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

I am Yuriko Koike, the new Governor of Tokyo. In opening the third regular session of the Tokyo Metropolitan Assembly in 2016, I wish to relate my basic stance on future metropolitan administration.

First and foremost, I would like to speak about the issue of relocating the food wholesale market to the Toyosu district. I understand that the political parties and factions of this Assembly have been working hard for many years on the issue of relocating the aging Tsukiji market to its new site in Toyosu. Business operators at the market have also extended their cooperation to the relocation project after giving much serious thought to this matter, which could put their operations at risk of folding. However, I must say that the recent developments have cost the metropolitan government the trust of Tokyo citizens. I imagine many citizens groaned when they saw past and current metropolitan government officials concerned with this issue saying things like "I haven't heard that" or "I didn't know that."

Tremendous time and much effort will be needed to regain the trust lost. We must identify those accountable. Who decided what, when, and where? What did they hide? We have an obligation to pursue the cause of this problem.

Now, at this time when we face the big task of preparing for the Tokyo 2020 Olympic and Paralympic Games, we must seriously discuss what must be done to ensure that such a situation never arises again. Also, we need to thoroughly disclose information. If there are any problems with the nature of the organization as a whole or how decisions are made, they must be changed now. I want to turn this into an opportunity to transform the sentiments of the citizenry into anticipations toward a new metropolitan administration.

The goal is, always, to build an administration that puts the citizens first. This is my creed, and I believe it is a goal I can also share with you, the members of this Assembly who represent the citizens.

This session of the Assembly opened today, and the Tokyo citizens will be watching the debate from a totally different perspective than before. We will have our entire decision-making process open to the public -- rather than allowing Assembly members, the governor, and Tokyo Metropolitan Government (TMG) officials to wrap things up behind the scenes through collusion or the "nemawashi" (prior consultation for consensus building) approach. I entreat you to swiftly approve matters and initiatives that require immediate action for the benefit of our citizens.

We will bring in ideas and opinions that serve not the interests of the governor or the members of this Assembly, but those of our citizens, and hold heated discussions on what each of us believes would maximize the interests of our citizens as a whole. That is what I believe is the form the Assembly should take under the new metropolitan administration. Now, again, let me speak about my basic stance on metropolitan administration.

1. My vision for the world's best city

"Grand reform of Tokyo" My determination represented by these four words gained the strong support of Tokyo's citizens, and resulted in much more extensive support in the gubernatorial election than I had expected. My grand reform of Tokyo means greater transparency, information disclosure, and realizing a government that is advanced with our citizens.

During my election campaign, the number of people who came out to hear me speak increased with every passing day. I felt how badly people want metropolitan administration to be more visible and understandable, and how strongly they want it to be reformed for their sake. I must do whatever it takes to fulfill the strong mandate entrusted to me by the citizens of Tokyo. I now have a renewed sense of responsibility.

Launch of the Office of Tokyo Metropolitan Government Reform

The essence in promoting the grand reform of Tokyo is transparency -- taking thorough measures to make metropolitan administration more visible and easy to understand. To this end, each and every TMG employee must take it on themselves to carry out reforms, and while maintaining the stance of actively disclosing information, always review how they proceed with their work.

Let me remind you of the words, "wise spending." Large tax revenues must not lead to any loss of perspective in spending taxpayers' money effectively. This is particularly important given that we cannot take this rich revenue for granted under today's global political and economic uncertainty. Faced with this problem, we have established the Office of Tokyo Metropolitan Government Reform, headed by me, as a mechanism to awaken the spirit of self-reform within the TMG.

Currently, the bureaus of the TMG are each advancing reform on their own in collaboration with the Office of TMG Reform. At the same time, the teams organized within the Office -- the Transparency Team, Olympic and Paralympic Team, and the Internal Control Project Team -- are looking into the facts and assessing the issues they are charged with, and examining what could be done to transform metropolitan administration into the one that always puts the citizens first.

In addition to scrutiny by the members of this Assembly, which is essential for the proper operation of the Tokyo government, the TMG must take it on itself to make sure its operations are more visible and advance ceaseless efforts for reform that is not an extension of past ways, and in this way, regain the trust of Tokyo citizens. This is definitely not an easy task. Some TMG employees may find this challenge to be disconcerting because it is different from what they are used to. However, for Tokyo's growth, we must instill a mindset for reform throughout the TMG right now.

To demonstrate my determination and posture for reform, a proposal to cut the governor's salary by half -- my campaign promise to the Tokyo citizens -- has been presented to this session of the Assembly. Your deliberation on this matter is highly appreciated.

Tsukiji market's relocation to Toyosu

Along with the self-reform of the TMG, the Assembly, whose role should include overseeing metropolitan administration, has also been brought into question with the issue of relocating the Tsukiji market, which I mentioned at the beginning of this speech. As the governor of Tokyo, I have the responsibility of ensuring food safety for the citizens.

However, there are three problems with the plan to relocate the market to Toyosu: safety concerns, the opaque and considerable increase in costs, and insufficient disclosure of information. That is why I decided to postpone the relocation originally scheduled for November 7.

As for safety, why was the relocation scheduled to take place before the release of the final results of the two-year monitoring of groundwater? Regarding soil contamination measures, why had the TMG given mistaken explanation that the area under the buildings were covered with a layer of clean soil? There are open spaces beneath the buildings and the presence of water has been confirmed in those spaces. What led to such circumstances, and why was the situation and information not shared? We need to make thorough investigations and have experts judge the safety of the new market once again. The relevant project team is also examining matters such as the structural safety of the new market facilities and the cost of the relocation project. I will firmly make decisions on measures to address other issues arising from this series of developments, including measures to prevent any impact on the success of the Tokyo 2020 Olympic and Paralympic Games and considerations toward the operators and others concerned with the Tsukiji market.

2. Toward a new Tokyo

Once I establish metropolitan administration that puts citizens first and regain their trust in the government, what will I aim for next? My goal is to realize a "new Tokyo," a city where everyone can lead lives full of hope, vitality, and peace of mind, and a sustainable city that drives the growth of Japan and is a radiant presence in the world. To this end as well, I will create the three new faces of our city—a Safe City, Diverse City, and Smart City—and engage in resolving challenges confronted by Tokyo and generating growth.

Diverse city where everyone can lead vibrant lives

Quick action for child daycare

An environment that allows each and every Tokyo citizen to fully realize his or her potential is at the foundation of a Tokyo where all can hold hopes and lead vibrant lives. A city where everyone—men, women, children, seniors, the disabled—can lead fulfilling lives and play an active role. A city that embraces diversity and is filled with warmth and kindness. I will realize such a Diverse City.

Compared to the rest of the world, Tokyo has not been successful in fully realizing the potential of women. For example, let's look at the labor force participation rates of women aged 35-44. While the rate is roughly 90 percent in Sweden, where much efforts are taken to have women be active in society, it is only about 70 percent in Tokyo. This is because the age group raising children makes the dip in the so-called M-shaped curve. Tokyo will not be able to develop sustainably unless we can quickly put an end to a situation in which women are forced to make an either-or choice between child rearing and career. To realize a city where both men and women shine and our future is bright, we need to urgently tackle the problem of children waiting to enter daycare centers.

In addition to initiatives we have been taking from before, such as leveraging the National Strategic Special Zone scheme to open daycare centers in metropolitan parks, we recently compiled an emergency package to reduce the number of children on the waiting list. The package has three pillars: advance the construction of daycare centers and other such facilities; help secure and retain daycare staff; and expand support to users. It consists of 11 measures aiming for immediate and effective actions. These measures will be implemented in such a way as to encourage municipalities and other service providers to act quickly. Through the measures, we will increase daycare capacity by 17,000, which is 5,000 more than the previously set goal for this fiscal year. A supplementary budget bill to finance this initiative has been presented to this regular session of the Assembly. Your deliberations will be highly appreciated.

In addition, with an eye to tackling this issue in cooperation with the central government as well, I spoke directly with Prime Minister Abe and requested that the parental leave system, regulations on daycare centers, and other related items be reformed. Tokyo's own support measures will also be included in our fiscal 2017 budget plan. We will take an extensive and bold approach to make Tokyo a better place to raise children.

Reform working styles to draw out citizens' vitality

We no longer live in an age when we can assume profits will go up if we work long hours. In fact, I believe that working late into the night or commuting on packed trains could seep away the dynamism of our society.

Let's have Tokyo take the lead in promoting "life-work balance." I deliberately changed the order here of the words "work" and "life." We all need to place much greater importance on our life outside work. For example, in another comparison with Sweden, data shows that the amount of time an average Tokyo father with a child under six spends on housework and childcare is as much as two hours shorter than his Swedish counterpart at just 1 hour 17 minutes per day. If we can increase the amount of time fathers spend with their children, or share in the housework, it will most probably lead to everyone—men, women and children— having active and productive lives. We should increase work productivity, and also value time spent with family or personal pursuits. I believe that this private time provides people with energy for tomorrow and is what makes Tokyo's sustainable growth possible.

We need to change how we think about work and how we do our work. Let's start right here. The other day, beginning with me, all the senior officials of the TMG made the "parenting-supportive boss" declaration, aimed at creating a work place where a balance between work and private lives, including caring for the elderly and children, is achieved. The tendency for managers to judge staff who work long hours as competent will be changed, and by pursuing work efficiency, we will aim to establish a "zero overtime" work place where results are achieved within regular working hours. We aim to offer strong support to companies that commit to reforming work styles and extend this way of thinking to citizens in Tokyo and beyond. I want this to turn into a great movement by spreading these practices.

A society that respects and supports the aspirations of each individual

Three years ago, I had the experience of taking care of my mother at home in her last days. This experience reinforced my desire to make Tokyo a place that can accommodate the wishes of many older people to continue living in their own homes or in familiar communities.

While devising ways to build the foundation for caregiving services and to secure and retain caregivers, we will enhance the system for integrated community care, such as establishing a system in which patients can receive proper medical care in the community. Furthermore, recognizing that we are now a super-aged society, we aim to create a Tokyo where everyone can receive high quality health care and live with peace of mind.

We have been working to raise the motivation of those with disabilities by increasing the number of "social firms," businesses created for the employment of people with disabilities, which incorporate business management techniques. The other day, we opened a shop specializing in selling merchandise made by people with disabilities, in the TMG building. We enlisted the support of business management professionals to open a stylish shop offering many attractive items. We hope many people will drop by and see the high quality of the goods on offer. We will not just have society as a whole support those with disabilities, but will firmly support those with ambition or ability in realizing their desire to live independently.

In order to build the sustainable Tokyo that I have in mind, we need to nurture talent who will shoulder the city's future —people who can take it on themselves to clear the path to the future; globally-minded people who can make contributions even in a turbulent world; and people who can generate innovation, which supports the future of Tokyo and, accordingly, that of Japan. These are the kind of talent we need to raise. For this, we must sweep away the introverted tendency of students by bolstering education in English and other foreign languages and providing support for studies abroad; nurture a spirit of taking on the world; and improve education in science and math, which are subjects necessary to sustain Japan as a science and technology leader. It may also be important to take initiatives to enhance teaching skills for teachers to be more in touch with the children. What kinds of talent are needed for the Tokyo of tomorrow? Based on these perspectives, at the Comprehensive Education Council, I will conduct discussions with the Board of Education on the form that education should take and formulate new outlines for education.

Furthermore, we must make sure that a child's future aspirations are not stifled by his or her family's economic constraints. We will firmly support children's desire to learn by advancing studies on scholarship grants unique to Tokyo and other measures.

I think one benchmark for a "Diverse City" full of kindness would be achieving the zero culling of pets. I want to help expand awareness of pets from a pet "as a member of the family" to a pet as "member of society." I aim for early achievement of this goal of zero culling, while also advancing initiatives to nurture from childhood a healthy mind that values life and has self-respect and respect for others.

A secure and vibrant "Safe City"

Living safely and with peace of mind is the basic condition for our citizens' hopes and vitality. For Tokyo's citizens to feel assured that their lives, lifestyles and assets are protected is what gives birth to Tokyo's dynamism and energy. A city where citizens love and take pride in their thriving communities and take it upon themselves to uphold their community's safety and security—this is the "Safe City" we aim to create.

Prepare for disaster from the standpoint of residents

I experienced the Great Hanshin-Awaji Earthquake. As you all know, collapsed buildings and toppled utility poles obstructed the passage of emergency vehicles, and the quick spread of fire caused extensive damage. In Tokyo as well, earthquake and fire resistance are pressing issues to address. In order to secure disaster response routes which will be crucial for rescue and recovery efforts, we will support efforts for the earthquake resistance of buildings lining these roads. At the same time, in order to mitigate the risk of spreading fires, we will support the rebuilding of homes for fire resistance in districts with close-set wooden houses and the widening of local community roads.

Another item we need to strongly promote is the elimination of utility poles. We will seek citizens' understanding of this need and the expected benefits, and raise a wide movement for its promotion. By having this momentum led to competition among contractors and innovative solutions, we will work to reduce costs, the major obstacle we face.

Along with the building of infrastructure, preparations taken from the perspective of our residents are what will make them feel more secure in the event of a disaster. For example, ready-to-use liquid baby formula, which requires no added water, will be very handy especially in times of disaster when breast feeding is difficult. We plan to sort out the existing issues, including current national regulations, and implement detailed measures to prepare for disasters.

Making the local community the lynchpin for safety, security and vitality

In times of disaster, initiatives taken by the community's people to help each other serve a major role in saving lives. And it is the bonds within each community that hold the key to stronger safety and security. The more active the community, the stronger these bonds are. We will build lively, safe and secure communities by stimulating town and neighborhood associations, volunteer fire corps, shopping streets and other organizations throughout Tokyo.

Revitalization of Tama and the Islands

The development of the Tama area and Islands, which make up a third of Tokyo's population and two-thirds of its surface area, is essential for Tokyo's vitality. I will actively visit these municipalities, join hands with them, and engage in efforts involving all of Tokyo to create a city where every citizen can live comfortably.

One of Tama's greatest strengths is its concentration of SMEs, universities, and research institutions with advanced technological capabilities, and its excellent connectivity to areas throughout the National Capital Region via the Metropolitan Intercity Expressway. Going forward, we will further develop these strengths by progressing with construction of the three ring expressways and north-south and east-west trunk roads, to foster the birth of new industries and services and contribute to Tama's sustainable development, while at the same time preserving the region's rich natural environment.

Tama and the Islands have many other precious assets, and it would be a waste if they are not promoted. There are the forests of the mountainous regions, which have a versatile role in providing lumber, absorbing carbon dioxide, and serving as places for rest and relaxation. By protecting these forests, we will promote the development of the forestry industry and broadly convey the attractions of Tokyo's forests and Tama timber. In addition, at last month's Tokyo Area Special Zone Meeting, we made a proposal to the national government to set up a "Special Zone for Island Shochu" to leverage the islands' precious local liquors as tourist attractions. By positioning such "differences" from central Tokyo as "strengths," we will work in cooperation with the municipalities to powerfully promote initiatives for community development under this new concept.

Neither must we forget disaster management that takes in the features of Tama and the Islands. Both structural and non-structural initiatives are needed for sediment disasters, such as slope protection and establishment of evacuation systems through designation of hazardous areas. And to prevent communities from becoming isolated due to roads being cut off by landslides or heavy snow, we will also work to secure alternative routes. In the Islands, where there is a high danger of tsunamis, we will take measures such as installing signs to provide guidance to safe areas, and constructing evacuation facilities near harbors where it may be difficult to reach safety before a tsunami hits land. We will advance resilient urban development to protect lives through efforts to improve disaster management capabilities, which take into account the specific nature of each region.

A "Smart City," open to the world and growing steadily

Facing the fact that the era of a steadily rising population and growing economy has passed, our task is to realize a sustainable Tokyo that can continue to be the engine of Japan's growth. We must boldly pursue a well-timed growth strategy for development of future growth areas, including IoT, AI and fintech.

Tokyo, a leading environment-friendly city

A resource-poor country, Japan has used its negative experiences, including two oil shocks and the pollution issues brought about by rapid economic growth, as a springboard to hone its environmental and energy-saving technologies. Today, addressing global warming has become an important obligation of major cities, and we are in an age when tackling environmental issues can lead to new business opportunities and be a key factor in raising a company's social reputation. Using the opportunity provided by the 2020 Games, we will encourage further innovations in environmental technologies to achieve a low-carbon society and promote a change in attitudes toward environment-friendly business models, including measures to reduce food waste. We will also advance more urban efficiency and energy-saving through renovation work; diversification and decentralization of energy by introducing and expanding the use of renewable energies and stand-alone power generation systems, and realizing a hydrogen society; and advance measures to combat the heat island effect, among others. I wish to lead Tokyo to further growth through comfortable and eco-friendly urban development that protects our water and green spaces.

We will also support citizen's efforts for energy savings and creation, such as more expansive use of LED lights and eco-homes that are well-insulated and use fuel-cells, storage batteries, or other such systems. We want to spread support among the citizens by actively publicizing efforts that can be easily taken, and have them personally experience the specific results of such initiatives. Technological innovation, a change in attitudes, and support by the public—using these three pillars as our strategy, we will use Tokyo 2020 as a springboard to create a new "common sense" to guide both people's lifestyles and business activities. We will create a Tokyo, a leading environment-friendly city which is full of the traditional Japanese virtue of "mottainai," and is clean, low-carbon and sustainable.

Becoming a global financial center again

When I was working as an economic news correspondent, Tokyo was on a par with London and New York as a global financial center. But today, various other Asian cities have taken on that mantle. We must restore Tokyo to its position as number one in Asia.

We will speed up the efforts to make Tokyo a global financial hub by strengthening measures to stimulate financial activity. For example, to attract fintech companies and other foreign financial corporations, we will make full use of the National Strategic Special Zone system and accelerate the development of financial business exchange centers. In the next fiscal year, a one-stop service in English will at last become available to provide advice to foreigners in starting up a business and living in Tokyo. We will also push to attract international schools to build the schooling environment. By 2020 we plan to transform the area from Otemachi to Kabutocho, where many financial businesses congregate, into a showcase that gathers financial professionals from around the world.

For sustainable growth

There are a great number of hidden treasures in Tokyo that we should put to better use. To make the most of the traditional crafts that are a unique product of Tokyo's climate and history, while carrying on the legacy of traditional craftsmanship, we will also encourage the development of products that meet today's consumer tastes. Regarding the urban agriculture industry of Tokyo, which produces fresh and safe agricultural and livestock products, in addition to komatsuna greens, Nerima daikon radish and Tokyo X pork, we will create brand products like the successful kyoyasai vegetables of Kyoto. We will thus uncover new aspects of Tokyo, and promote them to the world by adding value, and in this way, enhance the global attraction of Tokyo.

A golden opportunity is presented now, as the whole world is watching our city in the lead up to the Tokyo 2020 Games. We will actively engage in increasing inbound tourism by positioning the branding of Tokyo as part of our growth strategy.

And in order to keep increasing the number of inbound travelers, it is vital to create an environment that is comfortable for overseas tourists. We will respond to the needs of various visitors such as fully using IT to set up information centers and improve multilingual services in stations and in the city, and also advance measures that do not forget fine attention to detail, such as installing more western-style toilets.

Another important task is improving the functions of Haneda Airport and the Port of Tokyo so that they can properly serve as the gateways to the global city of Tokyo.

While also working with the national government, we will take appropriate steps to meet the increasing demand for international flights and the globally increasing size of ships, so that Tokyo can continue to function effectively as a hub for people, goods, money and information from around the world. Looking beyond 2020 as well, we will further develop land, sea and air transport and logistics networks and strengthen Tokyo's transport infrastructure, which is essential for the sustainable growth of Tokyo.

We will advance the technological innovation of SMEs, which support the industries of Tokyo and Japan, as well as business startups, and while linking this to the creation of new industries, we will also support the succession of superb skills and technologies to the generations to follow. We will work to support the further development of SMEs, while also being mindful of international advancements such as supporting them in cultivating overseas markets.

Drawing up a new plan

Thus far, I have been speaking about the thinking behind our policies to make a "new Tokyo." From here on, I plan to advance studies to make the policies more concrete and, while also engaging in extensive discussions with the members of the Metropolitan Assembly, draw up a Tokyo 2020 action plan by the end of the year, and include this in the budget for the next fiscal year. I don't want this to be simply an extension of what has come before, but to incorporate new ideas that go beyond; we will make aggressive proposals for justifiable policies to realize our vision for Tokyo's bright future, and do in a form that receives the support of our citizens. We must also draw up a future vision of Tokyo after 2020, "Beyond 2020."

3. Preparing for the Tokyo 2020 Olympic and Paralympic Games

The flags are here and now it's Tokyo's turn

This summer, the Japanese archipelago overflowed with emotion and excitement over the superb performances of the Japanese athletes at Rio de Janeiro; they won 41 medals at the Olympic Games, the most ever won by Japan, and 24 medals at the Paralympic Games.

I also traveled to Rio as the leader of the next host city. And, with the whole world watching, I received the Olympic and Paralympic flags from Rio de Janeiro Mayor Eduardo Paes. Now that we have both flags, I truly feel the weight of responsibility that comes with it now being Tokyo's turn to host the Games, as well as the thrill of ensuring that the Games are a spectacular event. We will take the flags on a nationwide tour starting with every municipality in Tokyo, beginning from Ogasawara Village, and the three prefectures most affected by the 2011 Great East Japan Earthquake. I look forward to sharing this excitement with all of Japan.

Accomplishments of the Rio visit

In Rio, I inspected Games venues, public safety measures, transportation infrastructure, and other aspects of the Games. The materials from a temporary facility are scheduled to be recycled for use in constructing elementary schools after the Games. This truly embodies the 3R concept of reduce, reuse, and recycle. Referring to such examples, we will incorporate the mottainai concept (a Japanese tradition of respecting and not wasting resources) into the Tokyo 2020 Games. I hope to make mottainai known around the world as a word that symbolizes Tokyo and Japan.

In addition, by actually watching the competitions, I was able to keenly feel that the amazing performances of the athletes are why we are so moved by the Olympic and Paralympic Games. Focusing on "athletes first," we will advance preparations to provide an environment that enables athletes to concentrate on their sport, and for enthusiasm and excitement throughout Tokyo to support the powerful performances of the athletes.

We must also firmly ensure the safety and security of the Games. There were no incidents of terrorism at the Rio Games, and this is certainly worth praising. Meanwhile, bombing incidents occurred in the center of New York City and nearby areas just the other day, with reports citing the possible influence of international terrorist organizations. In this way, the international terrorism situation is becoming increasingly challenging. While working closely with the national government, we will continue to take all possible steps to strengthen counterterrorism measures, respond to cyber threats, and bolster public security infrastructure, among others.

What the Tokyo 2020 Games aim to achieve

The Tokyo 1964 Games showed Japan's rapid development and economic growth to the world. On a black and white television at my elementary school, I remember watching Ethiopia's Abebe Bikila raise his arms high in the air like this when he crossed the finish line and won the gold medal in the Marathon. This scene is unforgettable to me even today. Japan's population, as well as its economy, were growing at the time. It was an era when the exchange rate was 360 yen to the U.S. dollar. Tokyo's infrastructure today, such as the metropolitan expressways and Shinkansen high-speed railway line, was built by a loan from the World Bank, which Japan completed repayment of in 1990. Reflecting on all of this makes you realize how much times have changed.

The Tokyo 2020 Games will not be a simple rerun of 1964. We must make the 2020 Games an event that promotes our city as T-O-K-Y-O, a Tokyo that has matured and is at the global cutting-edge. We will build not only tangible legacies, but also intangible legacies. I hope to show the world both Tokyo and TOKYO, and make these Games memorable not only for our residents and the citizens of Japan, but also the entire world.

Obtaining the support of Tokyo residents, we will walk the path to a successful Tokyo 2020 Games together

Taking into account the knowledge gained from our visit to the Rio Games, I am committed to doing whatever it takes to make the Tokyo 2020 Games a success. Regarding the issues at hand, such as the development and construction of facilities and costs associated with hosting the Games, I hope to obtain the understanding of all Tokyo residents, the taxpayers, by working closely with the central government and the organising committee to find solutions while also ensuring accountability. Tomorrow, September 29, the Olympic and Paralympic Team of the Office of Tokyo Metropolitan Government Reform will announce the results of its analysis of the planned venues for each sport, including projections for post-Games venue usage. This is an objective analysis to ensure that the legacies created by the Games will not become negative legacies.

Excitement created by the Rugby World Cup 2019 in Japan will also surely enhance momentum for the Tokyo 2020 Games. Backed by the strong and sincere support of the people of Tokyo, I hope to lead these two events to certain success.

Throughout this process, we will transform Tokyo in every conceivable area, including the environment, urban development, industry, tourism, sports, and culture, and raise the quality of life for the residents of Tokyo and achieve sustainable growth. Only by leaving such tangible and intangible legacies can we say that the Games were truly successful for us.

We must also return to the original goal of these Games— to demonstrate and support recovery from the 2011 Great East Japan Earthquake. The success of these Games is impossible without the recovery of the areas affected by the disaster. I hope to devise a range of ways to strongly convey the progress of the affected areas.

In addition, I believe that Tokyo 2020 cannot be a success without the success of the Paralympic Games. Building excitement for the Paralympic Games is exactly what will spread the Olympic and Paralympic values of accepting diversity and forming connections that transcend all kinds of differences. I hope to also advance urban development incorporating universal design that is friendly to senior citizens and the disabled, and make major strides toward realizing a "diverse city."

I also believe that the tobacco-free policy advocated by the IOC is a very important one. Although the central government is examining ways to prevent exposure to secondhand smoke, we will also advance measures in Tokyo as part of our responsibility as the host city and from the perspective of promoting the health of the people of Tokyo.

4. Main bills

I would like to now speak about the main bills and other matters we are presenting to this regular session of the Assembly. Regarding construction of Yamba Dam, we are proposing a bill to agree to the project cost increase announced by the central government last month. In view of the water situation Tokyo faced this summer, this is an extremely important dam for enhancing safety in terms of flood control and water utilization. Based on such considerations as well as reviews conducted by the Tokyo Metropolitan Government and five relevant prefectures, we will agree to the adjusted cost through this bill.

For the title of Tokyo Honorable Citizen, we have selected Mr. Satoshi Omura, Mr. Seiji Ozawa, and Mr. Yoshinobu Miyake as candidates this year.

Mr. Satoshi Omura has made great contributions to the development of pharmaceuticals derived from microorganisms, including a drug he developed through industry-academia partnership, which has been effective in helping an annual 300 million people in the developing world combat debilitating tropical diseases such as river blindness.

Mr. Seiji Ozawa has long been active on the frontlines of the international music world in a range of capacities, including serving as the first Japanese music director of the Wiener Staatsoper (Vienna State Opera).

Mr. Yoshinobu Miyake won two gold medals in Weightlifting, including one at the last Olympic Games held in Tokyo, and has devoted tireless efforts to fostering the next generations.

The three candidates were chosen for the award by the selection committee because they are more than worthy of the respect and admiration of Tokyo citizens. With the approval of the Tokyo Metropolitan Assembly, we wish to award them the title of Honorable Citizen next month. The cooperation of the Assembly would be most appreciated.

5. Closing remarks

Shinpei Goto, who served as the city of Tokyo's seventh mayor and contributed to the capital's recovery after the 1923 Great Kanto Earthquake, composed the jichisanketsu, a set of three rules to live by: "Do not rely on others. Help others. Do not ask for a reward in return." At this time, I would like to reaffirm the importance of these words.

The word "public servant" has a much wider definition than just that of government employee. The "spirit of public service" is something that is required of every individual who works at the Tokyo Metropolitan Government, as well as you, the members of the Tokyo Metropolitan Assembly, and of course, me, the governor. As we are all aware, as long as the governor of Tokyo and all of the Assembly members are elected by the citizens of Tokyo, entrusted with funds from tax money, and utilize these taxes, we are expected to act in the "spirit of public service." We must always focus on what is beneficial to the metropolis and the people of Tokyo, and take the stance of wise spending.

Those who lack awareness regarding the public nature of our work should never be allowed to contort the public interest for personal gain. Fulfillment of self-interest is not to be tolerated. I feel as if Shinpei Goto is now asking us if we are striving to "not rely on others but help others, and not asking for a reward in return." Shinpei Goto may be looking at what has become of the Tokyo that he worked so hard to establish, and scolding the metropolitan government for having become so morbidly obese.

We must now again create a firm framework that envisions Tokyo 50 years, 100 years into the future. We will not have done our job if we only ensure the state of affairs in Tokyo during our lifetime. We must work for the citizens of Tokyo today and for the future citizens of Tokyo 100 years from now. I am determined to do so.

We will also steer metropolitan affairs in a manner that allows the people of Tokyo to have hope that Tokyo will become a better place. I look forward to working with the citizens of Tokyo and the members of this Assembly to create the "new Tokyo" that will shine a bright light on Japan's future. I again request your cooperation.

Including the matters to which I have already referred, a total of 30 proposals have been presented to this regular session of the Tokyo Metropolitan Assembly, including one budget bill and 11 proposed ordinances, to be deliberated among the Assembly members.

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