4. Tokyo, a city full of diversity, where people shine

Diversity, where everyone can shine, is the source of Tokyo's vitality and development. We will continue to emphasize measures that focus on "people" as the key to Grand Reform of Tokyo 2.0.

Society as a whole supports childbirth and parenting in the COVID-19 crisis

Amid the COVID-19 crisis, have society as a whole support those who are feeling concerned about childbirth and parenting. From this perspective, the newly launched childbirth support program will help alleviate financial burdens by providing for each child 100,000 yen worth of parenting support services, baby products, and others. Also, we will identify the childcare needs of each family for the development of effective measures in the future.

In the next fiscal year, in order to make parenting leave a normal practice for everyone, we will substantially enhance the Working Parents' Childcare Leave Support Program and strongly encourage companies to increase the rate of male employees taking childcare leave and to lengthen the period of the leave. In particular, we will boost support for women, especially those who have just given birth.

At a time when diverse and flexible working styles, such as telework and staggered work hours, are becoming more common, I would like to boost momentum for men to further participate in housework and parenting. In the next fiscal year, we will launch a campaign to widely convey the appeal of housework and parenting, utilizing also the communication power of influencers, to help realize a society where women, men and everyone can all be active at work and at home.

More than anything else, it is the smiles of children that make us realize the joy and happiness of raising children. In Future Tokyo: Tokyo's Long-Term Strategy, we have placed "a strategy for putting smiles on the faces of children" as the first priority, and clearly stated our determination to realize a "children first" society. We will advance detailed policies that embrace children and households raising children. At the same time, we will work together with a wide range of entities to roll out a variety of initiatives that will bring smiles to children's faces and create a movement in which society as a whole will nurture children. Beyond that, I would like to build a society where children are smiling and where everyone will feel that parenting is enjoyable.

Development of a new Tokyo-style educational model

Shifting from conventional thinking is also required in the way we educate people. An education where no one is left behind, where every child can take the initiative to grow and develop with hope for the future. Toward the realization of this goal, we will develop a new Tokyo Education Model. Draw out children's motivations; nurture their ability to continue learning proactively; utilize ICT to maximize each one's capabilities. We will pursue an ideal education by always practicing and improving these three models of learning from the perspective of children, while taking advantage of Tokyo's strengths. We will have society as a whole support the growth of children by positioning this overall vision as an education model for the future. Next month, we will formulate the next Fundamental Principles on Education Policy, which will include a new approach to education, and strongly support the development of children who will carry on the future of the sustainable city of Tokyo.

Tokyo, a city of longevity, where people can live with peace of mind

We are living in the era of the 100-year life. While advancing community-building that allows senior citizens to lead fulfilling lives, we will support them to live in accordance with the new normal.

At the end of the next month, we will draw up the Eighth Health and Welfare Plan for Senior Citizens. Under this plan, measures such as prevention of frailty and need for long-term care, promotion of social participation, and comprehensive advancement of dementia measures will be positioned as key areas, while COVID-19 measures are outlined in every area. With an eye toward the year 2040 when the elderly population is expected to become even higher, we will present measures that must be addressed now in this plan.

The long-term care workplace is facing an increasingly serious shortage of labor. In such a situation, the important challenge for us is how to provide high-quality long-term care service. In the next fiscal year, we will further enhance reform at the long-term care workplace; for example, by strongly supporting the introduction of digital and next-generation care devices by long-term care providers, and holding seminars on staff development so that these companies can retain their staff. As the demand for long-term care services is anticipated to increase into the future, we will advance support for the workplace through efforts to adopt leading technologies and secure staff.

Furthermore, we will advance support for senior citizens and other people who are unaccustomed to digital devices. We will advance measures aimed at resolving the digital divide in cooperation with a variety of entities, for example, promoting the use of smartphones by senior citizens in collaboration with telecommunications companies, and supporting initiatives of the municipalities and community associations. Through such efforts, we will create a society where everyone can benefit from the convenience of digitalization.

Upgrading the housing strategy that supports people’s living

The COVID-19 pandemic has brought about significant changes to our concept of homes, the foundation of people’s lives, as well as their surrounding environment. The rapid and widespread adoption of remote work has created demand for new work spaces. Senior citizens need places where they feel they belong and more watch-over support, which befit the new normal. By accurately understanding these changing demands, we will upgrade our housing strategy with an aim to create a housing environment where everyone can lead safe and fulfilling lives in their communities. We will convert unoccupied houses to co-working spaces, build a new model for the creation of places where people can feel they belong, and strengthen watch-over support for senior citizens by using advanced technologies. We will implement these in collaboration with the municipalities and private sector, and roll out a housing strategy by drawing upon our comprehensive urban power.

Implementing measures rooted in social inclusion

Next, I will speak about measures rooted in social inclusion. Since the Tokyo Metropolitan Assembly passed the social firm ordinance, we have been advancing efforts to establish social firms. And finally, next month, social firms certified by the TMG will launch operations. Especially now when the coronavirus is seriously impacting the employment of those disadvantaged in the labor market, such as people with disabilities and single parents, we will continue to support the establishment of social firms and their activities, and strive to expand employment opportunities for those who are at a disadvantage in the labor market.

The TMG has developed a scheme where students with developmental and other disabilities attending regular classes in public elementary and junior high schools in Tokyo can receive special needs education that considers their individual situations. In the next fiscal year, the same system will be built in high schools. We will actively hire external personnel and provide support tailored to each and every student to realize inclusive education where anyone who goes to a metropolitan high school can get the education they need.

Keeping the flame of culture burning

Art and culture, which enrich our hearts and give us the energy to shine vibrantly, are indispensable in our lives. For young artists who are in difficult situations due to COVID-19, we will offer broad assistance, from support for their creative activities to provision of spaces where they can display their artistic skills. Moreover, we will make the collections of cultural facilities managed by the TMG available online to allow a wide audience to experience art and culture in a new way. We will not let the flame of culture go out in the face of the coronavirus, and will advance initiatives that will lead to the city’s vitality.

People-centric urban development

Even in urban development for the future, people should be at the center of our perspective. While maintaining advanced urban functions, we will progress with urban development from the standpoint of people, and build spaces where people can gather and relax.

Urban development around Shinjuku Station

Shinjuku Station boasts the largest number of passengers in the world. In the next fiscal year, we will launch a land readjustment project as the first step to rebuilding the area around the station to make it a functional terminal that is easy to use for everyone. The vehicle-centered public squares in front of the east and west sides of the station will be turned into comfortable people-friendly spaces. These changes are expected to significantly increase the ease of moving about. Further, we will start studying redevelopment policies for the Nishi-Shinjuku district under the principle of shifting from vehicles to people. We will broadly look at matters including how to use road spaces, while keeping in mind the development of the 5G environment and introduction of next-generation transportation.

Enhancing the railway network

To improve the railway network which contributes to smoother movement of people, this fiscal year, we began working on the basic design for extension of the Tokyo Tama Intercity Monorail to Hakonegasaki. We will continue to push forward with efforts to operationalize the project and enhance the convenience of the area. Furthermore, last month, taking the opportunity of the national government’s commencement of a study that included the subway network in the Greater Tokyo Area, I made a request to the Minister of Land, Infrastructure, Transport and Tourism regarding matters such as the extension of the Subway Line No. 8 and realization of a waterfront area subway. Last month, the Japanese government approved the Haneda Airport access line project. We will continue to cooperate with railway operators and other relevant organizations to promote the enhancement of the railway network to realize comfortable travel for everyone.

Further promotion of cycling

To transform Tokyo’s urban structure into one that is people-centered, we will also further advance the use of bicycles. Taking into consideration the latest trends such as the increase in bicycle use due to COVID-19, we will create an environment where everyone can ride bicycles comfortably and safely. Early next fiscal year, we will revise the plan for the promotion of bicycle use, and establish priority areas for promotion. Centering on these priority areas, we will focus on advancing initiatives such as constructing continuous pathways, promoting bicycle sharing systems that go beyond municipal borders, and strengthening of traffic safety measures.

Metropolitan parks as places for relaxation for Tokyo residents

We will further draw out the appeal of metropolitan parks which have regained recognition during the pandemic for their importance as convenient places to relax. The Park-PFI (private finance initiative) system, which makes use of the ideas and funds of the private sector, will be introduced in Meiji Park and Yoyogi Park, as the first metropolitan parks to do so. By using this system, areas where people can enjoy various activities in a lush green environment in central Tokyo will be developed in the parks. For Hibiya Park, the first modern Western-style park in Japan, a renewal and development plan will be formulated in the next fiscal year, which will, among others, enhance walkability and create an open space for human exchange, presenting a new vision of a world-leading park.

Thirty years after its opening, Tokyo Sea Life Park continues to be a popular spot among many people. However, as the building has aged over the years, its functions will be transferred to a new facility by around 2026. We have been discussing how to use the current facility to enhance the attraction of the entire surrounding area while organically connecting it to the new facility as well. We will widely solicit public opinions to put together the basic ideas for reconstruction.

The concept of social inclusion, which I mentioned earlier, will be introduced to parks as well. In the next fiscal year, we will open a new universally designed playground equipment area in Fuchu-no-Mori Park, a metropolitan park, for the enjoyment of all children, and also establish a new subsidy program to support initiatives carried out by the municipalities. Together with the municipalities, we will develop and expand parks where children of all abilities can play.

Dramatically increasing diversity

I have been speaking about measures aimed at realizing a Tokyo where people shine. A city where women shine brilliantly, is brimming with the smiles of children, and where everyone, including the elderly and those with disabilities, can play active and vibrant roles. Based on such diversity, we are determined to create a Tokyo filled with even more excitement and energy, which grows strongly toward the future.

I have been putting efforts into initiatives that help women to shine. Examples include measures to resolve the issue of waitlists for daycare, support for female entrepreneurs, and the launch of a network of female governors, mayors and business leaders. We have also been actively promoting the appointment of female members to the TMG’s deliberation panels and other bodies. Such an effort has led to a dramatic increase in the ratio of women in these bodies, with this already reaching 32.9 percent. We will further accelerate the participation of women in decision-making, and by the end of FY2022, we will increase female representation in the panels, etc., to at least 40 percent.

In Future Tokyo: Tokyo’s Long-Term Strategy, under the strategy of promoting women’s empowerment, we have laid out projects aimed at, among others, supporting women to live and work according to their desires and strategically raising awareness for the empowerment of women. Moreover, with the Tokyo Metropolitan Foundation “TSUNAGARI” established last October playing a central role, we have been advancing initiatives aimed at creating a society of intercultural cohesion, where foreign nationals can live with peace of mind. We will continue to take a range of policy initiatives to make Tokyo a significantly more diverse city, so that various values and ideas lead to our sustainable recovery.