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

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

On January 26, Assembly member Yoshiaki Kiuchi passed away. Mr. Kiuchi devoted himself to bettering the national and metropolitan governments, serving three terms as a member of the House of Representatives and five terms as a member of the Metropolitan Assembly. In addition, Honorable Citizen, Mr. Shunichiro Okano, former president of the Japanese Football Association, passed away on February 2. I would like to express my sincerest condolences to their families. May they rest in peace.

1. Introduction

The world is in the midst of major changes. With developments such as the referendum deciding the UK’s exit from the EU—Brexit—and the birth of the Trump administration, which adopts the “America first” slogan, it appears that we are entering a time of uncertainty and instability, not unlike being thrown into a maelstrom. Against the backdrop of dissatisfaction with inequalities reinforced by changes in the industrial and economic structure, a wave of anti-globalism is sweeping the world, strengthening inward-looking tendencies around the globe.

In such a global environment, now is the time for us to build up and restrengthen Japan’s capital—Tokyo. It is also necessary for us to rethink and reorganize the way the metropolitan government functions to support Tokyo’s development as well as its relationship with the Tokyo Metropolitan Assembly. Thorough disclosure of information is the first step in this process. If we only release information that is convenient for us, however, this cannot be considered true information disclosure. Under the umbrella of the “grand reform of Tokyo,” I am putting greater transparency of metropolitan administration first. Presenting the affairs of the metropolitan government to the public in an undistorted manner will enable each and every resident of Tokyo to consider matters and arrive at their own decisions. Interest in metropolitan affairs is actually rising to unprecedented levels, even nationally.

An issue that surely tests this “greater transparency” is none other than the relocation of the Tsukiji Wholesale Market. We are taking the results of last month’s groundwater tests at the site of the new market in Toyosu very seriously. Once we have had the site tested again by multiple institutions, advanced scientific analyses, and gained an accurate understanding of the situation, we will disclose the information to the people of Tokyo.

Last month, I inspected the Tsukiji Wholesale Market. This visit further intensified my resolve to ensure that we uphold the safety of the market and peace of mind for the people of Tokyo and Japan—the consumers—as well as for everyone who does business there. Although safety is based on scientific and legal evidence, peace of mind is based on the understanding and conviction of the consumers. For that reason as well, we will advance disclosure of information to help the people of Tokyo judge the situation themselves. Based on discussions by a council of experts and the Food Market Project Team, which we have recently established, we will properly study the sustainability of the market as well, and make a comprehensive decision that also takes into consideration the opinions of the people of Tokyo.

Meanwhile, with respect to burdens on businesses due expenses incurred from the delay in the decision concerning relocation, we are presenting a supplementary budget proposal to this session of the Assembly to start providing compensation from April. We will also clarify the circumstances surrounding the purchase of the land in Toyosu, and continue to deal with this matter seriously.

2. Advancing the grand reform of Tokyo

The annual number of births in our country is projected to fall below one million for the first time since the compilation of statistics. In Tokyo as well, the population is expected to start declining from 2025. The sustainable growth of society is rooted in “intellectual creativity.” If new generations -- the creators of innovation -- continue to decrease, this will be a matter of life or death for our country, which lacks natural resources. Today, as we face a difficult environment at home and abroad, and the future becomes increasingly uncertain, adhering to concepts that are merely an extension of what has come before is what will plunge us into the maelstrom.

Looking at this from a different perspective, however, the fluid international situation also presents Tokyo with the opportunity to attract highly-skilled professionals and investment from around the world and accelerate growth. We will break free from traditional ways of thinking, grasp global trends, and do what must be done. This is what will enable us to carve a future filled with hope for each and every citizen of Tokyo.

That is why we must carry out major reform of Tokyo now. In order to fulfill our responsibility to the current and future residents of Tokyo, we must advance the “grand reform of Tokyo.” The grand reform of Tokyo is about changing the way the metropolitan government works, as well as its structure, by instilling greater transparency and carrying out autonomous reforms to constantly generate new ideas that are not simply an extension of what has come before, but go beyond. That also includes advancing worthy policies that gain the support of the people of Tokyo, and doing this together with them to build a bright future where everyone can play an active role.

Since taking office, I have unearthed a wide range of issues within the Tokyo government. With respect to matters for which doubts exist from the perspective of the citizens of Tokyo, even if it was a matter that had already been decided, we stopped to reassess it. The Office of Tokyo Metropolitan Government Reform, which was established last September, carried out a review of the budget for the Olympic and Paralympic Games and was able to reduce metropolitan facility construction costs by about 40 billion yen. We are also working on reform of information disclosure, internal control, and autonomous reform.

Concerning information disclosure, we will strive to release requested documents in their original form to the greatest extent possible and move away from heavily blacking out sections of the documents. We will also advance measures to make viewing of public documents free of charge, provide access to public documents free of charge using information and communication technology (ICT), release information on the spending of public funds, and make council meetings and their minutes public. My official schedule is now available on the TMG website, and we are also advancing greater transparency in the budget compilation process such as by publicly hearing the budget requests from the metropolitan assembly, municipalities, and various organizations. With respect to the tendering system as well, we are currently conducting a study on making changes concerning the single bid issue and preannouncements of the “minimum bid” and “maximum bid” allowed.

Regarding autonomous reform, led by the director generals of our bureaus, who also serve as members of the Office of Tokyo Metropolitan Government Reform, efforts are underway on the frontlines, and close to 500 topics have been addressed to date, including improving services for Tokyo residents and making projects more efficient. In addition, about 600 suggestions have been made by individual TMG employees through the “suggestion box” system. Prompted by one of those suggestions, I recently visited a metropolitan high school and had the opportunity to offer words of encouragement to the students who will be the leaders of the future. I believe that by having the Tokyo government employees feel that they can make proposals and work with the governor for the betterment of Tokyo will lead to a metropolitan government that puts the Tokyo citizens first.

Actually, the TMG has not formulated an “administrative reform plan” since fiscal 2006. Therefore, we will start work in April to formulate a reform plan for 2020 to accompany the action plan for 2020, and we plan to engage in matters including making operations more efficient, appropriately dividing the roles of the public and private sectors, strategically using extra-governmental organizations, and changing personnel systems and implementation systems to suit the times. Ahead of this process, we recently established a project team for life-work balance. Starting next fiscal year, we will also raise the level of autonomous reform in each of the bureaus. Past efforts for reform on the working level will be raised to management and strategic reform, which incorporates the perspectives of putting the citizens of Tokyo first and wise spending. To that end, for the foreseeable future, we will work for disclosure of information on the status of major programs, or in other words, greater transparency, and conduct a comprehensive review of operations, including whether budgets, staffing, and service levels are being maintained at the appropriate levels, and, whether there are other more effective policies that can be implemented.

In this way, with information disclosure as the cornerstone, by comprehensively reviewing all existing structures, systems, and measures from the standpoint of wise spending and putting the citizens of Tokyo first, we will refine the TMG to make it an organization that resolves challenges through flexible thinking.

The post-retirement employment of former employees of Japan’s education ministry is currently a major issue. Although the TMG enacted an ordinance last fiscal year, with a third party committee checking and managing the system, we will take this occasion to once again examine the post-retirement employment of management level TMG officials, as well as the extra-governmental organization system.

3. Opening up a bright future with the action plan and budget

The action plan for 2020: charting the course to the future

We aim to realize the “New Tokyo” under a renewed metropolitan government that has a different constitution and way of doing things. The action plan for 2020, my first comprehensive plan as governor, will serve as a concrete guide to achieving this goal. The plan clarifies the path to realizing the three new faces of the city—a safe city, diverse city, and smart city—and raises four challenges to address and five strategies to take to generate even greater growth for Tokyo. We will steadily achieve the over 500 important policy targets by following the concrete processes outlined, and push forward on the path to the future with the support of the people of Tokyo behind us.

The possibilities before us are endless. The action plan also shows a glimpse of our vision for Tokyo’s bright future “Beyond 2020.” I hope to expand upon this dream and boldly envision the Tokyo to come. Last month, we held a meeting to discuss the vision for the future. I was greatly inspired by the wealth of ideas coming from the participants who ranged from high school students to those in their mid-40s who are active in various fields. As a politician who bears responsibility for what lies ahead for Tokyo, I will have an extensive conversation with the younger generations and boldly carve open the future.

Fiscal 2017 budget proposal

The proposed fiscal 2017 budget—the first I have compiled as governor—which will be deliberated by this Assembly is what will support the feasibility of the action plan for 2020. Metropolitan tax revenue is easily affected by the economy, and global economic trends are unclear, but the financial needs of the TMG are enormous for purposes such as social insurance and maintenance and renewal of infrastructure.

Amid demands for wise spending, I spent twice the time normally allocated to assessing the budget to ensure that we aggressively invest in what is truly necessary to realize the “New Tokyo,” and to thoroughly eliminate wasteful spending. As a result, this proposed budget is one full of worthy purpose, incorporating 382 new programs—the most ever—including measures to eliminate both social and physical barriers, namely, gender and education inequality and physical barriers, such as steps, in the city. At the same time, by compiling a well-modulated budget through careful assessment of our projects and programs, we strived to further advance fiscal structural reform and reduced the general account budget for the first time in five years to 6.954 trillion yen. We can truly consider this “a budget that strongly advances reform and sets a steady course toward a bright future.”

This budget proposal is filled with my passion for the future of Tokyo and measures that I have been cultivating for some time. As you deliberate the proposal, I look forward to engaging in discussions with you, the members of this Assembly, about creating the future. And, I will do my utmost to have the people of Tokyo gain a solid sense of hope for the future, brought about by a metropolitan administration that puts the Tokyo citizens first.

4. The Olympic and Paralympic Games will change Tokyo

I would now like to speak about our major policies.

Leading the Games to success with the people of Tokyo and Japan

To raise the level of excitement among the people of Tokyo and Japan for the Tokyo 2020 Olympic and Paralympic Games, now just three years away, and make the Games an event that will leave everyone feel proud to have hosted, as the host city, Tokyo will take the initiative in accelerating preparations.

Concrete preparations have started for the three venues we decided to newly construct following cost reductions and consideration of effective post-Games use and lifecycle costs at the end of last year. To make these facilities a legacy long appreciated by the people of Tokyo, we will, for example, incorporate innovative ideas from the private sector to create a new center for sports and culture in the area around Ariake Arena, which will serve as the venue for Volleyball and Wheelchair Basketball.

To ensure flawless preparations, we will work in close cooperation with the organising committee, central government, and relevant local governments to firmly address matters such as the division of costs, transport, and public safety measures. Through the activities of a liaison council with relevant local governments, which was established near the end of last year upon my proposal, it is becoming clear that we have a huge job ahead of us concerning not only temporary facilities, but matters such as transport and security as well. The TMG will take its responsibility as the host city seriously, and continue to hold sincere negotiations. With regard to the temporary facilities that the organizing committee is to bear the expenses for, including facilities owned by other local governments, I have instructed my staff to conduct studies that do not exclude the possibility of Tokyo bearing part of the expenses.

We also hope to raise a sense of unity with the people of Tokyo and Japan. We will manufacture the medals for the Games using metals harvested from untapped “urban mines”—the unused mobile phones and other electronic devices found in homes across the country. We will promote official goods. We will also spread the word about how fulfilling and fun it is to be a volunteer supporting the Games. We will encourage people to register for TEAM BEYOND and participate in events such as CHALLENGE SPORTS TOKYO and together build excitement for para-sports. These are some of the various initiatives we are advancing to bring the Games closer to home to as many people as possible. We will also take the Olympic and Paralympic flags on a tour across the country. Having already visited Fukushima, Miyagi, and Iwate, we will bring the tour to other parts of Japan, including Kumamoto, and firmly raise momentum nationwide. With the people of Tokyo and Japan, we will realize an Olympic and Paralympic Games that incite excitement and passion around the world, and create accomplishments and memories that will last forever in the hearts of people.

Leveraging the Paralympics to make Tokyo a city where everyone can sense “kindness”

The Tokyo Games, which will be hosted by a “mature city,” differs from the previous Games in 1964, which impressed the world with the post-war restoration of Tokyo through large-scale urban development. We must seize the opportunity of the Games to achieve a society where everyone can sense kindness by taking a close look at the lives of each and every person.

Symbolic of such endeavors would be eliminating physical barriers on the ground. With regard to making roads barrier-free, priority will be given to metropolitan roads around the competition venues and tourism facilities, and we will also spread this by newly providing support to municipalities for their roads. It is also necessary to remove other “barriers” in Tokyo by taking a very close look at all corners of the city. New “full flat floor” buses will be added to the Toei bus fleet, elevators and platform doors will be installed in railway stations, western toilets will be increased, and other measures will be taken to proceed with a wide range of initiatives that also focus on the Paralympic Games.

Ensuring safety and security for a successful Game

The success of the Games will not be possible without Tokyo’s safety and security. We will implement solid measures from both tangible nd intangible aspects.

Disaster countermeasures that will make everyone feel safe

At the foundation of creating a “new Tokyo” is the establishment of a “safe city.” The large-scale fire that broke out in Itoigawa City in Niigata Prefecture at the end of last year is not something that Tokyo, which has districts with close-set wooden houses, can ignore. In order to build a disaster-resilient city, we will advance urban development to become a city that does not burn or collapse by, among others, fireproofing built-up areas, forming fire-break belts, and making buildings along disaster response routes earthquake resistant. In addition we will also steadily engage in measures to prepare for the increasingly frequent occurrences of torrential rain.

The closure of roads due to the collapse of utility poles will be a huge hindrance in expeditiously conducting evacuation and rescue activities in the event of an earthquake. We will establish a new fund to meet future financial demands for advancing the removal of utility poles. We will work for the early formulation of an ordinance bill that prohibits the new establishment of utility poles along metropolitan roads and promotes technological developments that will lead to cost reduction, and also increase our support to municipalities to speed up their removal.

As administrative measures, we will send consultants and prepare support guidelines to back up the disaster preparedness activities conducted locally, such as by town and neighborhood associations. We will also enhance local disaster response capabilities by upgrading the equipment available to the volunteer fire corps and encouraging residents to join this group. It would also be necessary to make more use of the power of women. By raising women leaders for disaster response and preparing a disaster preparedness manual that incorporates how women think, we will work to reflect the perspective of women in local activities. Furthermore, in cooperation with the national government and relevant organizations we are also advancing studies on the domestic production of liquid infant formula. In such ways, we will achieve detailed measures for disasters that make everyone feel safe.

Solid preparations for terrorism

We will also be fully prepared in our counterterrorism measures. We will steadily shore up security at Haneda Airport, the gateway to Tokyo, and build a foundation for public-private cooperation. With regard to threats in cyberspace, which are expected to increase with progress in technologies such as IoT and AI, in addition to further strengthening investigation systems, we will engage in enhancing awareness of this risk among small and medium-sized enterprises (SMEs), and will also provide support for costs to introduce security measures. In addition, we will increase support for the installation of security cameras in the community. In this way, we will definitely ensure safety and security in the lives of our residents.

Heightening the city’s attractiveness and style in the run up to 2020

Taking the opportunity presented by the Tokyo Games, when the eyes of the world will focus on our city, we hope to enhance Tokyo’s attractiveness and style, and build an even more sophisticated city.

Urban development for districts full of attractions

In areas such as the Otemachi-Marunouchi-Yurakucho district, Roppongi-Toranomon district, and Shibuya station vicinity, work is underway to build diverse and attractive centers for international business, cutting-edge life and culture, and others. We will also engage in urban development initiatives in Shinjuku and Shinagawa to create centers for international exchange that will draw people from around the world.

In addition to building such centers in the heart of the city, it is also necessary to comprehensively view all of Tokyo and the Greater Tokyo Area as well, and clarify what functions the centers of each respective area should have. From a broad and mid to long-term perspective, we are advancing studies on the “grand design for urban development.” This will set forth the vision for Tokyo that we should strive to achieve and the concrete measures to take to realize that vision. While also steadily promoting the construction of the three ring expressways, which will promote exchange among the centers, we will create a very attractive city that grows sustainably and where people and goods actively come and go.

A unique cultural city

With the occasion presented by the Rio de Janeiro Games last year for Japan to showcase its culture, the world’s interest in Tokyo and Japan’s traditional culture and cutting-edge modern art is increasing. In preparation for the Tokyo Games, the full-scale implementation of the Tokyo 2020 Cultural Olympiad will be launched at last. In the next fiscal year, we will also initiate support for large-scale cultural activities where Tokyo’s citizens take center stage, and launch a project to call for events that will be exciting for both the artists and spectators. We will work with the residents of Tokyo to liven up these events, which will culminate in the Tokyo 2020 Festival.

In order to allow our residents to become get even more closer to culture, we will promote the development of a foundation to firmly establish art that will touch people’s hearts, such as a center for art brut (outsider art). In this way, we will make Tokyo a cultural city unique in the world.

Measures to prevent passive smoking

We must firmly engage in measures to prevent passive smoking for the health of our citizens and to fulfill our responsibility as the host city for the Olympic and Paralympic Games. Although there has been a lot of debate about how to implement this, we will accelerate preparations, such as conducting surveys on how Tokyo citizens feel about this, and the actual situation at restaurants and other eateries and lodging facilities, to introduce measures while also looking closely at the national government’s movements for legislation.

For the zero culling of strays

With regard to animal protection, in order to bring to zero the culling of stray pets by fiscal 2019, we will engage in measures such as enriching opportunities for children to learn about the value of life and opening a website to send out information on animals for adoption. The old Animal Care and Consultation Center will be relocated and rebuilt, and an environment that will make it easier for Tokyo citizens to visit the facility as well as a space to hold adoption events will be prepared to make this a center that will serve as a bridge between animals and their new owners.

5. “People” are the main actors in the “New Tokyo”

The power of each citizen of Tokyo is what it will take to open the doors to the “New Tokyo.” In order to fully draw out that strength, we will advance measures to resolve inequality.

A society where women can play even more active roles

One inequality we will work to resolve is “gender inequality.” The seriousness of this issue is demonstrated by the fact that Japan ranks 111th among 144 countries of the world.

Broad initiatives to eliminate waiting lists for child daycare

A bold budget has been allocated for the next fiscal year to address the issue of children waitlisted for daycare facilities—an issue posing hurdles to women wishing to play an active role in society. We will implement sweeping measures of a scale never before seen in order to totally eliminate this waitlist by the end of fiscal 2019.

First, we will secure childcare providers and reduce turnover. As a way to improve their working conditions, we will increase the subsidy for career support that we currently provide to daycare establishments, and have this lead to a monthly salary increase by, in a model case, 21,000 yen. In addition, we will subsidize babysitter expenses for daycare workers returning to work after maternity and parental leave, and launch support for the introduction of ICT systems to daycare centers to help reduce the workload. Through the implementation of detailed measures we will prepare an environment that will encourage more people to take on the rewarding job of childcare provider and continue working in this sector.

In order to advance the construction of daycare centers on privately owned land, we will introduce a new taxation support scheme for a 100 percent exemption of fixed assets tax and city planning tax when property within the 23 wards is rented out as a site for a daycare facility. With regard to daycare facilities established by companies for their employees, which provide flexible services to match employee work styles, we will encourage their establishment by opening consultation desks for their establishment and operations, and setting up an original subsidy system to help with some of the opening expenses. Moreover, we will bolster support for private kindergartens that are actively working to expand after-hours childcare services or to accept children who have “graduated” from small-scale daycare facilities. By increasing alternatives to regular daycare facilities, we will firmly support our residents in balancing work and parenting.

But this definitely does not mean that we have wrapped up measures to eliminate the waitlist for daycare. We will continue to strongly advance effective measures.

Supporting women entrepreneurs

We also wish to increase business startups by women. We will provide support to women entrepreneurs by holding seminars at and posting consultants to the Tokyo Startup Station, which opened last month in Marunouchi. We will also promote the construction of private incubation facilities to assist the generation of new businesses. For women who wish to enter the global market, we will strongly aid them in realizing this, such as by providing short-term intensive support programs and opportunities to be sent overseas.

For equal learning opportunities

The Outlines for Education, which is Tokyo’s fundamental policy on education, was formulated last month. In the beginning of the section on important matters in education policy, it calls for the “realization of education where all children can learn and continue growing.” In order to ensure an aspiring future for children and to cultivate rich human resources that make up Tokyo’s greatest energy, we will establish and improve scholarships to eliminate inequality in educational opportunity that arises from the household’s financial situation. Many of the OECD member countries provide strong support for education. Investment in education is truly “investment in the future.”

With regard to metropolitan high school students, we will newly provide support for expenses related to learning activities at school, such as the costs of study camps and fees for qualification tests. In Tokyo, about 60 percent of high school students attend private schools. Private schools have distinctive curriculums and hold an extremely valuable role in developing diverse talent. Accordingly, for private high school students as well, we will reduce tuition burdens for households with an annual income of less than about 7.6 million yen, and also raise the amount of the zero-interest matriculation preparation loan. We will expand support with a focus on “people” who make up Tokyo’s future, and shall develop an environment where anyone can receive the education they wish, which matches their personalities and capabilities.

We will also ensure that children firmly gain basic scholastic abilities. We will implement new initiatives such as posting additional numbers of teachers to elementary and middle schools that are placing emphasis on raising scholastic ability, and conducting programs to support re-learning by high school students. In addition, at metropolitan high schools, we will raise students with a comprehensive strength to create value, which surpasses the borders between the disciplines of liberal arts and the sciences. We will increase the number of foreign instructors posted to schools through the JET program and increase opportunities outside of class as well to learn “real life English.” In such ways, we will also focus on developing the strengths of children.

Meanwhile, however, the lack of educators in managerial positions poses a serious hurdle to fortifying the strengths of teachers and schools, which form the foundation for children’s learning. We have thus decided to hold a comprehensive meeting on education next month concerning the subject of securing personnel for managerial posts. While furthering discussions with the Board of Education, we will also firmly address educational issues on the ground. By responding appropriately to changes in society such as the advancement of globalization and the development of ICT, we will raise many people who will help build a bright future.

Driving work style reform

For diversity in work style

A movement to seriously engage in revising work styles is finally emerging in Japan. Work styles that fit individual life styles hold the keys to fully drawing out individual capabilities and raising productivity of society as a whole. We will continue to support private companies—our goal is 4,000 companies—in revising work styles. At the TMG as well, through initiatives including having a newly established project team conduct a broad study of work styles, capacity development, and other matters based on the views of TMG employees, we will enhance productivity and thoroughly implant awareness of zero overtime, and robustly drive reform in work styles in Tokyo.

I wish to have the promotion of telework, where people can work without being bound by time or place, trigger work style reform. In the formulation of this time’s budget, assessment by the governor was done using a tablet computer for the first time. Promoting “paperless” work is the first step to teleworking, and so I wish to make this a TMG-wide movement. In order for private companies to adopt teleworking, in cooperation with the central government we will open a one-stop center for information collection, hands-on experience, and consultations. In the future, we plan to also provide matchup services between job seekers and companies with teleworking systems. Working at home, as well as mobile work and satellite offices that make it possible to work close to home, will also help people balance work and parenting. While taking into account the synergistic effects of such measures, we shall strongly promote teleworking under total initiatives including the implementation of model projects responding to various situations and provision of subsidies to cover part of the expenses of companies actually adopting such a system.

Achieving comfortable commutes

Alleviating congestion on commuter trains is also an important issue that needs to be addressed in order to raise the productivity of society. With the central government, private companies, and other organizations, we will launch the “Comfortable Commute Promotion Council” and roll out a movement to split up times when commuters use the trains, such as introducing flextime and making congestion more “visible.” Some sections of the Odakyu Line are scheduled to complete quadruple track construction in the next fiscal year in line with the TMG’s project for eliminating grade crossings; this will strengthen transport capacity. We hope to continue engaging in broad initiatives to achieve comfortable commutes by calling on both railway users and operators.

For a Tokyo where all can continue to live securely

An environment where everyone can lead vibrant lives will make people more radiant and invigorate Tokyo as a whole. We will provide solid support for the livelihoods of senior citizens and the disabled.

Preparing the foundation for long-term care

The greatest obstacle to building the much-needed special nursing homes for the elderly is securing land. Compared to the special wards, it is relatively easier for the municipalities outside of the ward area to secure land. We will establish an incentive that will lead to their building of special nursing homes that surpass their community’s needs, thus boosting the number of facilities in Tokyo overall for broad use by our residents.

A form of long-term care in which it is possible to provide both services covered and not covered by insurance, and which will enhance user convenience and also staff salaries, is attracting attention. In collaboration with Toshima-ku, we presented a proposal at the National Strategic Special Zone for the Tokyo Area the other day for future achievement of “selective long-term care,” which focuses on user selection of services. We will advance preparations for a model project with the goal of receiving special zone designation.

Securing and retaining long-term care personnel also pose major challenges. We will strengthen support to businesses introducing career paths, with the wish to have this lead to the realization of salaries that correspond to work responsibilities. By newly constructing a system to support employment at welfare facilities, which provides services such as information from the perspective of job seekers and those who left their jobs, we will also engage in unearthing personnel, including those who are new to the sector.

Supporting the livelihoods and independence of the disabled

Against the backdrop of advancements in medical technology, the percentage of newborns with disabilities whose lives were saved has risen, and the number of children who need medical care in daily life is increasing. In order to provide appropriate support, we will advance measures such as posting nurses to facilities where disabled children commute for support, special needs schools and day care centers.

We must also firmly engage in promoting the employment and social participation of people with disabilities. In order to provide assistance for the creation of systems for social firms—a new concept for employment support—we will promote matchups between disabled groups and the corporate social responsibility activities of companies, and other initiatives to create places where the disabled can work according to their capabilities and aptitudes.

6. Tokyo drives the Japanese economy

Tokyo is the engine of the Japanese economy. By pursuing an aggressive growth strategy, we will emerge victorious in the increasingly harsh competition against the world’s cities, drive the sustainable growth of the Japanese economy, and give a boost to Abenomics.

Making Tokyo a prime destination

Last year, about 24.04 million foreign visitors came to Japan, surpassing 20 million in one year for the first time. To achieve the goal of welcoming an annual 25 million foreign travelers to Tokyo by 2020, we will strategically implement measures based on the “Action Plan 2017 for Tourism Industry Promotion” released last month and make Tokyo the world’s prime tourist destination.

To promote tourism, it is very important to have a marketing point of view. We must get a clear picture of how people in other countries view Tokyo and Japan. Recently, we received valuable proposals from Ms. Susan H. Roos, the wife of the former U.S. ambassador, on Tokyo’s promotion of tourism. To have the attractions of Tokyo better understood throughout the world, the creation of a new and intuitive logo and slogan is now underway. Together with outside experts, we will continue discussing tourism promotion and the branding of Tokyo while giving due consideration to overseas perspectives.

To increase impressive landscapes quintessential to Tokyo, we will employ lighting effects even more. Cherry blossoms and autumn leaves commonly seen in your neighborhood will gain additional charm when they are lit up at night, just as are some waterfront areas and gardens. By taking such measures, including the use of projection mapping, let’s draw out another face of our city.

It is also important to bring more MICE (meetings, incentive travel, conventions, exhibitions) events to Tokyo. In order to increase “unique venues” -- venues for receptions and other purposes that provide a special atmosphere -- eight metropolitan facilities will be used as models. We will improve these facilities to better accommodate such events, and actively promote them. The enrichment of unique venues will lead to attracting more MICE events.

Becoming Asia’s top global financial and economic center

We will make Tokyo Asia’s No. 1 global financial and economic center, which continues to attract people, goods, money, and information from around the world. While paying careful attention to the turbulent international situation, we will take the path to becoming a city on the leading edge that will be the world’s destination of choice.

Accelerating efforts to attract foreign companies

For Tokyo to attract more businesses from the financial sector as befits a global financial city, particularly companies and talent in the asset management field and emerging fields such as fintech, we must provide support according to their needs. We are now ready to start offering free consultations and one-stop financial support services. In addition, a system allowing foreign nationals to come to Japan to provide housekeeper services, which I proposed at a National Strategic Special Zone Meeting for the Tokyo Area soon after I took office, is also set to begin. We will thus provide detailed support to overseas companies advancing to Tokyo on matters from the decision to start up business in Tokyo to ensuring the comfortable lives of their employees here. To sustain a steady stream of companies from abroad to Tokyo at a time when competition between the world’s cities is intensifying, we must also delve into essential issues without being held back by preconceived notions and vested interests. An advisory panel that includes professionals from Japan and abroad is studying issues such as regulations, tax rules, and even industry practices, as well as enhancing education and ensuring the fiduciary duty of financial institutions. We will draw on the panel’s report to compile by autumn a new concept that could be called the Tokyo version of the financial big bang. Tokyo will sell itself to the world by doing all it can as a forerunner, while also asking the central government to play its part in this as national strategy.

Spurring innovation, which lays the groundwork for growth.

The key to constantly generating innovation, which brings vitality and growth to the economy, lies in SMEs, which account for 99 percent of the companies in Tokyo and possess high technological capabilities. To help SMEs expand into growth industries and create new value, we will provide them with diverse forms of support in areas from capital investment and technology, to improvement of productivity through introduction of IoT. We will also promote the development of technologies that align with the TMG’s policies in welfare, the environment, and other fields. It is also important to encourage entrepreneurs and business startups looking for opportunities in the global arena and nurture them to be the next generation of innovators. The satellite center of the Tokyo One-Stop Business Establishment Center, which provides centralized services for procedures needed to start up a business, will be opened in the Shibuya district in April, and later on, in the Marunouchi district as well. The network with the Tokyo Startup Station will be bolstered to build a seamless and comprehensive system to support matters from preparing to start up a company to business establishment procedures and the launching of operations. We will also link initiatives with the “Global Financial City: Tokyo” concept to help local businesses build a network with large companies and investors at home and abroad, and attract investment through the establishment of a venture capital fund.

As for autonomous driving, which is symbolic of leading-edge technology, at a recently held National Strategic Special Zone Meeting for the Tokyo Area we proposed the establishment of a public-private “subcommittee for an autonomous driving regulatory sandbox” for the implementation of feasibility tests aimed at reaching the fully autonomous “Level 4,” and the proposal was approved. In order to conduct state-of-the-art tests in the vicinity of Haneda Airport and elsewhere while securing safety, we will actively utilize Japan’s first “sandbox” special zone, where prior procedures that need to be taken are significantly simplified.

An ordinance bill to set up a fund for creating innovation has also been presented to this regular session of the Assembly. New technologies sustainably drive the growth of Tokyo. We will lay down the solid groundwork to ensure that happens.

Tokyo: A sustainable and leading environment-oriented city

We will roll out advanced measures in the field of the environment as well.

Realizing a smart energy city

Switching to LED lighting is essential for a smart energy city. For starters, the TMG will introduce LED lighting at metropolitan facilities. For private-owned buildings, we will encourage the switch to LED lighting by popularizing a “green lease” system in which the landlord and tenant share the benefits of energy saving. To give a big boost to the effort to spread the use of LED lighting in households, we will launch a fair initiative where people can receive one LED bulb for free in exchange for two incandescent bulbs. If, for example, households replace 2 million incandescent bulbs with LED bulbs, that will lead to a reduction of 180 million kWh in annual power consumption -- equivalent to the amount used at the TMG main buildings over about five years. By having the citizens realize that individual actions can make a big difference, we will change their mindset and have them share our aspiration. This will give rise to a large energy-saving movement in Tokyo.

We will also advance initiatives for the energy-efficiency of the houses themselves. We will implement measures such as providing support for the installation of high thermal insulated windows and spreading the TMG’s recommended eco-house standards to reduce household energy consumption.

For the large-scale use of hydrogen energy, which does not produce CO2 emissions when used, we will take measures such as adding fuel cell vehicles to the Toei bus fleet and conducting a demonstration project for a fuel cell forklift at Haneda Airport.

To strongly advance our environmental policies backed by investment by the people of Tokyo and throughout Japan, we will issue the Tokyo Green Bond, worth 20 billion yen, next fiscal year. The Tokyo Environment Supporter Bond, which we issued last December on a trial basis, sold out on the first day, showing that people in Tokyo and the rest of Japan are very interested in environmental protection. We will raise this momentum, and powered by a broad foundation of support, we will further hone Tokyo as a city leading the world in environmental policies.

Creating and preserving greenery

We will also work hard to create and preserve greenery. The “greenery rate” of Tokyo has been decreasing over the long term. We will engage in creating greenery by planting flowers that are familiar to Tokyo residents, securing greenery in metropolitan parks, and other measures to ensure that the various features of urban greenery, including mitigation of the heat island effect and creation of pleasant scenery, will be passed on to the next generation. We must preserve our farmlands and forests while revitalizing Tokyo’s agriculture, forestry and fishery industry through such initiatives as supporting the production of Edo Tokyo Vegetables (vegetables that have been traditionally cultivated in Tokyo), utilizing wood harvested in the Tama area, and securing more human resources for the industry. Also, the TMG will protect water sources by purchasing privately-owned forests in the upstream area of the Tama River and recruiting volunteers for forest maintenance. We will build momentum throughout Tokyo to protect our precious greenery.

Reducing food loss and waste, and plastic shopping bags

We will reawaken the spirit of “mottainai (too precious to waste),” a traditional Japanese virtue, and instill the concept of sustainability into the lifestyles of our citizens. The annual amount of food loss and waste in Japan is almost equivalent to the amount of food eaten by the 13 million Tokyo citizens in a year. By widely publicizing such situations at opportunities such as when we hand out TMG emergency food items nearing the end of their recommended consumption, we will encourage more and more consumers to share our sentiment that it is “mottainai” to throw away food that can be eaten. And through dialogue with relevant companies as well, we will help build a new business model of processing and distribution that does not assume that some portion of the food will be wasted.

We also have to learn from practices in other parts of the world. People carrying plastic shopping bags on their way home are still a common sight in Japan. But in France, for retailers to give out disposable plastic bags at checkouts is already banned. The TMG will also encourage both retailers and consumers to reduce the use of plastic bags. As a start, we aim to have stores put an end to free distribution.

7. For further development of the Tama area and Tokyo’s islands

The development of the Tama area and islands is essential to fully bring out the various attractions of Tokyo.

The Tama area has a high concentration of universities and R&D-based companies. In order to have this strength lead to more business start-ups, we will support the organization of seminars and the development of business incubation facilities. Through these and other measures, we will facilitate the launch of more and more manufacturing businesses in the Tama area. We will also develop the infrastructure for further development of this area, including advancing the construction of east-west roads, in addition to north-south roads, for the formation of an extensive road network.

I also want to let more people know about the attractions of Tokyo’s islands. We will set up the Tokyo Treasure Islands Promotion Committee, which will consist of experts on branding, marketing and other areas, to uncover hidden attractions, giving them added value and widely publicizing them. We will promote initiatives for the islands to compete with each other in becoming the island of choice for tourists, and with the support of “matchmaking tours” where men and women looking to get married go around the islands by ferry, we will promote tourism across the entire island area. On another note, we will look into strengthening measures for Oshima Town, which I visited last month, where farmers are suffering from damage to their produce by Reeves's muntjacs, small deer designated as an invasive alien species.

Although the Tama area and islands are often lumped conveniently together, each municipality features distinctive geographical conditions and industrial structures. I have recently been meeting with the mayors of all 39 cities, towns, and villages in the areas to directly hear from them about the issues they face and requests they have. Their valuable opinions must be firmly reflected in our future initiatives to develop the areas and find solutions to local issues. For the promotion of the Tama area, we will compile a vision for beyond 2020, tentatively called the Tama Area Promotion Plan, while exchanging views with the local residents.

Next month, I will visit Hachijo Town and Aogashima Village. I will continue to make frequent visits to the Tama area and islands, closely cooperate with local municipalities, and strongly advance solutions to the challenges faced by each community.

8. Closing remarks

“Where there is discord, may we bring harmony. Where there is error, may we bring truth. Where there is doubt, may we bring faith. And where there is despair, may we bring hope.”

This was recited by former U.K. prime minister Margaret Thatcher.

My foremost goal for metropolitan administration is to realize a Tokyo where every one of the citizens can hold hopes for the future.

We will realize a Tokyo where everyone can lead fulfilling lives believing that “Tomorrow will be better than today. The day after tomorrow will be better than tomorrow.” We will advance initiatives that will create turning points in history to ensure that Tokyo will continue to lead the world 50 years and 100 years into the future. I will, together with those who share my aspiration, push forward the “grand reform of Tokyo.”

Including the matters to which I have already referred, a total of 89 proposals have been presented to this regular session of the Tokyo Metropolitan Assembly, including 31 budget bills and 34 ordinance proposals, to be deliberated among the Assembly members.

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