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

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

Two assembly members have just been recognized by the Assembly for their many years of service. I would like to extend my sincere congratulations and deep respect to them for their outstanding contributions toward the development of the metropolitan government.

First, I would like to explain my views on the Tsukiji Wholesale Market relocation issue.

I understand there are various opinions on the matter; there are those in favor of relocating the market to Toyosu, as well as those who think the market should remain in Tsukiji. And, among those who think the market should be relocated to Toyosu, I am also aware, of course, that many Tokyo citizens feel that the safety of the Toyosu site must be properly guaranteed prior to the move.

The main reasons for my decision to delay relocation of the market to Toyosu were concern over the safety of the Toyosu Market and the need to confirm the results of two years of groundwater testing. The results, as you know, showed that the site has not attained the level of “decontamination” promised to businesses that operate at the market and the people of Tokyo by previous governors, as well as by a supplementary resolution passed by the Assembly. With angry businesses saying this is not what they were promised, the activities of the Expert Council have now been suspended.

However, the promise of “decontamination” was not made by the Expert Council. This promise was made by the former governors of Tokyo and the Tokyo Metropolitan Government (TMG). And, although the Assembly’s supplementary resolution is not legally binding, it is something that should be respected.

As the governor of Tokyo, I would like to apologize to all of the businesses at the wholesale market for not keeping that promise. Furthermore, I would like to apologize to all of the citizens of Tokyo for not being able to fulfill the promise yet, despite carrying out soil decontamination measures that cost as much as 86 billion yen.

1. Doing what must be done

Over the past 20 years, Tokyo’s position as Asia’s number one financial center has been lost to Singapore and Hong Kong. Tokyo is now lagging behind Shanghai as Asia’s logistics hub, and Incheon Airport is now the hub airport in Asia. A metropolitan government that simply carries on with what has come before will not be able to bring back the Tokyo that once overflowed with vitality. The “grand reform of Tokyo,” which I have been advancing since taking office as governor last August, is about restructuring Japan’s capital into a new Tokyo that will be sustainable in every conceivable area, including the economy, welfare, and the environment, well into the future. We cannot achieve reform that benefits the people of Tokyo or other such reforms by refusing to think outside the box or by making decisions based on the vested interests or collusion of a select few.

Changes are now occurring at such a rapid pace -- among them, the threat posed by a North Korea that has entered a “new phase” and the Brexit issue in the UK, which will hold its general election next week -- the international situation is also in turmoil. For Tokyo to claim victory in the global competition among cities and sustain growth within this climate, we must accurately grasp changes in trends and the environment, and boldly deal with mounds of issues, while maintaining a global perspective. We will do what needs to be done.

As the foundation for doing so, the TMG will commit to three principles -- putting the people of Tokyo first, information disclosure, and wise spending. We must change the nature of the metropolitan government, and based on this, together with the people of Tokyo, we will also advance a metropolitan administration that has a worthy purpose and obtains the understanding of the people to realize three new faces of the city -- a safe city, diversity (diverse city), and a smart city. Successfully achieving this grand reform of Tokyo is indeed my greatest goal as governor.

2. Taking metropolitan government reform to a higher level

Making information disclosure part of the TMG culture

Under the Reform Office, which I established as a means to change the structure of the metropolitan government just after taking office, TMG bureaus have, while working together in the spirit of friendly rivalry, reviewed policies and promoted a total of 486 autonomous reforms to improve services for the people of Tokyo and the efficiency of programs. We will continue to instill a reform mindset throughout the TMG -- from young employees to veteran employees -- and advance reform at an even higher level in the future.

To make metropolitan administration more transparent, we are submitting two ordinance bills to this regular session of the Assembly. Through an amendment to the Ordinance on Information Disclosure, we will abolish fees for viewing public documents and minimize fees for issuing paper copies of documents. We will also advance the free provision of data through the use of information and communication technology (ICT). The other bill for a new ordinance concerning the management of public documents positions proper management of public documents as the foundation for information disclosure and aims to ensure that documents are properly organized and stored, and destroyed in strict accordance with procedure, and that decision making and other matters are thoroughly documented. Levering these two proposed ordinances, we hope to further advance transparency to realize a metropolitan administration that is “open to the people of Tokyo and is advanced with the people of Tokyo,” and firmly instill information disclosure as a culture of the TMG.

The steadily changing metropolitan government

In the policy speech I gave in February, I explained that metropolitan administration reform would entail a comprehensive review of all existing structures, systems, and measures. Moving forward, we will now advance three new reforms. The first is “work reform.” This area of reform focuses on individual employees to broadly rethink work styles and the working environment, with the aim to raise productivity and achieve “life-work” balance. Enhancing visibility is the second area of reform. Costs, personnel, and results associated with major programs of each TMG bureau will be made more visible through figures, and productivity will also be compared to that of other cities and private companies. Through these efforts, we will review and improve efficiency of future measures, and conduct a fundamental review of our division of roles with extra-governmental organizations and private companies. These autonomous reforms, which had so far been conducted on the ground level, will be elevated to the level of management and strategic reform. The third area is system reform. Along with further strengthening initiatives for information disclosure and internal control, we will also work to bolster implementation systems by engaging in efforts such as reexamining the roles of extra-governmental and reporting organizations, and improving management tools such as personnel systems and systems to evaluate administrative services.

These three reforms are rooted in three concepts -- putting the people of Tokyo first, information disclosure, and wise spending. Using these concepts as a reference, and while also taking into account the opinions of young employees, each bureau will evaluate its own policies, operations, and other matters, and consider the future vision for the bureau. We will now position the Reform Office as the headquarters for integration of the three reforms. Initiatives have already been launched from April, and we will formulate a reform plan for 2020 at the end of this fiscal year to advance sustainable reform over the next several years.

Concerning the tendering system, we are also advancing reforms to secure transparency so the people of Tokyo do not harbor any doubts about the system. Based on the findings of hearings with industry groups, and after incorporating adjustments to implementation policy to give further consideration to small and medium-sized businesses, we will begin system reform on a trial basis from the end of this month.

Employees of the TMG charged with implementing these reforms are making it their mission to act from the standpoint of putting the people of Tokyo first, to broaden perspectives and always take on challenges, and to practice life-work balance, as they engage daily in taking new approaches for the realization of a Tokyo brimming with hope. Last month, we established compliance guidelines for TMG employees to follow to ensure that metropolitan administration continues to retain the trust of the citizens of Tokyo. Also, at meetings to discuss the future vision for Tokyo, which have been held three times to date, up-and-coming young people from various areas have proposed a number of broad ideas, providing us with considerable stimulation to open up a bright future. As metropolitan administration steadily changes, I will continue to lead TMG employees and strongly advance the grand reform of Tokyo to create the “New Tokyo” where everyone shines.

3. The wholesale market relocation issue

What should the metropolitan government be doing now to build a bright future for Tokyo? An issue symbolic of this question is the Tsukiji Wholesale Market relocation issue. We will consider a vision for the market 50 years and 100 years into the future from a grand perspective to arrive at a conclusion that is truly in the interest of the people of Tokyo and fulfils our responsibility to future Tokyo citizens as well. To that end, we should not focus solely on the issue of which location provides greater safety and peace of mind.

Of course, safety and peace of mind are the largest issues here. With the situation as it stands -- not having achieved “decontamination” of the Toyosu Market site -- we are advancing a thorough examination of the situation in line with our roadmap to see if safety based on legal and scientific evidence, and peace of mind coming from the understanding and conviction of the people of Tokyo, can be ensured. Other perspectives we must not forget are changes in the distribution environment that have occurred over the span of years that relocation of the market was debated, as well as the balance of cost and benefit to the citizens of Tokyo. The volume of marine products handled at Tsukiji Market has been decreasing year on year, and is now about half of that handled 30 years ago. Based on such changes in the environment, we must also consider the future economic rationale and sustainability of the market and reach an appropriate decision.

Both the Expert Council and Food Market Project Team have each conducted deliberations many times. The results of the soil contamination tests at Tsukiji Market were also released the other day. The Market Strategy Headquarters is currently undertaking an intensive and strategic comprehensive examination of the future vision for the market by laying out all arguments including such multifaceted analyses and the environment surrounding the market, while also hearing the opinions of businesses operating at the market, the distribution industry, producers, and other relevant parties. Based on its conclusions, as the head of the metropolitan government, I will make a comprehensive decision, a responsible decision, for Tokyo’s future.

4. Toward a successful Olympic and Paralympic Games

Division of costs and other matters

Continuing, I would now like to speak about the Olympic and Paralympic Games.

First, concerning information disclosure, last month, we released the Host City Contract 2020, following discussions with the International Olympic Committee (IOC), Japanese Olympic Committee (JOC), and the Tokyo 2020 Organising Committee. The host city contract was also made public for the London and Rio Games.

Next, I would like to talk about the division of costs and other matters. Taking our responsibility as the host city seriously, and making solid fulfillment of that role the cornerstone of our efforts, the TMG has led discussions with relevant parties and working teams formed with local governments. Yesterday, at a meeting of the liaison council with relevant local governments, the TMG, Organising Committee, central government, and local governments where competition venues are located, reached an agreement on the basic direction for the division of roles and expenses for the Games.

Concerning venues, for facilities owned by the TMG or other prefectures or cities, the TMG will bear expenses such as construction costs and leasing fees for temporary facilities to be used only at the time of the Games. Regarding Games operations, it was agreed that the TMG will bear the costs of transportation and security in areas around venues in Tokyo to minimize impact on the lives of the people of Tokyo at the time of the Games.

The relevant parties agreed on the basic concept for their sharing of respective roles and costs. The Organising Committee is projecting a 100 billion yen increase in revenue. The central government will bear expenses such as the costs of the Paralympics, as well as security and doping measures. In addition, through our close examination of the cost of the Games, projected to be between 1.6 trillion and 1.8 trillion yen, we have been able to reduce costs by over 100 billion yen from last December. I believe that such developments constitute major progress in gaining the understanding of the people of Tokyo regarding expenses.

This time, the TMG took the lead in coordinating matters as the host city, and an agreement was reached between the relevant parties. We will continue to work toward achieving further reduction of costs and greater efficiency, and while securing the necessary financial resources, we will responsibly support this agreement. Furthermore, to manage the progress of Games preparations under this framework, the TMG, Organising Committee, central government, and relevant local governments will work together to realize a concrete mechanism to strengthen cost management and budget execution and control.

Through this agreement, we have been able to firmly build the foundation for an all-Japan approach. All relevant parties will stand united in efforts to accelerate preparations to make the Games a great success.

People of Tokyo and Japan unite for a successful Games

I feel that the people of Tokyo and Japan are steadily coming together with us as we prepare for the Games. As part of the project to reclaim precious metals for the 2020 Games medals, more than 30,000 digital devices were collected at the TMG main building in the first three months. Some 52,000 people came to NO LIMITS SPECIAL, an event held over two days during the Golden Week holidays to convey the attractions of the Paralympic Games. More than 530,000 people have participated in TEAM BEYOND, a website for para-sport fans; we want to grow this into an even bigger team. Through these and other efforts, including initiatives taken by schools designated to support para-sports and the holding of boccia friendship matches among special needs schools, elementary schools, and junior high schools, we will build great enthusiasm for the Paralympic Games along with the Olympic Games. We will also leverage these endeavors to make our mature city even more advanced, including such measures as removing physical barriers for easier access and creating a society where people help each other.

On June 24, the national rugby teams of Japan and Ireland will play a test match. The Irish team is very strong and one of Japan’s pool opponents in the Rugby World Cup 2019. I am sure that the test match in Tokyo will allow spectators to see up close the world’s top level of strength, skill, and speed, and raise expectations for the 2020 Games as well.

The period from July 24 through September 6 is when the Olympic and Paralympic Games will be held in three years. During this period this year, we will step up momentum-building efforts, including programs featuring radio calisthenics, which everyone in Japan is familiar with, to impress upon people around Japan that this is the Olympic and Paralympic period. We will boost the Tokyo Cultural Program through a Tokyo-wide effort, by providing extensive support to activities in which many citizens can take part. Next year will mark the 150th year since Edo was renamed Tokyo in 1868. We think that celebrating this 150th anniversary of Tokyo with the citizens of Tokyo through various projects presents an opportunity to deepen their fondness for Tokyo and strengthen unity for the 2020 Games. Tokyo is in the global limelight as the host city for the Games. We will further enhance our endeavors to raise expectations among the people of Tokyo and Japan, and will definitely deliver a successful Games through a nationwide effort.

5. Steadily proceed with measures for a “new Tokyo”

Through the grand reform of Tokyo, I aim to realize the three new faces of the city.  We are also steadily advancing measures to achieve this goal and will accelerate such efforts together with the Tokyo citizens.

Safety and security generate hope and vitality

Getting prepared for a massive earthquake

It is said that the possibility of a massive earthquake directly hitting Tokyo or its surrounding area within the next 30 years is 70 percent. With a renewed sense of crisis that this can happen at any time, we will proceed with our efforts to build a city that does not collapse or burn.

A proposed ordinance to promote the removal of utility poles, which would be the first such ordinance for a prefecture in Japan, has been presented to this regular session of the Assembly. We will clarify how the removal of utility poles serves a worthy cause, such as its contribution to making the city more resilient to disasters and creating a beautiful cityscape, and will prohibit the new installation of poles on metropolitan roads. We will also collaborate with municipalities and advance the development of technologies to lower the costs of burying power lines and other associated costs. We will hold educational events and symposiums as well to deepen the understanding of Tokyo citizens about utility pole removal. As in the martial arts’ concept of “Shin Gi Tai” (harmony of mind, skill, body), we will employ citizen rapport, new technologies, and cooperation with relevant entities to accelerate the move to eliminate utility poles, which has been so slow to make progress.

In March, the TMG updated the development programs of the Urban Development Plan for Disaster-Resistance. While continuing to create firebreak belts, we will strengthen efforts to develop local roads for enhancement of disaster response -- roads that allow the passage of emergency vehicles and smooth evacuation and rescue activities -- as well as accelerate our efforts in Special Development Zones to Advance Fire Resistance (Fireproof Zones), in which extensive measures are taken to improve districts with close-set wooden houses. To realize by fiscal 2020 a “city that does not burn,” where no built-up areas are destroyed by the spread of fire, we will proceed with these measures while employing ingenuity to gain the understanding and cooperation of the local residents.

Those affected by a disaster are given strength by attentive measures that provide them with solid care to deal with the difficult circumstances they face. To that end, last month we launched a panel to study a range of matters concerning women, such as considerations needed for them to change clothes or nurse their infants at an evacuation center, in order to draw up a disaster preparedness manual that reflects women’s viewpoints. This panel is made up of women in various fields who are engaged in disaster preparedness efforts. At the same time, we are carrying out a program to nurture personnel who can lead the effort for measures from a women’s perspective. We will make Tokyo fully prepared for imminent dangers from both tangible and intangible aspects.

In April, I visited Kumamoto Prefecture, where a strong earthquake occurred one year earlier. Every time I visit a disaster-afflicted area -- including my visits to Fukushima, Miyagi and Iwate prefectures, which were hit by the 2011 earthquake and tsunami -- and see its current state, I renew and reinforce my determination to bring together strength from around Japan to accelerate recovery, and my awareness that this is precisely why the 2020 Games is the Games for Recovery. This month, in Kumamoto Prefecture, we will organize a business event that connects local food companies to department stores and other businesses in Tokyo, with the aim of promoting the delicacies of Kumamoto and expanding sales channels. The TMG will continue supporting the people of the disaster-hit areas so that they can live safe, secure, and sound lives.

Protecting Tokyo citizens against all threats

The other day, I inspected the operations of the Metropolitan Police Department, which is at the frontline of protecting the daily lives of Tokyo citizens, and renewed my resolve to do all I can to protect the lives and assets of Tokyo citizens as the governor of Tokyo. Turning our eyes to the world, we see the spread of threats that cannot be overlooked by Tokyo. These include repeated missile launches by North Korea, terrorist attacks in various parts of the world, and massive cyber-attacks, which affected Internet users in Japan as well. As we move toward the 2020 Games, with a solid awareness of the threats around us, we will work closely with relevant agencies to ensure safety and peace of mind, which underpin the dreams and vitality of the Tokyo citizens.

The day before yesterday, I received a report from the Council on Youth Issues about what should be done to protect children from troubles arising from selfies. We will take proper action to deal with such serious issues threatening the safety of our youth.

Achieve sustainable growth by creating an environment where everyone shines

In population estimates released in April, Japan’s working-age population was projected to shrink by about 40 percent in 50 years. In this situation, to enhance vitality for a bright future, we will work to build a society where everyone can fully realize his or her potential.

Reducing waiting lists for child daycare to allow more women to take on active roles

To resolve the situation in which women are forced to make an either-or choice between child rearing and career, I allocated a bold budget for measures to reduce waiting lists for child daycare. We are implementing initiatives that address this problem from multiple approaches; these include improving the working conditions of childcare workers and providing companies with subsidies to cover part of the costs of opening daycare facilities for their employees.

To allow metropolitan-owned land and buildings to be used for the establishment of daycare facilities, we made it possible for municipalities to sublease these properties to daycare facility operators, and for municipalities to flexibly change the use of land and buildings that were transferred to them from the TMG so that such property can be used for daycare facilities. Thanks to this, since last September, plans were developed for nine new daycare centers, of which one was opened in April. In the same month, another daycare center opened in Tokyo Metropolitan Shioiri Park. It was the first project to be approved through a special provision under the National Strategic Special Zone scheme to allow daycare centers to be established in urban parks. The daycare centers that opened and will open thanks to this special zone deregulation have a total capacity of about 1,200 children. With the TMG setting a precedent, it will become possible to establish daycare centers in urban parks throughout the country. We hope to continue to find ways to promote the construction of daycare facilities, with the determination to lead efforts of the entire country.

Around January next year, we will launch a website tentatively called the Human Resources Information Bank. To reach a lot of people and secure daycare personnel, this website will provide information on job offers and on support for those seeking positions to match up job seekers -- including former daycare providers -- with companies seeking staff. Also, we will launch an initiative to designate private kindergartens that are working actively to broadly enhance their system to care for children outside their regular hours and to accept three-year-old children who previously attended small daycare centers for zero to two-year-olds. By giving these “TOKYO Childcare Support Kindergartens” extensive support, we will also increase options for people using childcare services.

Such expansion of daycare services will encourage more and more women to use the services and join the workforce. The definition of “taiki jido (children waitlisted for daycare)” was changed from this fiscal year to also include children of people who are on parental leave but wish to return to work. Even in this situation, we must work with firm determination to reduce the waiting lists for daycare and definitely achieve the target of increasing the number of children receiving daycare by 70,000 by the end of fiscal 2019. As a starter, we took various measures last fiscal year, which led to the new establishment of daycare centers with a total capacity of about 20,000 children. We will continue to implement initiatives in a speedy manner and in close cooperation with municipalities, to support working women.

Changing work styles in Tokyo through “Flex Time Biz”

It could be said that “long work hours” and “packed commuter trains” have been synonymous with Tokyo since Japan’s period of high economic growth. Such a situation impedes “life-work balance” and robs individuals of energy and the time to improve their skills. If we do not take any action to address the situation, amid the shrinking of the working-age population, this could lead to stagnation of the Japanese economy.

Teleworking, which is a work style free from the constraints of time and location, could trigger solutions to this concern. Next month, the TMG and the national government will jointly open the Tokyo Telework Promotion Center, which will provide one-stop services, including telework simulation and consultation, and the sending of consultants. This center will be located next to the TOKYO Life-Work Balance Promotion Desk, which we set up in April. By having these two entities collaborate with each other, we will strongly lead efforts to reform work styles in Tokyo.

To ease train congestion, we will carry out the Comfortable Commute Movement for about two weeks from July 11. We will call on companies, railway operators, and other parties to join what we call “Flex Time Biz,” or unified efforts to ease train congestion, such as allowing employees to telework or work flexible hours, and granting benefits to off-peak commuters. This period includes July 24, the day of the opening ceremony of the Olympic Games Tokyo 2020. Easing train congestion is important also for ensuring the smooth movement of people who will come to Tokyo from around the world for the Olympic and Paralympic Games Tokyo 2020 as a form of “omotenashi” hospitality. The central government has designated this day as Telework Day and is calling on companies to allow their employees to telework on this day. Using the Tokyo 2020 Games as a catalyst, we want to establish Flex Time Biz as a new norm in Tokyo, just as was Cool Biz (a campaign to encourage people to dress casually to reduce the use of air conditioning in summer).

For the vibrant activity of youth

As globalization continues to progress, English skills present the passport for young generations in particular to expand their stage of activities. This fiscal year, we will launch a project in some metropolitan high schools to expand opportunities for their students to use English, not only during classes but also during breaks and other activities, and, for example, discuss news and familiar topics so that they can enhance their practical English skills. Also, we will promote efforts to accept high school students from abroad at metropolitan high schools, by preparing programs in which foreign students can experience science and technology -- fields in which Japan excels -- and traditional Japanese culture. This is aimed at allowing students at metropolitan high schools to improve their English skills and acquire a global mindset through exchange with foreign students.

Education lays the foundation for people to play active roles throughout their lives. However, this foundation could be eroded by the increasingly complex and diverse problems confronting schools and the lack of time to prepare for class and other worries faced by teachers. We will draw up a plan, tentatively called the Plan to Promote Work Style Reform at Schools, to reform the work styles of teachers and maintain and enhance the quality of education. We will pay due attention to what is going on at schools so that each of the students -- who are our future -- can fully realize his or her potential.

Realizing communities where people can live with peace of mind

Along with building an environment that allows everyone to play active roles, creating communities where people can continue living with peace of mind is also a key to realizing “diversity (diverse city).” To compile a Community Welfare Support Plan, which will include attentive measures that cut across multiple fields, such as promoting “joint services” that cater to both seniors and the disabled, developing a system for supporting needy people, and securing welfare personnel, a group of experts and others will start studying relevant matters later this month.

To support a broader number of families with children with their housing needs, we are presenting to this regular session of the Assembly an ordinance bill to expand households falling under the higher income standards for eligibility to live in metropolitan housing to encompass “households that include a child up to high school age.” We will work to realize a Tokyo where a sense of security for the future generates vitality and everyone can lead a fulfilling life.

Winning the competition between cities to become a leading international city

To make Tokyo a leading global city, we will implement a growth strategy that will enable Tokyo to prevail in the intensifying race against other cities of the world.

Promoting the attractiveness of Tokyo

Last year, a record 13.1 million foreign tourists visited Tokyo. As Tokyo draws growing interest from around the world, we will use the new, easy-to-understand “Tokyo Tokyo Old meets New” logo and slogan to promote the attractions of Tokyo overseas. The design, which features the word “Tokyo” written in brushstroke alongside the word written in a sleek modern font, has been described by many, including people abroad, as conveying a sense of the tradition and innovation that coexist here. An imprint from a seal modeled after the Shibuya scramble crossing, a popular location with foreign visitors, leaves people with even greater expectations for the new discoveries that await them in Tokyo. Along with the logo, we will also promote the endless attractions that Tokyo has to offer -- from traditional cuisine and culture to the latest fashion and anime.

Last month, I also attended a product launch event held by the TOKYO Teshigoto project, a collaboration between craftsmen who keep traditional skills alive and innovative designers, and was able to experience the great potential of the project’s new creations, which fuse tradition and innovation. In Tokyo, there are many treasures we have yet to discover, which are rooted in the tradition of Edo-Tokyo, as well as excellent technologies and products. Through the Edo-Tokyo Kirari Project established last December, we are advancing initiatives to shine a light on such treasures from the perspectives of “clothing,” “cuisine,” and “living,” with the aim to refine them into “Tokyo Brands.” We will put out a call for applications today to recruit businesses to serve as the models to drive these initiatives. As we work toward our goal to make Tokyo a prime tourist destination and welcome 25 million foreign tourists in 2020, I hope to fascinate the world with Tokyo’s many treasures.

Toward becoming the global financial and economic center that drives Japan’s growth

By doubling the financial sector’s share of our country’s GDP from the current 5 percent to 10 percent, which is equal to that of the UK, it is believed that we can boost GDP by 30 trillion yen. Advanced fields such as IoT, AI, and fintech also hold the key to Japan’s medium- to long-term economic growth. Vitalization of these areas forms the core of Tokyo’s growth strategy. Last month, the Advisory Panel for Global Financial City Tokyo, which is studying sweeping measures to revitalize finance, compiled an interim report based on discussions held to date. Taking into account the final proposal of the advisory board, this fall we will release a new plan to make Tokyo Asia’s number one financial city. Furthermore, in addition to launching a one-stop support service to assist with procedures related to setting up a financial business and other matters, we have also established consultation desks abroad to accelerate the pace of attracting foreign financial firms and companies that possess innovative technologies. We will roll out aggressive plans to attract businesses, including the establishment of a new special exemption to status of residence requirements for foreign nationals, which we are now proposing to the central government, and have this contribute to the future expansion of growth industries in Tokyo.

Meanwhile, we must not forget to care for our own local businesses. We will accelerate support for small and medium-sized enterprises (SMEs) that support Tokyo’s industries through efforts such as sending more experts to perform evaluations of business operations and consultations at companies aiming to improve management and achieve further growth. This fiscal year, we will also launch comprehensive support for projects of SME groups aiming to revitalize an industry or area of production through the branding of products and services. Support will be provided throughout every stage of the project from survey and analysis to implementation of the plan. Through wide-ranging initiatives, including support for securing personnel and protecting intellectual property for companies venturing into overseas markets, we hope to raise the management capability and earning power of SMEs.

Promotion of environmental measures as a growth strategy

Having to address the reality of being a nation poor in resources, our country has honed its technologies to improve energy efficiency, which is indeed a growth strategy. We must continue to commit to advancing energy efficiency. Next month, we will kick off an initiative that enables Tokyo residents to exchange at least two incandescent light bulbs used at home for one LED bulb. As an example, if four incandescent bulbs are replaced with LED bulbs, and these lights are used eight hours a day, a reduction of about 13,600 yen in annual power costs per household can be expected. By having families experience the benefits of energy efficiency, we will greatly advance the popularization of LED lighting, an area of technology where Japan excels.

As the world combats global warming, I believe that practical application of hydrogen energy, which does not emit CO2, could also be a future growth strategy. The recently announced energy development plan for the Athletes’ Village district sets forth plans for the area leading up to and after the Games. In addition to working to reduce environmental impact by building a  hydrogen station and employing hydrogen in fuel cell buses and residential buildings, hydrogen’s superior storage properties will be used to enhance the self-sufficiency of the community if a disaster strikes. In the near future, we will be inviting bids from companies to undertake these initiatives, and we hope to make this area the model for a future hydrogen society.

Urban development with an eye to the future

What sort of urban vision do we hope to realize through these many growth strategies? Last month, we released a draft of the Grand Design for Urban Development, which sets forth the basic policy for that vision. We will advance urban development that incorporates environmental, social, and governance (ESG) concepts, and will protect greenery, the community, and the people. We will make Tokyo the world’s city of choice as a place that continues to generate new values, as well as a city where everyone is able to choose from a diverse range of lifestyles. The plan sets forth such goals for urban development. While also hearing the views of the people of Tokyo, we will compile the final plan this summer to create a highly developed and mature city that grows sustainably.

6. Bringing vitality to the Tama area and Tokyo islands

Three hundred days have passed since I took office as governor. During that time, I have actively visited the Tama area and Tokyo islands. At a workshop on the future of the Tama area held last month, I had the opportunity to see members of the community discuss the area’s future and was able to sense the local community’s enthusiasm for Tama to make even greater progress. While incorporating such sentiments into the Tama development plan that we will compile this summer, we will do all we can to contribute to the further development of Tama together with the people of the area.

Ten nature parks are located in the Tama area and Tokyo islands. The combined area of these parks accounts for about 36 percent of the entire area of the Tokyo Metropolis. Last month, we formulated the Tokyo Nature Park Vision, the first such comprehensive vision for nature parks in the country, to develop an environment that allows everyone to experience the magnificence of these areas of nature while firmly protecting them. While working with private businesses to fully demonstrate the potential of nature parks -- assets that belong to the people of Tokyo -- including promoting the value and attraction of the parks to many people in Japan and abroad, we will also link these efforts to further enhance the appeal of Tokyo, centering on the Tama area and Tokyo islands.

On the 20th of this month, we will open the Tokyo Tourist Information Center Tama in Tachikawa, the first in the Tama area. We will also support “matchmaking tours,” where men and women looking to get married go around the Tokyo islands by ferry, so that the tours can be operated this summer. Acting from the standpoint of adding new value to the shining “treasures” of each area -- the rich natural surroundings, local resources, unique products, and more -- and enhancing these treasures to become appealing “brands” that attract people, and tying this into the creation of jobs as well, we hope to generate vitality in the Tama area and Tokyo islands and make Tokyo even more vibrant.

7. Closing remarks

I have spoken about measures to realize a Tokyo that overflows with hope. Be it industrial structure or technological development, as the world changes at an unparalleled rate of speed, we will not fall behind as we strongly advance metropolitan administration that looks ahead to the future. I would like to close this policy speech with the words of Shinpei Goto, who created the framework for modern Tokyo a century ago.

“Rather than contributing 50 pages to Japanese history, we must strive to write one page of world history.”

I will firmly carry on Goto’s will and surge forward with all my strength to build a “New Tokyo” that leads the world.

This regular session of the Assembly will be the final session in the current 4-year term for all members of the Assembly. I would like to express my heartfelt gratitude to you for your contributions to the development of Tokyo over the last four years. Since I took office as governor with the pledge to advance the grand reform of Tokyo, which brought unprecedented attention to metropolitan administration, I understand that the Assembly also worked to implement various reforms. In working to achieve further reform and realize a metropolitan administration that truly puts the people of Tokyo first, I look forward to working with all who share my aspiration.

On behalf of the people of Tokyo, I would like to once again express my deep respect to the Assembly members who will be stepping down at the end of this term for all of your hard work. To those who will run for reelection, I sincerely wish you the best.

Including the matters to which I have already referred, a total of 42 proposals have been presented to this regular session of the Tokyo Metropolitan Assembly, including 23 ordinance bills and 15 proposed contracts, to be deliberated among the Assembly members.

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