solidarity that encompasses the areas that have been affected by natural disasters is also essential. The flag tour, which has already visited areas throughout Tokyo, areas that have endured natural disasters, and cities where Games venues are located, will now proceed to cover the entire country following two north-south routes. As with the recent “Tokyo 2020 3 Years to Go” event, we will continue to raise enthusiasm for the Games by seizing upon important milestones and holding events such as the upcoming “1000 Days to Go” countdown events to be held in October and November.

Today also marks exactly two years until the Rugby World Cup 2019 kicks off. We aim to unite the momentum of both events so that the strong enthusiasm for RWC 2019 will lead to even greater excitement and powerful emotions at the Olympic and Paralympic Games to be held the following year.

The entire TMG will unite to actively promote the Host City Tokyo Project, which aims to deliver a successful Tokyo 2020 Games and generate further growth for Tokyo and Japan. This includes implementing the Tokyo 2020 cultural program (Cultural Olympiad), supporting areas that have been affected by natural disasters and showing the world their recovery, and utilizing cutting-edge technologies. Together with the people of Tokyo and Japan, we will strongly walk the path toward 2020 and the bright future beyond.

Consideration of an ordinance to address passive smoking

We must further promote measures to address passive smoking to fulfill our responsibilities as the host city for the 2020 Games and, more importantly, from the perspective of ensuring the health of the people of Tokyo. As the direction of the central government with regard to enacting legislation on this issue remains uncertain, the TMG recently set forth its basic stance for establishment of an ordinance.

As a general rule, the ordinance will ban smoking inside facilities used by numerous people. Consideration will be given to exempting small eateries and drinking establishments that meet certain specifications. The ordinance will clarify the respective roles to be taken by local governments, Tokyo residents, parents and guardians, and facility managers. Penalties will apply to violations by smokers and facility managers. Under this basic stance, we will advance close examinations of the contents of the ordinance under the firm conviction that we must protect the people, and while widely listening to the opinions of Tokyo residents, we aim to have the ordinance take effect by the start of the Rugby World Cup.

A legacy that demonstrates the city’s maturity

The Tokyo 1964 Games created a legacy that drove rapid economic development, including the development of infrastructure such as the Shinkansen high-speed railway line and metropolitan expressways. I hope to have the legacy of the Tokyo 2020 Games demonstrate Tokyo’s maturity as a city.

To achieve this goal, first, we must work on measures to “hide” infrastructure. Through the ordinance passed at the last meeting of this assembly for the elimination of utility poles, which comes into effect this month, installation of new utility poles along all metropolitan roads is now prohibited. Leveraging this ordinance, we will work with the private sector to advance the elimination of utility poles by supporting municipalities and developing technologies that lead to cost reduction, as well as conducting educational programs in conjunction with “Zero Utility Poles Day,” November 10.

An example of another measure we are advancing that will elevate Tokyo’s value by “hiding” infrastructure is a project to relocate the elevated metropolitan expressway in the Nihombashi area underground. With Tokyo striving to become a pleasant and comfortable, highly mature city, I believe that this project to relocate the portion of the expressway built over the historic Nihombashi Bridge for the first Tokyo Games in 1964, will become a symbol demonstrating Tokyo’s evolution. Taking advantage of the opportunity presented by the need to renew the aging structure, we hope to collaborate with the central government and Metropolitan Expressway Company Limited on the project, integrating it with urban development in the Nihombashi area to leave an elegant cityscape for future generations.

The second area we must address is creation of a society and cityscape that are kind to people with impairments and senior citizens. The Paralympic Games contribute to building a society and city that allow people with impairments and seniors to lead vibrant lives. In addition to measures to eliminate steps around the city, Toei Bus will be the first in Japan to use buses with an aisle that is mostly flat and free of steps, allowing anyone to smoothly move from the front to the back of the bus. The buses will be put into service next year, and we will also promote them outside of Tokyo as a new model for local buses.

The third area we must address is reforming work styles to raise work productivity. With the Tokyo 2020 Games, which will gather people from all over the world, on the horizon, we must advance efforts to reduce crowding on trains. We received support from some 320 companies implementing measures for flexible work hours and teleworking for the “Flex Time Biz” campaign held in July. With cooperation as well from railway operators in forms such as awarding various benefits to customers who commute during off-peak hours and increasing train service during these hours, the “Comfortable Commute Movement” is steadily expanding. This fall, we will recognize companies and organizations that have proactively engaged in these efforts with the “Flex Time Biz Promotion Award” and widely publicize their initiatives. In this way we will continue to encourage “Flex Time Biz” as a concept to raise productivity and establish a “new normal.”

Concerning teleworking, which is also effective in easing congestion during commuting hours, we will conduct seminars where participants can experience teleworking and implement model projects, aiming to spread this practice, especially among small and medium-sized enterprises. At the TMG as well, in addition to designating a monthly “Telework Day” starting this month, we will conduct a trial implementation of flextime to build a system for more flexible work schedules. By having the TMG lead the way in offering a variety of work styles, we hope to spread a highly productive work environment where anyone can work comfortably throughout Tokyo.

6. The Vision Tokyo Should Aim to Achieve

Grand Design for Urban Development

Tokyo will continue to grow and mature as part of the great legacy of the Tokyo 2020 Games. What should the vision Tokyo pursues beyond that point entail? The Grand Design for Urban Development, which was formulated on under the catchphrase “Creating Tokyo’s Future,” sets forth the new vision for Tokyo in the 2040s and policies to realize that vision.

Working toward urban development that will form the foundation for realizing the “Safe City,” “Diversity” (diverse city), and “Smart City” concepts, we are advancing specific initiatives based on seven strategies established from cross-sectoral perspectives and 30 policy directions. To clearly define our bold approach to advancing urban development, the plan sets forth challenges that must be addressed, including ensuring that there is no spread of fire when an earthquake occurs and maintaining the total amount of greenery in the city. While partnering with various players, including the people of Tokyo, private businesses, and municipalities, we hope to build a highly developed mature city that continues to generate new values, and pass on an even better Tokyo to our children who are our future.

Tama Area Promotion Plan

When considering the future vision for Tokyo, how we develop the Tama area, which possesses tremendous potential in the form of its concentration of research and development-oriented companies and universities, rich natural surroundings, and diverse tourism resources, is an important point of focus. Last week, we announced the “Tama Area Promotion Plan,” which presents the vision for the Tama area and direction for policies to achieve this vision. Like the Grand Design for Urban Development, the plan was formulated with an eye to the 2040s. We will enhance the road transportation network, aim to revitalize the area by promoting industry, and establish symbiosis with the rich natural environment. We will more effectively and thoroughly roll out measures in support of this vision while taking into account the characteristics of each Tama area community and their respective challenges.

Promoting the attractions of Tokyo’s “Treasure Islands”

We will also promote further revitalization of the islands. The Tokyo Treasure Islands Promotion Committee, which aims to rediscover hidden attractions, give them added value, and widely publicize them, is currently sifting out tasks to address after visiting islands and from other information. Tokyo’s islands have many specialty products and tourism resources, including fresh seafood and onsen hot springs, which will serve as strengths. Together with experts, we will conduct studies from a variety of perspectives to create a brand for the island area that leverages these strengths.

“Matchmaking tours,” where men and women looking to get married visit the islands by ferry, will start in Oshima this month and later be expanded to other islands as well. We will also implement initiatives to introduce people to new ways to spend leisure time, which leverage the nature of the Tama and island areas, including tours that use food to teach the history and culture of the Izu Islands to participants. In addition, we hope to create a broad range of opportunities for as many people as possible to experience the attractions of Tokyo’s “treasure islands,” including issuing this fall a travel voucher with added benefits such as discounts that can be used on smartphones when staying and shopping in the area, and in this way generate even greater vitality on the islands.

7. Aim for early relocation to the Toyosu Wholesale Market

Next, I will speak about relocation of the Tsukiji Wholesale Market to Toyosu. At the recent extraordinary session of the Assembly, you earnestly deliberated and approved the supplementary budget, paving the way for relocation of the market to Toyosu. We will now speed up initiatives for early relocation of the market to Toyosu, including additional construction to ensure the safety and security of the site and improvements to make facilities at Toyosu Market easier to use for tenants. In addition, we will continue efforts to gain the understanding and expel the fears of the people of Tokyo and business operators at Tsukiji Market, including clearly conveying accurate information. As part of these efforts, I recently toured the Toyosu Market with local residents.

We will steadily follow the necessary steps for relocation, including having the Expert Council check the effectiveness of additional construction measures when complete and filing an application with the Agriculture, Forestry and Fisheries Minister for approval of the market. By completing all of the required procedures to ensure the safety and security of Toyosu Market while conveying accurate information, I believe an environment acceptable to the wholesalers and local residents will be prepared. Concerning the specific time for relocation, we hope to arrive at an early decision by holding a number of discussions to seriously and carefully contemplate the matter, while also respecting the wishes of the business operators.

Meanwhile, in Tsukiji, following relocation of the market, we will advance construction of an aboveground section of Ring Road No. 2 and transportation hubs for the Olympic and Paralympic Games. Concurrently, an advisory panel to study redevelopment of Tsukiji will begin discussions on post-Games redevelopment of the area next month. We will advance staged studies on the specific vision for redevelopment, and while fully utilizing the strengths of the private sector, we will aim to begin construction as early as possible in the next five years.

Through these efforts, we will give shape to the basic concept and steadily push forward initiatives that will lead to sustainable growth for Tokyo.

8. Further implementation of metropolitan government reform

Promoting Reform for 2020

The essence of the grand reform of Tokyo that I have been promoting since taking office as governor is making metropolitan administration more transparent and realizing a metropolitan government that moves forward with the people of Tokyo. I believe that such reform is essential to realizing a Tokyo that continues to generate vitality and allows each and every resident to shine.

To that end, we have established the Reform Office, which I head, carried out a review of the costs to host the Olympic and Paralympic Games, one of my campaign pledges, and advanced reform of information disclosure and tendering systems, among other efforts. With the aim to make the process of drawing up the budget more transparent, we have even gone so far as to discontinue the so-called seito fukkatsu yosan system, TMG’s unique system to set aside a budget to accommodate requests by the Assembly members that were not included in the original budget draft.

This spring, we launched Reform for 2020, which takes these activities to the next level. Through a combination of three types of reform, work reform, enhancing transparency, and system reform, we are advancing metropolitan government reform from two approaches -- instilling a reform mindset and system reform. Especially, with respect to extra-governmental organizations, we are advancing a sweeping review of matters, including strengthening the functions of such organizations as institutions that execute the policies of TMG bureaus and reviewing how these organizations should be.

We will disclose the progress status of these reforms to the people of Tokyo at a meeting of the Reform Office. And, at the end of this fiscal year, we will formulate the “Reform Plan for 2020” (tentative title) to push ahead with reform over the next several years led by the Reform Office.

System for Tokyo residents and TMG employees to propose programs

In an effort to incorporate a wide range of opinions into the formation of policies, we will also introduce a means to have the voices of Tokyo residents and TMG employees directly reflected in the budget compilation process. We hope to collect proposals for programs aimed at solving pressing issues, such as support for child rearing and measures to address the graying population, submitted by the people of Tokyo, and utilize new ideas that cannot be found in government. We will also implement a system to allow TMG employees to suggest programs, regardless of whether or not the program is in their field of responsibility. Along with designing highly effective policies that leverage the experience and knowledge of each and every TMG employee, we will also have this contribute to further enhancing the reform mindset of employees.

9. Selection of honorable citizens

For the title of Tokyo Honorable Citizen, we have selected four candidates this year, physicist Mr. Akito Arima, alpine skier Mr. Chiharu Igaya, artist Ms. Yayoi Kusama, and actress and television personality Ms. Tetsuko Kuroyanagi.

In addition to his outstanding achievements in physics research, Mr. Akito Arima has made accomplishments in a variety of fields, including as a poet, President of Tokyo University, and education minister.

Mr. Chiharu Igaya is Japan’s first Winter Olympic medalist, and has contributed to the promotion of sports for many years as an International Olympic Committee (IOC) member.

As an avant-garde artist, Ms. Yayoi Kusama has long been active at the forefront of the art world, unveiling a constant stream of creative and original works in motifs such as polka dots and mesh-like patterns.

Tetsuko Kuroyanagi has been active on the frontlines of television from its pioneering days. She is also passionately involved in activities contributing to society, including serving as a UNICEF Goodwill Ambassador.

All four candidates are more than worthy of the respect and admiration of Tokyo citizens. With the approval of the Tokyo Metropolitan Assembly, we wish to award them the title of Honorable Citizen next month. The cooperation of the Assembly would be most appreciated.

10. Closing remarks

“Any woman who understands the problems of running a home will be nearer to understanding the problems of running a country." This quote was made famous by Margaret Thatcher, Great Britain’s first female prime minister. Both households and countries are formed by “people.” And, “people” are the key to understanding the respective issues faced at both levels. In this respect, I feel very reassured that a record 36 women were elected as Assembly members this summer. At the metropolitan government, we have also further advanced the placement of women in management positions. I believe that we have prepared an environment that will allow the views of women to be utilized and metropolitan administration that focuses on “people” to be implemented more than ever before.

As we now face the two major turning points of our time -- a declining population and a super-aging society, I think that it is vitally important for the metropolitan assembly and executive branch of the TMG to produce one prescription after another for these issues, as if in a race to find the cure. I truly look forward to continuing to work with all of you to leverage this opportunity to realize sustainable growth for Tokyo.

Including the matters to which I have already referred, a total of 31 proposals have been presented to this regular session of the Tokyo Metropolitan Assembly, including nine proposed ordinances and 15 proposed contracts, to be deliberated among the Assembly members.

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