Policy Speech by the Governor of Tokyo, Yuriko Koike, at the Fourth Regular Session of the Tokyo Metropolitan Assembly, 2016

In opening the fourth regular session of the Tokyo Metropolitan Assembly in 2016, I wish to again relate my basic stance on future metropolitan administration.

His Imperial Highness Prince Mikasa passed away on October 27. To our deep sorrow, our prayers for his recovery from illness were not answered. On behalf of the citizens of Tokyo, I would like to offer my sincere condolences to the Imperial family.

Already four months have passed since I took office as governor with the pledge to advance the "grand reform of Tokyo." Tokyo's grand reform entails making metropolitan administration more transparent, always disclosing information, and realizing a government that moves forward with the people of Tokyo—one that puts the people of Tokyo first. Are all policies and spending truly in the interest of the people of Tokyo? I have engaged in my work with this in mind at all times and have spent my first 100 days in office pushing forward with the task of bringing to light the various issues faced by the metropolitan government.

Metropolitan administration has also been featured prominently in the media almost daily, and the situation at the Tokyo Metropolitan Assembly has also been attracting unprecedented attention. I believe that it is essential to have as many Tokyo residents as possible take close note of the affairs of the metropolitan government and the Metropolitan Assembly—to know what was said and what was, and was not, discussed at the Assembly, the political arena most accessible to the citizens; and to know how their tax money is going to be used. I want as many citizens as possible to see and learn what is happening.

Over this 100-day period, the issues that attracted the most attention were, of course, the Tokyo 2020 Games—the costs associated with hosting the Games—and the relocation of the Tsukiji Wholesale Market. To make the Tokyo 2020 Games a spectacular event, it is my responsibility as the elected representative of the people of Tokyo to put a stop to the ballooning cost of the Games. Concerning the relocation of the wholesale market as well, rather than giving priority to the decision that was made to relocate by a previous administration, under the belief that it is crucial to confirm the safety of the site, which is the top concern of the people of Tokyo and those associated with the market who are entrusted with our food, and ensure peace of mind, it was my responsibility to inquire into the false information given and incorrect procedures taken.

The lives of the people of Tokyo will continue beyond 2020.
The market must be considered in terms of 50 years and 100 years into the future.

During this time, along with undertaking the challenge of reviewing costs related to the Olympic and Paralympic Games and confirming the safety of the new wholesale market in Toyosu, while setting an example for reform by reducing my salary by half, I have also been examining the effective use of our precious financial resources. This included drawing up a supplementary budget of 12.6 billion yen for measures aimed at eliminating waitlists for childcare and reconsidering the plans to restore the Enryokan in Hama-Rikyu Gardens. From the standpoint of putting the people of Tokyo first, we are also reflecting views from local communities and have taken steps such as withdrawing the offer to lease metropolitan-owned land to a Korean school. In the area of making our government more transparent, in order to ensure thorough public disclosure, we have been advancing a system to record requests made by assembly members and other influential people, and proactively disclosing information that had been previously redacted.

We are now entering the stage where we provide specific answers as to how we will resolve the wide range of issues that have been unearthed. In the action plan for 2020 and the proposed budget for FY2017, we will set forth important and worthy policies aimed at creating a "new Tokyo," and will quickly realize them with the support of the people of Tokyo behind us.

1. Envisioning a steady path to a "new Tokyo"

Toward a bright future with the people of Tokyo

The action plan will outline intensive measures to be implemented over a four-year period to achieve the three new faces of our city—a safe city that is safe, reassuring, and vibrant; a diverse city where anyone can actively contribute; and a smart city that continues to grow as a leading environment-friendly city and a global financial and economic hub. To resolve the challenges faced by Tokyo and generate even greater growth, we will further develop and accelerate the initiatives outlined in the Long-Term Vision for Tokyo, which has guided metropolitan affairs to date, and turn them into policies incorporating new ideas. In the formulation of this plan, Tokyo's vice governors, the director general of the Office of Education, director generals from all of the bureaus of the Tokyo Metropolitan Government and I convened many times to hold discussions. A major difference from past policy plans is that the new plan sets forth many more specific policy targets, and draws up clear progress schedules for each. This will allow achievement of targets to be checked and policies to be evaluated after their implementation, for application of the PDCA (Plan-Do-Check-Act) cycle to make steady implementation of policies more feasible than before. While also utilizing the insights of Tokyo residents collected from public comments, I hope to bring together the wisdom of the entire Tokyo Metropolitan Government and compile the plan within the year. We will have the policies contained in the plan reflected in the next fiscal budget to all possible extent, and quickly move on to the implementation stage.

In addition, in this plan I hope to draw up a bold vision for Tokyo's bright future "beyond 2020." Although there are worrisome factors such as the decline and rapid aging of the population after 2020, we will firmly prepare for such difficulties and present an easy-to-understand, concrete vision for a dream-filled future for Tokyo. This will lead to the design of policies that are more than just an extension of efforts to date and will gain the support of the people of Tokyo who serve as the driving force for these policies. In a 2016 global city ranking announced by a private research institution, Tokyo surpassed Paris, placing third for the first time. I believe that aiming to be a city that always dominates the rankings and is admired the world over is a goal that our citizens can well understand. While cheered on by the Tokyo residents who support us and want to work with us to make Tokyo a better place, we will make strong strides toward a bright future.

Leading the Olympic and Paralympic Games to success

In the action plan, while clarifying the specific means to be taken to create a "new Tokyo," we will also firmly deal with immediate challenges at hand. First above all are initiatives to lead the Tokyo 2020 Games to success.

The full agreement of the people of Tokyo and Japan forms the critical foundation for the delivery of a successful Games and the subsequent growth of our city and country beyond 2020. To obtain this understanding, we conducted a review—our last opportunity to do so—on three Games venues for which construction costs are especially soaring, and advanced careful and thorough deliberations. Taking into account that the IOC's Olympic Agenda 2020, which emphasizes sustainability in all aspects of the Olympic and Paralympic Games, will apply to the Tokyo 2020 Games for the first time, we have just conducted a comprehensive review covering not only venue construction costs, but also aspects such as lifecycle costs and projected post-Games use. And, at a fully open meeting of the four main parties involved in organizing the Tokyo 2020 Games—the TMG, IOC, Tokyo 2020 Organising Committee, and central government—held the day before yesterday, we confirmed the following.

Concerning Rowing and Canoe Sprint, it was agreed to use the Naganuma Boat Race Course in Miyagi Prefecture as a pre-Games training camp site, and, while making efforts to reduce costs, construct the venue at Umi-no-Mori (Sea Forest Waterway). With respect to the Swimming venue, although we will build a new Aquatics Centre, we will work to hold down construction costs by taking steps such as reducing the number of seats from 20,000 to 15,000. Concerning the Volleyball venue, we will sort out the issues associated with holding events in Yokohama, while at the same time further examine from a variety of perspectives the prospect of constructing the venue in Ariake. Based on a comprehensive assessment we hope to reach a final decision by Christmas.

Although we reported that we aim to cap costs for the Games at 2 trillion yen, while continuing to work together, the four parties will strengthen governance at every stage of planning, budgeting, and execution for further reduction of costs.

In order to realize the concept of the "Games for Recovery," we will hold some competitions and other Olympic-related events in the areas that were affected by the 2011 Great East Japan Earthquake and 2016 Kumamoto Earthquake. We will encourage efforts to attract pre-Games training camps to these areas, and will have the Olympic and Paralympic flags tour Iwate, Miyagi, and Kumamoto, in addition to Fukushima, which I visited last month. We will continue to support recovery so that we can show the whole world how well the affected areas have recovered.

In addition to the Games for Recovery, we will also call for support by the people of Tokyo and Japan for the "mottainai" and "athletes first" concepts, and make firm investments to ensure that all of the athletes can fully demonstrate their abilities and skills, and to leave a legacy that will long be appreciated by all, and in this way, lead the Games to success. I wish to present a Games that will serve as model for this festival of peace to continue on for years to come.

Move forward in addressing the issue of the wholesale market

One more challenge that we must move forward with is the issue involving the relocation of the Tsukiji Wholesale Market. We announced our second self-assessment report on the problem of the "underground space" at the new location for the market at Toyosu last month, and clarified the responsibility of those in charge of the wholesale market at the time. We recently took disciplinary action regarding how the project was handled, including the decision to not cover certain areas with clean soil, which was done without following the required procedures. To take "responsibility" for the way this situation was handled, I would like to request a further cut in salary. With the implementation of such strict disciplinary measures, including that for the incorrect explanations given to the Metropolitan Assembly, I would like to close this stage of the issue, and proceed in conducting appropriate and level-headed discussion and making judgments on how the market should be, by giving full priority to ensuring the safety of the food consumed by the citizens of Tokyo.

Once scientific verification of the safety of the site and environmental assessment reviews are completed, we will make a decision on relocation from a comprehensive perspective, which includes the sustainability of the new market. Therefore, we estimate that the environment for relocation will be ready in winter of next year at the earliest, although this will depend on whether there will be a need for reassessment. Many of those affiliated with the market are bearing specific burdens such as through capital investment in the new Toyosu market. As the person responsible for the metropolitan administration, I take the fact that we have caused them great anxiety very seriously. At the same time, however, I believe these procedures are steps that definitely need to be taken to ensure food safety and to create an environment where everyone can rest assured in doing business. I sincerely request the understanding of everyone involved.

With regard to the pressing issue of compensating those affiliated with the market, starting from the end of this month through the beginning of next year, an examination board made up of lawyers and other experts will draw up a fair and objective compensation scheme. Until compensation is given, the TMG will sincerely devote itself to alleviating concern by offering support such as through emergency loans for which interest and guarantee fees are fully covered by the TMG.

Restore trust through metropolitan administration reform

Solving the wholesale market relocation issue. Making the Tokyo 2020 Games a success. Having each and every policy bear fruit to realize the "new Tokyo." None of these goals can be achieved without obtaining the understanding of the people of Tokyo. We will steadily engage in metropolitan government reform to restore their trust, which is at the foundation of such understanding.

The most important tool to advance reform is the thorough disclosure of information. Information disclosure is not only the crucial first step to restoring trust; if the wisdom of the private and public sectors is gathered through its advancement, it will lead to quick engagement in a broad range of issues and also heighten expectations toward our government. With respect to drawing up the budget proposal for the upcoming fiscal year, by hearing the opinions and requests of the members of this Assembly, various organizations, and others in an open environment, we will reflect the voices of the people of Tokyo to the fullest extent possible, and advance the process of making our administration more transparent. We will discontinue the seito fukkatsu yosan system heretofore taken to reserve funds for projects not included in the original budget draft. Last month, we also launched a new "whistleblower system" to ensure operations are carried out properly. Lawyers serving as the point of contact for this system will also take reports from the citizens of Tokyo.

In addition, the bureaus have already identified over 300 areas in which they can autonomously advance reforms, and are undertaking forward-looking studies on matters such as systems to reflect the opinions of young employees in the formation of policies and improvement of operations. Along with announcing the progress of these efforts, going forward, I hope to promote initiatives that are one level higher, including self-inspections for policy and program review. I have also received many suggestions, including proposals for improving work duties, in the "suggestion box" we established to enable TMG employees to submit their opinions directly to me. By advancing information disclosure and autonomous reform while continuing to cultivate a reform mindset throughout the TMG, I hope to regain the trust of the people of Tokyo one step at a time, and realize a government that moves forward with the people.

2. The Tokyo 2020 Games—an opportunity to create the "new Tokyo"

Accelerating Tokyo's change leading up to the Games

Tokyo is a model example of a mature society. The Tokyo 2020 Olympic and Paralympic Games present an opportunity to dramatically change our city. Here I would like to introduce some of the initiatives we are taking to accelerate the creation of the "new Tokyo" as we approach the Games.

Further promotion of safety and a sense of security

The maintenance of safety and a sense of security is fundamental to the success of the Tokyo 2020 Olympic and Paralympic Games and to the sustainable development of Tokyo beyond the Games. Above all, we must implement infallible measures to address the greatest threat facing our city -- that of a major earthquake directly hitting Tokyo. Since districts with close-set wooden houses are expected to suffer serious damage, in addition to the fireproofing of buildings, we will strongly promote the construction of "designated routes for improvement," which serve significant roles in blocking the spread of fire as well as facilitating evacuation and rescue activities.

Now, moving on to utility poles, Japan features about as many of these as it does its symbolic cherry trees. Amounting to as many as 35 million around the country, utility poles can be said to be another "symbol" of Japan. I wish to totally rid Tokyo of utility poles, and I plan to make that my goal. They could fall over in earthquakes and disrupt rescue and recovery activities; they spoil the view; they are a nuisance for baby strollers and wheelchair users. "No utility poles" should be the new norm for Japan. We would like to consider presenting a bill promoting the removal of utility poles, while also taking account of developments at the national level.

Last month in Fukuoka City, a massive sinkhole opened at a subway construction site. The cause of the accident has been put down to construction work, but it served to strongly remind us of the importance of effectively maintaining and managing our infrastructure. Appropriate TMG-wide measures must be taken to manage Tokyo-owned infrastructure and facilities including roads, water supply and sewer systems, hospitals, and metropolitan housing. We will continue to promote the comprehensive and systematic maintenance of the essential infrastructure that supports the city's vitality and sustain Tokyo's safety and security without fail.

In addition to such measures related to infrastructure, something that will help those with infants to feel safe and secure is liquid baby formula, which can be used in times of disaster when hot water is not available. I have been advocating this for some time, and now the national government is finally considering the removal of barriers to the production and sale of liquid baby formula. Keeping a watch on developments at the national level, we will sift through the tasks that need to be addressed to spread its use, and integrate this into detailed countermeasures for disasters.

Toward a Tokyo full of kindness

As an Olympic and Paralympic Games host city that respects diversity, we will further transform Tokyo into a place full of kindness where all differences are overcome and everyone can spend an enjoyable time. With regard to making roads barrier-free, this will be introduced to roads near Olympic venues and around key tourist sites by the 2020 Games, and by fiscal 2024, to a set number of metropolitan roads linking train stations and life-related facilities. In addition, the "Tokyo 2020 Accessibility Guidelines," which lays out both the tangible and non-tangible barrier-free criteria for the operation of the Games, will be utilized in urban development as well to introduce universal design throughout the city for the benefit of the elderly and the disabled.

At the same time, we will promote a barrier-free mindset. We will begin studies on proposing an ordinance to deepen understanding of society as a whole toward those with disabilities and further drive measures to eliminate discrimination. While listening carefully to the opinions of disabled people, we will engage in developing mechanisms for consultation and resolution of disputes, and facilitating mutual understanding using various methods of communication, and support the participation of the disabled in society. In these ways, we will pave the way toward an "aspirational" Tokyo where everyone is able to fully demonstrate their capabilities.

One benchmark for a Tokyo full of kindness is the zero culling of abandoned pets. To that end, we designated November as "Animal Adoption Month," and through promotion events and videos, strengthened efforts to find new homes for dogs and cats placed into care. We hope to continue to find ways to advance this movement with the goal of eliminating the culling of abandoned pets by 2020.

Formulating a new sports promotion plan

Through the Rio de Janeiro Olympic and Paralympic Games, we were highly inspired by athletes from around the world. Watching those performances, I am sure that many were moved to think, "I want to do sports as well." Sports do not just help make individuals healthy; they also carry many benefits including community revitalization and significant economic effects, and create connections that go beyond differences in values. In the run up to the Rugby World Cup 2019 and the Tokyo 2020 Games, we will formulate a new "Sports Promotion Plan" to clarify our direction for sports promotion, which will also include these new perspectives. We want Tokyo to be a city where citizens young and old, with or without disability, can all partake in sports and lead vibrant lives. And through the vitality of each individual that is generated through such an environment, we wish to have Tokyo shine even more brightly. With the aim to realize such a "sports city," we plan to draw up the plan within the next fiscal year while referring to the views of athletes and experts.

Increasing the appeal of Japan and Tokyo's culture

In preparation for Tokyo 2020, which is also a great festival of culture, we will heighten the attractiveness of Tokyo and Japan's culture from traditional performing arts to the immensely popular anime and manga. The other day, we held the "Tokyo 2020 Cultural Olympiad" kick-off event in Nihombashi. Just as Nihombashi was the starting point for the five major highways spreading out from Edo, it will be the place from where Japan's culture will be disseminated to the world. To that end as well, while involving a wide range of players including from the private sector, we will roll out a diverse cultural program over a period of four years, which I hope will increase Japan's fans around the world.

Last month, I attended the starting ceremony of the Tohoku Rokkon Festival Parade, which is part of this cultural program. This parade gathers together festivals from the six prefectures of the Tohoku region. It was a powerful performance carrying prayers for lost ones, the spirit of recovery, as well as a message of gratitude for support, and captivated the 20,000 spectators who gathered to watch. While promoting the attractions of all of Japan through the cultural program, we will also convey to the world the concept of the "Games for Recovery" and show the extent of recovery of areas that were devastated by disaster.

Toward a smoke-free city

The smoke-free initiatives called for by the IOC are now also a global trend. The Tokyo Metropolitan Government has been working to prevent passive smoking by raising public awareness of the effects of smoking on health, and taking measures such as providing support to hotels and eating/drinking establishments that are engaging in separating smoking area for the acceptance of foreign visitors. The central government is advancing efforts to establish legislation, such as announcing a proposal to make all eateries and other establishments smoke-free in principle, with penalties imposed for violation. We will continue to keep a close eye on these developments, and consider further ways for the metropolitan government to address this issue.

3. For a Tokyo that continues to grow even beyond 2020

Tokyo is now at an important turning point. Japan's population is shrinking and society is rapidly aging. Young people came to Tokyo from all over Japan during the period of high economic growth and brought life to the city, but from 2020, when this generation enters the ranks of senior citizens, it is projected that Tokyo's population will gray at a very rapid pace. We need to think of what we must do now to create a city that continues to grow even amid such circumstances. We will develop measures from this perspective.

Drawing out Tokyo's "soft power" to the maximum

It is my belief that Tokyo's potential lies dormant in its citizens. I am convinced that the "aspirations" of each citizen —to lead a vibrant life, to fully demonstrate one's strengths, to realize one's dreams in Tokyo—can open doors to a bright future.

Realizing a society where women can shine

To that end as well, we need to create a "diverse city" where each individual can play an active role regardless of age, gender, or whether they have a disability. In particular, promoting the participation of women in society is an urgent task facing the whole of Japan. However, in this year's report by the World Economic Forum, which looks at the gender gap in countries around the world, Japan ranked 111th out of 144 countries, slipping below its place last year. This shows that although Japan is striving for women's participation in society, other countries are doing the same with even greater determination. At this rate, Japan could fall behind the rest of the world. Tokyo will advance strong efforts as the driving force behind greater participation of women in Japan.

For a start, we are holding an event this month where I will have a chance to discuss ideas with Tokyo citizens about how to build a society where women can shine. And next month, we will be conferring the "Women's Participation Promotion Award," which recognizes leading achievements in a range of fields, and by widely publicizing such activities, we hope to help revolutionize the mindset of each and every citizen. Based on the White Paper for Women's Participation and the discussions of the TMG's Council for Equal Participation of Men and Women, we will also be drawing up a new Plan for Promoting the Participation of Women during this fiscal year. By clarifying the measures that the government and businesses should advance, we will not let this end as simply a rallying cry, but implement real policies for women.

Reducing to zero the number of children waitlisted for childcare

We must work hard to reduce to zero the number of children on waiting lists for places at childcare facilities. The emergency measures made possible by the supplementary budget, which was passed at the last regular session, are already showing results. With regard to the loan of metropolitan land for the construction of childcare facilities, we expanded the system and added an approach by which contractors can rent land through the local municipalities. The first contractor determined through this system was in Taito-ku. Moving forward, I wish to increase such examples by identifying metropolitan land that can be used in this way from throughout the TMG, and also providing information through the Tokyo Childcare Horenso consultation desks we have established. Last month I also attended a meeting with the municipal governments to discuss urgent measures to reduce the number of children on waiting lists. There, we were able to directly hear the requests from the people in the field, for the promotion of measures centering on improving the working conditions of childcare workers. I hope to continue having these kinds of meetings on a regular basis so that the metropolitan and municipal governments can share goals and awareness of the issues and work as one to address the problem of childcare availability. Furthermore, based on views from the field as well, we will reflect further initiatives in next year's budget proposal, and roll out measures that are "more effective" in solving the problem of waitlisted children.

In October, we established the Joint Secretariat for Promotion of the Tokyo Special Zone in the TMG building in order to strongly advance the initiatives of the National Strategic Special Zone in cooperation with the national government in a broad range of areas including the issues of childcare wait lists and long-term care. In concrete terms, we will be introducing more flexibility to "mixed long-term care", which will also lead to upgrading care services and improving the working conditions of care workers. To help reduce the number of people who are forced to leave the workforce in order to provide care, we will consider how holidays and leave for caregivers should be handled while also considering the alleviation of burdens on small and medium sized enterprises. With regard to resolving the waiting lists for childcare, the Secretariat will be fully utilized to also promote new initiatives from the aspect of regulatory reform.

Work style reform is the key to revitalizing Tokyo

To revitalize Tokyo, we are working to reduce to zero the number of children waitlisted for day care and encourage women to participate more actively in society. Also, in addition to TMG-wide efforts to address the issue of train congestion during rush hours, we will gather ideas from the private sector and seek solutions through public-private collaboration. But actually, what is at the root of these and other issues facing modern society is work style. I cannot help but feel that the practice of having everyone office-bound from morning to night has reached its limit. If diverse work styles, such as working for shorter hours or working at home, are adopted more widely and become commonly accepted, an environment supporting a balance between working and parenting or long-term care responsibilities, and encouraging women's participation in the workforce will be established. Eventually, a packed train might become a story of the past. Work style reform is the substantial key to realizing a "diverse city."

With this in mind, we took the lead by launching an initiative to reduce overtime work of TMG employees. We established a rule that everyone must leave the office by 8 p.m. In addition to that, the recently established TMG work style reform promotion meeting is studying other possible measures for reform, such as the introduction of telecommuting and more flexible work hours. Meanwhile, we have been providing support to private-sector companies seeking to adopt better styles of working for their employees; already more than 700 companies are using this support to proceed with their measures. With the aim to make Tokyo an even more vibrant city by allowing everyone to work happily and enthusiastically in a manner that suits their respective circumstances, we will lead a movement that involves the private sector. Work style reform is another area in which we have to overcome the central government's various regulations to move forward. We will fully leverage the National Strategic Special Zone system through the newly launched Joint Secretariat for Promotion of the Tokyo Special Zone, which I spoke about earlier.

Education policies for building a bright future

Next, I will speak about education policies. It is an important mission of education to bring out the potential of all children and to nurture talent to match the needs of the era. Based on this viewpoint, a draft outline of the TMG's new fundamental principles for education was put together and presented to the Comprehensive Education Council when it convened recently. We had a frank discussion with the members of the Board of Education about such matters as the TMG's original scholarship system that will allow children to study regardless of the financial state of their families or other such circumstances; foreign language education that fosters practical communication skills; development of volunteerism; and enhancing education for children with disabilities. Based on the opinions we received at the council, we will deepen the discussion and compile the new fundamental principles next month.

Given that the circumstances surrounding children are growing increasingly diverse and complex, including poverty, bullying, truancy, and dropping out of school, we also need to boost the capabilities of teachers and schools, which support education. We will work to enhance the quality of education by improving the skills of teachers, and collaborating and cooperating with experts and local communities.

Increasing the global competitiveness of Tokyo

In the United States, the new administration of President-elect Donald Trump will start next month. Given that both British Prime Minister Theresa May and President-elect Trump are calling for large cuts in corporate tax, competition between the world's cities is expected to intensify further. We need a solid strategy to attain sustainable growth amid such a situation. We must, with a sense of crisis, transform Tokyo into a cutting-edge city that can win the race against other cities in the world—what I call a "smart city."

Tokyo as a global financial city

The crucial part of this effort will be restoring Tokyo to its position as Asia's top global financial city. We will attract asset management and fintech companies from home and abroad, as well as the highly skilled talent who work at these companies, by leveraging the new Joint Secretariat for Promotion of the Tokyo Special Zone to make full use of the National Strategic Special Zone system and cooperating with the national government to achieve structural reform and deregulation with no sacred cows. By doing this, we hope to enhance the global competitiveness of Tokyo, and that of Japan, and thereby contribute to the growth strategy of the national government. Last month, to tackle essential challenges in stimulating financial activity, we set up a panel consisting of financial professionals in Japan and abroad, corporate executives and others, and also another working-level study group. Taking into consideration the proposals from these panels, and in cooperation with the central government and private-sector entities, the TMG will assiduously look into ways to attract businesses and enrich the living environment for foreign residents through reexamination of obsolete industry practices, regulations, tax systems and other potential barriers.

Tokyo as a city leading the world in environmental policies

In the field of the environment, too, I hope Tokyo and other cities in the world will be able to inspire and uplift each other.

Recently I was elected to the Steering Committee of C40, a global network of more than 80 cities with the aim of tackling climate change. Tokyo will lead the world in measures against climate change by utilizing the know-how it has built up, such as the urban cap-and-trade scheme. This scheme, which makes it obligatory for large office buildings and other commercial facilities to reduce CO2 emissions, has achieved a CO2 emission reduction of approximately 14 million tons over five years.

As a new initiative in the field of the environment, we decided to issue the Tokyo Environment Supporter Bond, the proceeds of which will be used for our environment-friendly projects, including the switch to LED lighting at metropolitan facilities. Last week, the bonds sold out on the first day. Next fiscal year, we plan to utilize the know-how gained from this experience to issue green bonds—an area where Japan is said to lag behind other countries—so that we can make Tokyo globally competitive in terms of green investments as well. I hope this will help create momentum for participation by Tokyo citizens in the TMG's environment policies through investment, and will also strongly facilitate the advancement of policies to make Tokyo a city that leads the world in environmental policies, such as spreading the use of renewable energy and LED lighting, addressing the heat island effect, and reducing food loss and waste.

Helping SMEs venturing into new fields

We also wish to actively support small and medium-sized enterprises in developing business overseas. The TMG has been extending support such as helping SMEs find markets outside Japan, providing local information on the ASEAN (Association of Southeast Asian Nations) region, and offering consultation on business management and technology. As shown by the smartphone-related patent infringement lawsuits between global companies, it is becoming increasingly important for businesses going abroad to be armed with good intellectual property strategy, including the acquisition of patents and trademark rights and measures against counterfeits. Therefore while looking into new types of support that meet such needs, we will continue to provide powerful assistance to SMEs venturing into overseas markets.

Generating innovation from Tokyo

We also need to draw out the potentials of new technologies, notably IoT and AI, so that they will contribute to the further growth of Tokyo.

Regarding the medical device industry, centering on the medical-engineering partnership hub, which we opened in the Nihombashi district, we are promoting partnerships between small and medium-sized manufacturers and clinical institutions, medical device makers, and other relevant parties. The other day I went to inspect the Tokyo International Industry Exhibition. There I sensed the steady establishment of a foundation to connect the excellent technologies of SMEs to unique and innovative businesses that have global marketing potential. Also, I tested out a sports wheelchair there. Developing world-class products in this kind of field will help promote Para sports as we approach 2020, and will also serve as a growth strategy in a super-aging society beyond 2020.

It is also important to produce many entrepreneurs who propose new values through out-of-the-box ideas. Next month in the Marunouchi district we will launch a business support center that people seeking to start up a business can easily visit and receive one-stop support. The area spanning from Otemachi to Kabutocho, which is aiming to become a global financial center; the Nihombashi district, which is on its way to becoming a life sciences hub; and the unique technological capabilities of SMEs—by leveraging these strengths and adding the creative ideas of entrepreneurs, Tokyo will continue to generate innovation and drive the growth of Japan as a whole.

Polishing the Tokyo brand to promote inbound tourism

Another important key phrase in our growth strategy is the branding of Tokyo. What can we do to effectively promote the Tokyo brand within and outside Japan? We have reviewed what has been done up to now and are beginning discussion on what should be done. Also, while preserving traditional products and the superb techniques of craftsmen, we will also stimulate them by taking a new approach, and nurture and publicize them as the "Tokyo brand." To that end, this month we will launch a committee modeled after the Comité Colbert of France. Together with experts from various fields, we will look into how we can better disseminate the attractions of Tokyo.

The Tama and island areas also have many attractions that can be developed for the branding of Tokyo. Last month, I went to Miyake Village and Mikurajima Village for the flag tour event. Their strong, unique features, such as motorcycle races and dolphin watching, make these areas appealing tourist destinations. That is also the same for Ogasawara Village, Okutama Town, and Hinohara Village—places I visited in October. The unique features of each area are their strengths and are attractions that could become part of the Tokyo brand. I will continue to actively make "treasure-hunting" visits to the Tama and island areas to find their unique attractions and polish them up.

Another effective approach to boosting inbound tourism is bringing more international conferences and other MICE events (meetings, incentive travel, conventions, exhibitions) to Tokyo. Amid the intensifying global competition to host international conferences, we will strengthen our overseas promotional activities and utilize metropolitan facilities, such as museums and gardens, as "unique venues"—reception venues that provide a special atmosphere.

To ensure that these efforts help promote tourism, while listening to excellent proposals from experts, we are formulating an action plan that will systematically set down new measures to be taken. An interim report on the action plan, which is tentatively called the "Tokyo Metropolitan Government Action Plan 2017 for Tourism Industry Promotion," will be released shortly. After incorporating the opinions of Tokyo citizens, we will unveil the finalized action plan by the end of this fiscal year.

4. Closing remarks

Many people say that "Maintaining the status quo is to fall into decline." I think Japan has long been satisfied with maintaining the status quo. Maintaining the status quo may feel comfortable at that time, but that just brings about a decline of society, economy, and politics as well.

Many Tokyo citizens are calling on me to proceed with my reform initiatives. I think this is because they sense that we can no longer afford to stay with the status quo and that remaining the same will only lead to decline and regression.

I have heard that at this Assembly as well, you are launching discussions on various initiatives for reform. For the bright future of Tokyo in 2020 and beyond, I am looking forward to working together with the members of this Assembly who are enthusiastic about proceeding with reform.

Including the matters to which I have already referred, a total of 33 proposals have been presented to this regular session of the Tokyo Metropolitan Assembly, including 10 ordinance bills and 14 proposed contracts, to be deliberated among the Assembly members.

Before I conclude my policy address to the Assembly, let me tell you once again that I am fully committed to my "grand reform of Tokyo." Thank you.