FY 2024

Summary of the Tokyo Metropolitan
Government Budget Proposal

This is a partial English version of Summary of the Tokyo Metropolitan Government Budget
Proposal for Fiscal Year 2024.
This material is furnished solely for the purpose of the reader's reference only.
If there is any conflict and/or discrepancy between this material and the Japanese original of
the Summary, the information in the Japanese original shall take precedence.

February 2024
Tokyo Metropolitan Government

*This document reflects details after adjustment of figures, etc. in material published on January 26, 2024.
*The FY 2024 budget amounts shown in this document are the figures in the initial budget proposal.
*In principle, figures in each table are rounded to the nearest unit.

*In principle, percentages of change and ratios are calculated from the figures in each table.
*Some project names include provisional names.
*⑤ refers to FY 2023 (FY Reiwa 5) and ⑥ refers to FY 2024 (FY Reiwa 6).

Contents(1) Budget Points
2

FY 2024 Budget Points

4

Perspectives for the Deployment of Measures in the FY 2024 Budget

6

FY 2024 Budget by Program Area

(2) Revenues and Expenditures Budget Status
16

Financial Scale

18

Status of Revenues (General Account)

20

Status of Expenditures (General Account)(3) Sustainable Financial Management
26

Promotion of Sustainable Financial Management

1

15

25

1

Budget Points-1-

FY 2024 Budget Points
Budget Compilation Policy
The
The positioning
positioning ofof thethe FYFY 20242024 budget
budget isis as
as follows:
follows:“Budget“Budgetfor
for challenging
challenging structural
structural shift
shift ofof industries,
industries, economy,
economy, andandsocietysocietyto
tocreate
createthethe glorious
glorious future
futureofof TokyoTokyo andand Japan
Japan during
during aachangingchangingsocialsocial situation,
situation, andand realizing
realizing thethe brightbright ‘Future‘Future Tokyo’
Tokyo’
whereeach
eachperson
personshines”
shines”
where
The budget
budget isis compiled
compiled onon thethe basis
basis ofof thethe following
following points:
points:The
1

To drive growth and development in Japan and develop to a sustainable city, Tokyo Metropolitan
Government (TMG) will proactively implement drastic measures to enhance the city power fromthe following viewpoints: “’People’ shine,” “Enhancement of global competitiveness,” and“Safety and Security.”2
To improve the quality of service actually felt by Tokyo citizens, Tokyo will upgrade its systems
and structures, which include deepening of digital-based service reform, in light of changes inthe social structure while maintaining a resilient and sustainable financial base.

 Summary of FY 2024 Budget Framework, etc.
General AccountTotal Expenditure

8 trillion 453.0 billion yen(Previous FY initial budget comparison +412.0 billion yen, +5.1%)

 By adopting a budget distribution that prioritizes initiatives for the realization of the society where people shine,enhancement of global competitiveness, and safety and security assurance, the general account budget scale has
increasedby 412 billionyen compared tothe previousfiscal year.

General Expenditure(Policy Expenditure)

6 trillion 370.2 billion yen(Previous FY initial budget comparison +434.8 billion yen, +7.3%)

 By adopting seamless support for all persons ranging from children to elderly people, the initiative for early
establishment of a strategic framework for creating innovation, and the initiative for realizing the resilient capital ofTokyo, capable of responding to all threats, such as mega quakes, general expenditures have increased by 434.8
billionyen compared tothe previousfiscal year.

Tax Revenues

6 trillion 386.5 billion yen(Previous FY initial budget comparison +185.5 billion yen, +3.0%)

 Metropolitan tax revenues increased by 185.5 billion yen to 6,386.5 billion yen mainly due to increased revenues
from the corporate inhabitant and enterprise taxes (two corporate taxes) following a solid trend in corporate
earningsand increased revenuesfrom the fixedassets tax andcity planningtax.
-2-

Promotion of Policy Reviews, Project Reviews andGroup Cooperation Project Reviews
 Policy Reviews Number announced
13 Policy groups (113 projects in total) Project Reviews Number announced / Secured financial resources amount
1,515 / 126.6 billion yen
 We have enhanced initiatives for the review system, including
Changes in secured
financial resource amounts
implementation of a new review of initiatives of the TMG andpolicy cooperation organizations from the perspective of placing¥126.6 billion
greater priority on achievements and an increase in the Amount secured over
8 years:
efficiency and effectiveness on a TMG group-wide basis.
 We have announced 13 policy groups for policy reviews, 1,515
review results of the project reviews, and all 33 groups’ review
results of the group cooperation project reviews and secured
the highest ever financial resources of 126.6 billion yen
through project review initiatives.

Funds Balance

6

(FY )

1 trillion 581.3 billion yen(Previous fiscal year’s post-final adjustment budget comparison-669.2 billion yen, -29.7%)*Based on the ordinary account In the FY 2024 budget, in order to steadily promotemeasures to reinforce the city’s resilience, improve social
capital, and realize an advanced welfare city, funds areproactively utilized while a certain degree of the balance issecured.
 We will continue with the strategic utilization of funds,
through their use as financial resources for the steadypromotion of policies set forth in the “Future Tokyo:
Tokyo’s Long-Term Strategy,” etc., while discerning trends
in tax revenues.

TMG Bonds BalanceApprox. 810 billion yen

Changes in the funds balance¥2,250.5 billion¥1,581.3 billion

Proactive utilization of funds

2023

2024

(FY )

4 trillion 732.4 billion yen(Previous fiscal year’s post-final adjustment budget comparison-4.8 billion yen, -0.1%)

 Until now, along with efforts to restrain TMG bonds
issuance through financial reconstruction initiatives,
subsequent TMG bonds have been issued according to thestatus of metropolitan tax revenues, etc.
 In the FY 2024 budget, we strategically utilize TMG bonds
in light of the burdens on future generations. TMG bondbalance is expected to decrease at the end of FY 2024.

Changes in TMG bonds balance¥7,638.4 billion¥4,732.4 billion

A decrease of about 40%
compared to peak levels
2001

-3-

2024

(FY )

Perspectives for the Deployment of Measures in the FY 2024 Budget Our lives, that a sense of stagnation had remained, go to a new stage due to the downgrade of
COVID-19 to Class V infectious diseases.
 On the other hand, we face challenges with no time to lose in addressing, which include rapid
progress in the falling birth rate and an aging population and globalization, lower global
competitiveness backed by delayed industrial reconstruction, and preparations for wide-scaledisasters that might occur at any time.
 In a time of uncertainty, to realize the city where Tokyo citizens can have hope for the futureand live with ease, it is required to proactively work on a change to a sustainable city andpromote the policy to open the way to the future.
 In the FY 2024 budget, to drive growth and development in Japan and develop into asustainable city, the TMG will proactively implement drastic measures to enhance the city
power, including realization of the city where people shine, enhancement of global
competitiveness, and initiatives for safety and security assurance.

Go to the matured society where people are grown up, and everyone can always shine◆Inclusive society where everyone can shine and be successful as they are• The key factor supporting the sustainability of the city is thatregardless of age, gender, and the presence/absence of adisability, everyone can show their originality and be
successful.
• We will give seamless support to all people, including
initiatives allowing elderly people to be proactively successful
according to their requests, improvement in treatment for
securing and keeping human resources of care, and creationof the environment where females can shine as they are.

◆ A City Full of the Smiles of Children• Creation of the environment where wishers can bear and raisechildren with ease becomes more important than before as thebirth rate falls at a pace higher than expected.
• We will provide the comprehensive and continuous support
according to life stages ranging from matchmaking to marriage,
pregnancy and birth, and child raising.
• Especially for early realization of the environment where children
can study into future with ease regardless of the income of theirparents, we will reduce the burdens of childrearing households
ahead of the central government.
-4-

To be a city driving the world through the wide variety of attractions of Tokyo◆ Financial and economic city creating innovation• It is essential to generate innovation for resolving many
challenges that cities face and for creating new value as manychanges rapidly progress in the world and global competition
becomes more severe under this situation.
• We will push Tokyo to a higher position by creating innovation
through support for the creation of a startup ecosystem andchange and try for enhancing managerial ability conducted bysmall and medium-sized enterprises.

◆ World city of choice full of a wide variety of attractions• The harmony between natural environment and functions of cities
becomes more important as climate variation and COVID-19 crisis
triggered changes in values of people and functions of cities required.
Development of a city hits a key turning point.
• By strongly promoting “Tokyo Green Biz” and development of a citywith a lot of attractiveness and energy, we will develop a cityrespecting “livelihood” and “plenitude” that can be confidently passed
down a hundred years into the future.

To be a sustainable city with safe and secure even after a hundred years◆ The World’s Safest, Most Secure and Resilient City
• Safety and security assurance is a foundation supporting the lively
activity of the city and bringing out the ability of people.
• For protecting residents from large earthquakes that might occur at
any time and intensifying wind and flood disasters, we haveupgraded the Tokyo Resilience Project and will expand measuresfrom both tangible and intangible perspectives toward therealization of a resilient capital Tokyo, including further
enhancement of disaster prevention for apartment buildings andmeasures against heavy rainfall.

◆ Respond to the climate crisis and accelerate decarbonization• In the face of the climate crisis facing humankind, Tokyo is required tofulfill its responsibility as a large energy-consuming area.
• For the hydrogen, which is a last resort of decarbonization, we will
accelerate the realization of a hydrogen society where hydrogen isfamiliar and used on a routine basis by expanding and enhancing
measures from the viewpoints of "Produce," "Transport," and "Use."

In view of these perspectives, the FY 2024 budget will proactively deploy highly effective
measures. We will provide an outline of the main initiatives by sector in the following pages.
-5-

FY 2024 Budget by Program Area
I Inclusive society where everyone can shine and be successful as they are• We will promote measures toward the realization of a society in which,regardless of age, gender, or the presence/absence of disability, everyone
can make the most of their individuality and be successful and live actively.
New

Establishment of career center for seniors⑥ ¥0.5 billion

New

Housing support special allowance project for care workers and caremanagers⑥ ¥28.5 billion

New

Human resources development support project for care DX promotion⑥ ¥0.1 billion

Employment environment development project toward promotion of
women’s empowerment
Support for startups toward promotion of women’s empowerment
New with funds
New School-age child care

⑥ ¥0.4 billion

New

Support for young people with risk of crime victimization, etc.

⑥

¥4 billion⑥ ¥1.2 billion⑥ ¥0.2 billion (⑤ ¥0.02 billion)

II A City Full of the Smiles of Children• Toward the realization of a society where children play the main role, we will
implement comprehensive and drastic measures including seamless support
from matchmaking to marriage, pregnancy and birth, and child raising, andsupport for growing the ability of children.

New

Support for egg freezing⑥ ¥0.5 billion (⑤ ¥0.1 billion)

Program for reducing the expense of school lunch at public schools inTokyo⑥ ¥23.9 billion

Private high school special scholarship subsidies⑥

Tokyo "Suku-Waku" program promotion project⑥ ¥2.6 billion (⑤ ¥0.1 billion)¥60 billion (⑤ ¥14.2 billion)

New International exchange program for metropolitan schools⑥ ¥0.9 billion

New Support for practical skill learning in high engineering schools⑥ ¥0.7 billion⑥ ¥4.7 billion (⑤ ¥0.4 billion)

Education assistant assignment support project

III Financial and economic city creating innovation• To attract people and investment from around the world and go to the way forthe next growth, we will proactively implement measures for the generation of
innovation and promotion of entries into industrial growth fields.
⑥¥2.4 billion (⑤ ¥2.6 billion)⑥¥10 billion

Subsidies to promote the attraction of GX related companies⑥¥0.6 billion (⑤ ¥0.3 billion)

DX promotion support project⑥¥2.6 billion

Business succession support of small and medium-sized enterprises⑥¥2 billion⑥¥0.3 billion

Operation of Tokyo Innovation Base
New Public-private impact growth fund (provisional name)New

New with search fund

New New development of Tokyo-style smart farming-6-

IV World city of choice full of a wide variety of attractions• We will further promote initiatives for increasing Tokyo’s presence,
maximumly using the strengths and potential of Tokyo including urban
development in harmony with green initiatives, introduction of cutting-edge
technology, and development and improvement of tourism resources.
New Subsidy system for purchase of special green space conservation areas⑥

New Establishment of the tree bank

⑥ ¥0.04 billion

New Creation of Tokyo Green Biz Movement⑥¥2 billion¥0.2 billion

Development of city through renovation of existing buildings⑥ ¥0.02 billion (⑤¥0.03 billion)

Promotion of initiatives for building the bases of the Tama area⑥

¥0.2 billion (⑤¥0.09 billion)

Tokyo Bay eSG Project (preceding project)⑥¥1.1 billion (⑤¥0.6 billion)

New Tourism promotion project for gaining sustainable travelers⑥ ¥0.05 billion

New Project for creating new attractiveness of Tokyo through art using⑥

construction sites as a canvas¥0.1 billion

V The World’s Safest, Most Secure and Resilient City• Working towards the city that will be safe and secure for another 100
years, we aim to deploy proactive measures from both tangible andintangible perspectives against the crises facing us, such as earthquakes,
wind and flood disasters, and volcanic eruptions, by upgrading the Tokyo
Resilience Project.
⑥¥0.4 billion

Introduction promotion project of emergency power sources in social welfare⑥¥0.8 billion

Enhancement of countermeasures against ash fall from the eruption of Mt. Fuji

⑥ ¥0.08 billion (⑤¥0.04 billion)

Promotion of apartments easy to keep life even in the event of a disaster⑥¥0.4 billion (⑤¥0.09 billion)

Enhancement of daytime emergency and rescue teams⑥¥0.1 billion (⑤¥0.08 billion)

Countermeasures against special fraud⑥ ¥0.09 billion (⑤¥0.08 billion)

New Deployment of mobile satellite communication devices
New facilities, etc.

New Project for promotion of utilization of AI technology in medical facilities⑥¥0.2 billion

New Subsidy project for HPV vaccination of men⑥¥0.4 billion

VI Respond to the climate crisis and accelerate decarbonization• We will steadily progress toward the realization of carbon-half in 2030 andcarbon neutral after that through promotion of the introduction ofrenewable energy and maximization of energy efficiency driven bytechnical innovation.
New Perovskite solar cell social implementation promotion project⑥ ¥0.1 billion

At-house zero emission action promotion project⑥ ¥10 billion (⑤ ¥4.8 billion)

Green hydrogen production and utilization project⑥¥3 billion (⑤ ¥0.05 billion)

New Hydrogen stations and car-sharing packaged support project⑥ ¥0.9 billion

New Initiative for launch of green hydrogen exchange⑥ ¥0.3 billion

New Promotion of the transition to a circular economy⑥ ¥0.2 billion-7-

VII Promotion of “Smart Tokyo” and “Shin-Tosei”(Structural Reform of the TMG)
• We will increase the QOS (Quality of Service) of the TMG by assertively
promoting DX in each field through initiatives in cooperation with thenational government, municipalities, and the private sector and utilization of
cutting-edge technology.
New

Promotion of children DX⑥ ¥1.4 billion

New

Construction of a business operator database system (Procedure
simplification project)⑥ ¥0.5 billion

New

Construction and operation of the regional digital currency platform“Tokyo Tokyo Point (provisional name)”⑥ ¥0.5 billion

Digital Related Expenses•

In the FY 2024 budget, digital related expenses rise to 337.1 billion yen, an increase of 61.3 billion yen
over the previous fiscal year, in order to promote DX in Tokyo, such as the realization of “Smart Tokyo.”•

We will accelerate digital transformation and connect this with an increase in the quality of service thatTokyo citizens can actually feel.

Realization of “Smart Tokyo”
・Realization of affluent and convenient society throughtransformation of services utilizing the power of digital
including DX for childcare services and the procedure
simplification project

People¥168.8 billion(Billionyen)

Software
337.1

275.8

3,000
300

Promotion of TMG structural reforms “Shin-Tosei”

Things

233.4

・Construction of foundation for the digital government, TMG

200
2,000

through TMG offices workstyle reform, thorough services design,
etc.

¥90.2 billion 1,000
100

Systems maintenance and management, etc.
・Operation and maintenance of existing systems, etc.

¥161.4 billion

0
2022

R4

2023

R5

2024

R6

*As there is some overlap (¥83.3 billion), the sum of breakdowns and the total do not match.

VIII Promotion of the Tama Area and the Tokyo Islands• By further improving the attractiveness of the Tama area and the Tokyo
Islands painting the diversity of Tokyo, we will promote development of acity using the features toward sustainable development in the region full ofactivity and energy.
New
New
New

Promotion project of the nature experience tourism enjoyable foreveryoneThe Tama area and the Tokyo islands regional interaction workcation
experience tour
Promotion campaign for attracting guests to the Tama area⑥¥0.04 billion

Initiative for rediscovery of the attractiveness and branding of theTokyo islands⑥-8-⑥¥0.02 billion⑥¥0.04 billion¥1 billion (⑤ ¥0.7 billion) Eight Pillars of the FY 2024 Budget¥88.0 billion(+¥37.4 billion)¥21.9 billion(+¥9.5 billion)¥137.1 billion(+¥24.4 billion)¥40.2 billion(+¥8.5 billion)¥563.3 billion(+¥109.6 billion)

2 HR development that carves a new path for a future ¥292.7 billion(+¥43.0 billion)II

A City Full of the Smiles of Children

1 Realization of a society in which people can bearand raise a child with peace of mind

III Financial and economic city creating innovation
1 Realization of a city driving the world’s economy¥24.7 billion(+¥9.4 billion)

2 Revitalization of small and medium-sizedenterprises and local industries¥476.6 billion(+¥48.9 billion)

IV World city of choice full of a wide variety of attractions
1 Development of city living with green spaces¥77.9 billion(+¥19.8 billion)

2 Realization of a convenient and pleasant Tokyo¥341.2 billion(+¥14.2 billion)

3 Realization of a city full of appeal that attracts theworld¥66.5 billion(+¥12.4 billion)

1 Promotion of TOKYO Resilience Project¥760.9 billion(+¥25.1 billion)

2 Safe and Secure Life

¥136.5 billion(+¥22.6 billion)

V The World’s Safest, Most Secure and Resilient City

VI Respond to the climate crisis and accelerate decarbonization
1 Expansion of renewable energy, etc.
2 Acceleration of the initiative for social
implementation of hydrogen energy
3 Realization of sustainable resource use and quality
city environment-9-¥197.0 billion(+¥100.6 billion)¥203.0 billion(+¥8.9 billion)¥5.5 billion(+¥4.0 billion)

VIII
Promotion of the Tama Area and the Tokyo Islands

1 Realization of a society in which the elderly can be
successful as they are
2 Realization of a society in which women shine asthey are3 Realization of a society in which disabled persons
can live with verve
4 Realization of a society in which no one is left
behindVII
Promotion of “Smart Tokyo” and "Shin-Tosei“ (Structural Reform of the TMG)

I Inclusive society where everyone can shine and be
successful as they are

Initiatives for the Realization of “3-Cities”• Aiming for a bright “Future Tokyo” that embraces both “growth” and “maturity,” we areproactively deploying bold measures that break down conventional concepts, with a view towards
the realization of “3-cities”: “Diverse city” where all people can live and participate with verve,“Safe city” that is safe, secure and full of vitality, and “Smart city” that is open to the world, a
leading environmental city, and an international financial and economic city.

• We will realize the true matured society Tokyo in which everyone canshine through development of people that carve a new path for the
future and seamless support for all people.

Diverse City

Measures in the FY 2024 budget

・Realization of a society in which the elderly can be successful as they are
・Realization of a society in which women shine as they are
・Realization of a society in which disabled persons can live with verve
・Realization of a society in which no one is left behind・Realization of a society in which people can bear and raise a child with peaceof mindand others• We will realize a resilient capital Tokyo by protecting thecapital, in which political and economic functions areconcentrated, from the climate crisis and natural disasters.

Safe City

Measures in the FY 2024 budget

・ Promotion of TOKYO Resilience Project
Building a city that “does not collapse, does not burn, and people survive”
even in the event of a major earthquake
Protect residents from increasingly severe floods and storms
Maintaining urban activities even if there is a volcanic eruption
・ Safe and Secure Lifeand others• We make Tokyo the world's city of choice by creating innovationand strongly promoting Tokyo Green Biz.

Smart City

Measures in the FY 2024 budget

・ Realization of a city driving the world’s economy
・ Revitalization of small and medium-sized enterprises and local industries
・ Development of a city living with green spaces
・ Realization of a convenient and pleasant Tokyo・ Realization of a city full of appeal that attracts the world・ Expansion of renewable energy, etc.
・ Acceleration of the initiative for social implementation of hydrogen energy
and others-10-3Cs to Build a Tokyo in which “People” can Shine• The TMG positioned the 3Cs (Children, Choju (longevity), Community) as the core elements ofstrategies in the “Future Tokyo: Tokyo’s Long-Term Strategy” drafted in March 2021. From theperspectives of these “3Cs,” we will steer these strategies towards the realization of diversity bybuilding a Tokyo that heightens the strengths of “people,” draws out the strengths of “people,”and allows each person to fulfil a leading role.

Children - Children First We will create a Tokyo in which the children can shine, by providing seamless comprehensive
and continuous support, arm-in-arm with child-rearing households, from before the child isborn up until the time the child has grown into a healthy adult.
Main initiatives• Program for reducing the expense of school lunch at public schoolsin TokyoNew• Private high school special scholarship subsidies• Tokyo "Suku-Waku" program promotion project

Choju - Choju (longevity) Society Showcasedto the World By engaging in QOL improvements for the elderly through support
for their participation in new workplaces and communities, we will
create a Tokyo in which the elderly can participate with vitality andlive rewarding lives in the era of a lifespan of 100 years.
Main initiatives• Establishment of career center for seniors
New• Housing support special allowance project for care workers and caremanagers•
New Support for home-visit nursing care that supports local communities
New

Community - Maintaining Connections and Supporting Each Other We will build a Tokyo that extends a hand of support to persons carrying worries
and concerns, through the reinforcement of support systems for a variety ofconcerns, and the creation of connections between people, etc.
Main initiatives• Support for young people with risk of crime victimization, etc.
•
New

Spread and enlightenment of Ally's iconic logo•
New

Disaster drill by everyone including communit
association and apartments-11-

Upgrade of the TOKYO Resilience Project• To further ensure the route to realize a "Resilient and Sustainable Tokyo," we have strengthened
both hard and soft infrastructure measures and upgraded the Tokyo Resilience Project in light ofthe effects of climate change, etc.
Points of the Tokyo Resilience Project upgrade I (announced December 2023)
 We will increase the degree of preparations for five risks, including strengthening and expansion of leading projects,
aiming for “Safety for the Next 100 Years” as wind and flood disasters and earthquakes frequently occur in the world.
 We will further strengthen countermeasures against heavy rainfall in light of escalating climate change while
accelerating initiatives for aiming for a resilient and sustainable city, including disaster prevention for apartmentbuildings where many Tokyo citizens live, securing power sources in the event of a disaster, and green infrastructure.
 We will set new interim targets to certainly achieve goals (policy targets) in the 2040s, which are raised in the project.

Total project cost (approximate):
17 trillion yen, of which 7 trillion yen is for the initial 10 years
FY 2024 budget was earmarked as 760.9 billion yen, up 25.1 billion yen compared with the previous
fiscal year of 735.8 billion yen.

*It reflects the strengthening of disaster prevention measures in light of the 2024 Noto Peninsula Earthquake.

＊It does not match up with the total value in items because there are several projects that cover several crises.

Protect residents from increasingly
severe floods and storms

Building a city that “does not collapse,
does not burn, and people survive” even ⑥ ¥439.8 billion(+¥5.1 billion)in the event of a major earthquake⑥ ¥157.6 billion(+¥8.4 billion)

Strengthening preparations for earthquakes incooperation with Tokyo citizens et al.

Further promoting measures against heavy rainfall,looking ahead to climate change Promotion of development of designated route for
Increasing the target of measures against heavy rainfall by 10 mm per
improvement through multiple initiatives, such as support
hour
for ensuring the relocation destination
Start of the initiative for operationalization of underground rivers, etc.  Strengthening of support for seismic resilient
measures for wooden homes andPromotion for controlling outflow ofcountermeasures for liquefaction of buildings
rainwater with green infrastructure
Expansion and strengthening of disaster
Introduction of a new structure forprevention for apartment buildings
urban development that creates
Preparations for floods and storms
Preparations for earthquakes
and othershigher groundand others

Maintaining urban
activities even if there isa volcanic eruption⑥ ¥47.0 billion

Eliminating concerns about ⑥ ¥160.1 billion
power, communications,(+¥1.5 billion)

Building a city that isresilient to infectious
diseases

Securing renewable energy powersources and communication
possible to function even in theevent of a disaster

Deepening initiatives foroutbreaks of new infectious
diseases in preparation for them(+¥4.4 billion) and data when a disaster strikes

Initially promoting initiatives
possible to start in preparationfor eruption of Mt. Fuji

 Establishing a system for clearing roads Increasing and strengthening materials
and equipment to secure police andfirefighting activities in the event ofash falland others

 Promotion of introduction of renewableenergy facilities and utilization of thenext-generation technology
 Preparing Wi-Fi at all shelters in Tokyoand others

Preparations for volcanic eruptions⑥ ¥50.2 billion(+¥12.6 billion)

 Diversifying means of transportation
through support for installment oftransportation by ship Improving working environments thatare within walking distanceand others

Preparation for power andcommunication outages, etc.

Creating a city that is also highly
prepared for infectious diseases*Values in ( ) indicate amount change compared to the previous fiscal year.

Occurrence of the 2024 Noto Peninsula Earthquake
・ In the affected areas, huge damage occurred, including many breakdowns of buildings and fires, andchallenges became apparent, including blackouts and communication disruption, and prolonged shortage of
toilets arising from disrupted water supply➡Additional initiatives were immediately reflected in the budget in light of the Noto Peninsula Earthquake.
-12-

Initiatives for protecting life of Tokyo citizens
and economy of Tokyo from rising prices• The TMG had conventionally implemented multilayered countermeasures, including proactive
initiatives for supporting the safety net, as well as promoting wage hikes and price pass-through, toprotect Tokyo citizens and business operators during prolonged rising prices.
• In light of the current situation, we will implement emergent support for low-income households
that are particularly affected by rising prices in the FY 2023 final adjustment budget as well as
expand the countermeasures in the FY 2024 budget.

Initiatives in FY 2023
Initial budget(Project expenses: 115.0 billion yen)

June adjustment budget(Project expenses: 19.5 billion yen)

December adjustment
budget(Project expenses: 22.1 billion yen)

◆ Food pantry emergency support project◆ Promotion project for workplace construction toward improvement in engagement
and others◆ Countermeasures against rising energy prices, etc.

・Project for emergency countermeasures against rising LP gas price for households, project for
emergency countermeasures against rising prices for medical institutions
and others◆ Emergency support project for improving circumstance of life - Support for economic
revitalization ◆ Countermeasures against rising energy prices, etc.
New
◆ Extraordinary life support project as countermeasures against rising prices

Final adjustment
budget(Project expenses: 22.7
billion yen)

• Prices keep an upward trend though they show slowing growth.
• According to economic prospects of the national government, income is expected to
grow over prices in FY 2024. But the prospect for prices is uncertain because ofoverseas economic conditions, developments in resource prices, etc.
Given the current situation, we will give assistance, such as vouchers worth 10,000
yen per household as an emergency countermeasure to reduce the anxiety ofhouseholds exempt from resident tax that are significantly affected by rising prices.

Initiatives in FY 2024

Project expenses: 161.9 billion yen

Safety net support
Main initiatives◆ Food pantry emergency support project◆ Support project for unstable employed persons with no residence, unemployed persons and others◆ Subsidy for daily commodity transportation cost
◆ Small and medium-sized enterprise loan system (emergency loans for responding to energy, RussiaUkraine war, yen weakness and others)
etc.

Wage hike and price pass-through measures, etc.
Main initiatives
New◆ Housing support special allowance project for care workers and care managers
New◆ Housing support special allowance project for workers of welfare service for disabled persons and others◆ Promotion project for workplace construction toward improvement in engagement◆ Project for subcontractor companies measuresetc.

We will continuously give multi-layered support to protect life of Tokyo citizens and economy
of Tokyo from impact of rising prices, etc.
-13-

System of Project Proposals by Tokyo Citizens,
University Researchers, and TMG Staff
The objective of this system is to solve the pressing issues facing the TMG by utilizing new perspectives
not tied to conventional concepts and the knowledge that has congregated in Tokyo.
System of Project Proposals by Tokyo Citizens [FY 2024 budget amount: ¥0.37 billion]• Through “Proposals put forward by Tokyo citizens and selected by Tokyo citizens,” this mechanism
allows measures to directly reflect the voices of Tokyo citizens.
• From 847 proposals, 8 projects have been selected with votes from Tokyo citizens taken into
consideration.
Project

Budget amount

Project for public relations of care attractiveness¥57 million

Inclusive society experience program¥54 million

In-house spread and enlightenment project concerning knowledge of pregnancy andchild raising, etc.

¥3 million

English internship experience¥35 million

Promotion of introduction of traveling sale at metropolitan high schools, etc.

¥4 million

Policy challenge resolution-type support project for utilization of vacant houses¥5 million*An expanded portion of the existing project

Support for resolving shortage of power sources in Tokyo Staying Condominiums¥145 million

Project for placing a small sticker “Ride a bicycle on the left side of roadway” on bicycles¥69 million• Along with votes from Tokyo citizens, we asked voters to send in points for improvement, etc., in
relation to proposed projects, and received 3,984 opinions.
For status of reflected opinions, please follow the Bureau of Finance website “Tokyo citizen’s proposals” link below.
https://www.zaimu.metro.tokyo.lg.jp/zaisei/teian/6tomin.html

System of Project Proposals by University Researchers [total project expenses: ¥1.24 billion,
FY 2024 budget amount :¥0.15 billion]••

Based on proposals from researchers, this mechanism creates projects through cooperation with researchers and universities.
From 33 proposals, 5 projectshave been selected, with examinations by experts, etc., and votes from Tokyo citizens taken into
consideration.
University

Total project expenses(Anticipated)

BudgetamountEducation circular system for entrepreneurs developing thefuture of Tokyo

Hosei University¥380 million¥30 million

Safe and secure medical and care environment development
project for protecting Tokyo citizens and healthcare and care
workers from violence

Keio University¥80 million¥26 million

AI atrial fibrillation examination that can reduce patientsstaying in bed by 20%

Tokyo Medical and
Dental University¥100 million¥30 million

DAC’s carbon station development projectTokyo
Metropolitan
University¥390 million¥30 million

Building of a safe and secure processing flow for small-size
lithium-ion cells

WasedaUniversity¥290 million¥30 million

Project

System of Project Proposals by TMG staff• Three projects, including the project for increasing the vaccination rate for human papillomavirus (HPV)
infection, etc. are reflected in the budget.
-14-

2

Revenues and Expenditures
Budget Status-15-

Financial Scale
General Account Budget Scale
8,453.0 billion yen (+412.0 billion yen, +5.1%, compared to the previous fiscal year) The general account budget scale increased by 5.1% over the previous fiscal year of 8,453.0
billion yen.
 Metropolitan tax revenues increased by 3.0% compared to the previous fiscal year, to 6,386.5
billion yen, mainly due to increased revenues from the two corporate taxes following a solid trend
in corporate earnings and increased revenues from fixed assets tax and city planning tax.

 General expenditures, which are policy expenditures, increased by 7.3% compared to theprevious fiscal year to 6,370.2 billion yen mainly due to intensive allocation of financial resources
to initiatives for realization of a society where people shine, enhancing global competitiveness,and securing safety and security assurance, etc.

Item

Change inamountPercentage ofchangeGeneral accountFY 2024

FY 2023

Annual revenues¥8,453.0 billion¥8,041.0 billion¥412.0 billion

5.1%

Of whichmetropolitan taxes¥6,386.5 billion¥6,201.0 billion¥185.5 billion

3.0%

Annual expenditures¥8,453.0 billion¥8,041.0 billion¥412.0 billion

5.1%¥6,370.2 billion¥5,935.4 billion¥434.8 billion

7.3%

General expenditure
portionSpecialaccounts[18 accounts]¥6,190.8 billion¥6,278.2 billion–¥87.4 billion

–1.4

%

Publicenterpriseaccounts[9 accounts]¥1,914.6 billion¥1,762.9 billion¥151.7 billion

8.6%

Total accounts[28 accounts]¥16,558.4 billion¥16,082.1 billion¥476.3 billion

3.0%*The term “General expenditure” indicates so-called “policy expenditure” and refers to expenses in the general account excluding expenses for public bonds andexpenses allocated to municipalities as a fixed percentage of taxes (tax-related expenses) such as special wards fiscal adjustment account transfers and local
consumption tax grants.

-16-

Financial Scale and Changes in General Expenditure (General Account Initial Budget)(trillion9.0
yen)Financial Scale¥8,453.0 billion

General expenditure portion

5.1% increase compared tothe previous fiscal year

8.0
7.0
6.0
5.0
4.0
3.0
2.0

1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024
(FY )

Item

FY 2019

FY 2020

FY 2021

FY 2022

FY 2023

FY 2024

Financial
Scale¥7,461.0 billion¥7,354.0 billion¥7,425.0 billion¥7,801.0 billion¥8,041.0 billion¥8,453.0 billion

5.9%

–1.4%

1.0%

5.1%

3.1%

5.1%

Generalexpenditure¥5,597.9 billion¥5,533.2 billion¥5,612.2 billion¥5,840.7 billion¥5,935.4 billion¥6,370.2 billion

8.0%

–1.2%

1.4%

4.1%

1.6%

7.3%

*All figures are initial budget based.
*Lower values indicate percentage change compared to the previous fiscal year.

 Status of TMG Budget, National Budget and Local Public Finance Measure
Item
Financial Scale
Generalexpenditure
Tax Revenues
Dependency onbond issuance
Bond issuancebalance

TMG
National(General account initial budget) (General account initial budget)

Local public finance measure(Revenues in regular portion)¥8,453.0 billion¥112,571.7 billion¥93,640.0 billion(5.1%)(–1.6%)(1.7%)¥6,370.2 billion¥67,776.4 billion¥78,460.0 billion(7.3%)(–6.8%)(2.6%)¥6,386.5 billion¥69,608.0 billion¥42,733.0 billion(3.0%)(0.2%)(–0.3%)

3.7%

31.5%

6.7%

0.1 percentage points

0.4 percentage points–0.7 percentage points¥4.7 trillion¥1,105 trillion¥179 trillion(–2.0%)Tax revenue ratio 0.7 times(3.5%)Tax revenue ratio 15.9 times(–1.6%)Tax revenue ratio 4.2 times*Values in ( ) indicate percentage change compared to the previous fiscal year.
*Dependency on bond issuance is the percentage of revenues accounted for by bond issuance.
*The national general expenditure is the total expenditure less JGB expenses and local allocation tax grants, etc.
*The national bond issuance balance includes reconstruction bonds.
*The bond issuance balance of local public finance measure includes the Great East Japan Earthquake portion.

-17-

Status of Revenues (General Account)
Total Revenues
8,453.0 billion yen (+412.0 billion yen, +5.1%, compared to the previous fiscal year) Metropolitan tax revenues increased by 185.5 billion yen or 3.0% compared to the previous fiscal
year mainly due to increased revenues from the two corporate taxes following a solid trend in
corporate earnings and increased revenues from fixed assets tax and city planning tax.
 Funds transfers increased by 213.0 billion yen or 42.5% compared to the previous fiscal year,
mainly due to proactive utilization of funds reserved for fiscal demand, including the Tokyo
resilience promotion fund for initiatives for safety and security assurance.
 TMG bonds increased 21.8 billion yen or 7.5% compared with the previous fiscal year as a resultof strategic utilization arising from an increase in investment expenses.

Status of Revenues
FY 2024

FY 2023

Metropolitan taxes¥6,386.5 billion¥6,201.0 billion¥185.5 billion

3.0%

Local transfer taxes¥63.8 billion¥67.2 billion–¥3.4 billion

–5.1

%

National treasury
disbursements¥378.5 billion¥388.1 billion–¥9.6 billion

–2.5

%

Funds transfers¥714.6 billion¥501.6 billion¥213.0 billion

42.5

%

TMG bonds¥312.7 billion¥290.8 billion¥21.8 billion

7.5%

Other revenues¥596.9 billion¥592.3 billion¥4.6 billion

0.8

%

Total

¥8,453.0 billion¥8,041.0 billion¥412.0 billion

5.1

%

-18-

Change in amount

Percentage ofchangeItemMetropolitan Taxes
 Metropolitan tax revenues increased by 185.5 billion yen or 3.0% compared to the previous fiscal year
to 6,386.5 billion yen, mainly due to increased revenues from the two corporate taxes following a solid
trend in corporate earnings and increased revenues from the fixed assets tax and city planning tax.

 Metropolitan Tax Breakdown
Change inamountPercentage ofchangeItem

FY 2024

FY 2023

Metropolitan Taxes¥6,386.5 billion¥6,201.0 billion¥185.5 billion

3.0%

Two corporate taxes¥2,301.6 billion¥2,208.9 billion¥92.7 billion

4.2%

Local consumptiontax (post settlement)¥752.4 billion¥769.0 billion–¥16.6 billion

–2.2

%

Fixed assets tax
City planning tax¥1,779.4 billion¥1,717.4 billion¥62.0 billion

3.6%

Other taxes¥1,553.1 billion¥1,505.7 billion¥47.4 billion

3.1%[Financial resources of expenses required for social security measures]
In order to secure the financial resources of expenses required for social security measures, which are expected to continue
increasing, the consumption tax rate, including national and local taxes, was raised from 5% to 8% from April 1, 2014 (of which
the local consumption tax rate: 1.7%), and again from 8% to 10% from October 1, 2019 (of which the local consumption tax rate:2.2%).
• The total amount of increased revenues accompanying the hikes in the local consumption tax rate, is allocated as the financial
resource of expenses required for social security measures.
••[Fixed assets tax, etc., burden alleviation measures]
The four existing burden alleviation measures (20% reduction in small-scale non-housing land, etc.) of fixed assets tax, etc., will
be continued in FY 2024.

 Changes in Metropolitan Tax Revenues
FY 2024:¥6.4 trillion(trillion yen)
7.0
6.0
5.0
4.0

Other taxes
3.0
2.0
1.0

Two corporate taxes
0.0
1991

1993

1995

1997

1999

2001

2003

2005

2007

2009

2011

2013

2015

2017

2019

*Values up to FY 2022 are settled amounts, values for FY 2023 are amounts after final adjustment, and values for FY 2024 are initialbudget amounts.

-19-

2021

2023

(FY )

Status of Expenditures (General Account)
General Expenditure
6,370.2 billion yen (+434.8 billion yen, +7.3%, compared to the previous fiscal year) General expenditure increased by 7.3% compared to the previous fiscal year to 6,370.2 billionyen.
 Ordinary expenditures increased by 8.0% compared to the previous fiscal year to 5,298.3 billion
yen, mainly due to initiatives for realizing the society where people shine and enhancing global
competitiveness.
 Investment expenses increased by 4.3% compared to the previous fiscal year to 1,071.9 billion
yen, mainly due to initiatives to increase the city’s resilience, and initiatives towards theformation of convenient and comfortable transportation and shipping networks.
 Expenses for public bonds decreased by 5.9% compared to the previous fiscal year to 323.8
billion yen as a result of steady redemption of TMG bonds to date.

Status of Expenditures
Item

FY 2024

FY 2023

Change inamountGeneral expenditure¥6,370.2 billion¥5,935.4 billion¥434.8 billion

7.3％

Ordinary expenditures¥5,298.3 billion¥4,907.9 billion¥390.4 billion

8.0％

Salary-related expenses¥1,723.1 billion¥1,623.7 billion¥99.4 billion

6.1％

Other ordinary
expenditures¥3,575.2 billion¥3,284.2 billion¥291.0 billion

8.9％

Investment expenses¥1,071.9 billion¥1,027.5 billion¥44.4 billion

4.3％

Expenses for Public bonds¥323.8 billion¥344.2 billion–¥20.3 billion–5.9%

Tax-related expenses, etc.

¥1,759.0 billion¥1,761.4 billion–¥2.4 billion

-0.1%

Total

¥8,453.0 billion¥8,041.0 billion¥412.0 billion

5.1%

-20-

Percentage ofchangeSalary-Related Expenses
 Salary-related expenses increased by 99.4 billion yen compared to the previous fiscal year, mainly due
to increased retirement allowance arising from the extension of retirement age, and increases
accompanying the revision of salaries.

 Changes in Salary-Related Expenses (Initial Budget)(billion yen)
18,000

Salary-related
expenses+6.1%⑥ ¥1,723.1 billion

1,800⑤ ¥1,623.7 billion
16,0001,600

14,0001,400

1,200
12,0001,000
10,000(FY )Investment Expenses
 Financial resources are allocated with priority placed on projects that will be highly effective to secure
the safety and security of Tokyo citizens, such as initiatives toward realization of the resilient capitalTokyo, and initiatives towards the formation of convenient and comfortable transportation andshipping networks that include the promotion of the continuous grade separation of railways.
 Such initiatives increase investment expenses by 4.3% compared to the previous fiscal year to 1,071.9
billion yen.

 Changes in Investment Expenses (Initial Budget)
Investment
Expenses+4.3%(billion yen)
13,0001,300⑥ ¥1,071.9 billion⑤ ¥1,027.5 billion

1,100
11,000

900
9,000

700
7,000

500
5,000
(FY )

-21-

Breakdown by Objective
 When looking at expenditure by objective, compared to the previous fiscal year, “Education andCulture” increases by 200.3 billion yen or 16.7%, and “Health and Welfare” increases by 72.5 billion
yen or 4.7%. We are working to improve the quality of Tokyo citizens’ lives through prioritized andefficient allocation of limited financial resources.
FY 2024

FY 2023

Item
Ratio

Change in amount

Percentage
of change

Ratio

Health and Welfare¥1,610.5 billion

25.3%¥1,538.0 billion

25.9%¥72.5 billion

4.7%

Education and Culture¥1,398.3 billion

22.0%¥1,198.0 billion

20.2%¥200.3 billion

16.7%

Labor and Economy¥711.4 billion

11.2%¥696.3 billion

11.7%¥15.0 billion

2.2%

Living Environment¥344.8 billion

5.4%¥320.5 billion

5.4%¥24.3 billion

7.6%

Urban Development¥914.1 billion

14.3%¥891.3 billion

15.0%¥22.8 billion

2.6%

Police and Firefighting¥961.6 billion

15.1%¥921.8 billion

15.5%¥39.9 billion

4.3%

Planning and General
Affairs¥429.5 billion

6.7%¥369.5 billion

6.2%¥59.9 billion

16.2%

General expenditure¥6,370.2 billion

100.0%¥5,935.4 billion

100.0%¥434.8 billion

7.3%

Public Bonds¥323.8 billion－¥344.2 billion－–¥20.3 billion–5.9%

Tax-related Expenses, etc.

¥1,759.0 billion－¥1,761.4 billion－–¥2.4 billion–0.1%

Expenditure¥8,453.0 billion－¥8,041.0 billion－¥412.0 billion

5.1%

 Reasons for Changes in Each Sector
Health andWelfareIncreased by 4.7%, mainly due to increased expenses related to housing support special allowance
projects for care workers and care managers, and housing support special allowance projects for workers
of welfare services for disabled persons and others.

Education
and Culture

Increased by 16.7%, mainly due to increased expenses related to actually tuition free at private highschools, etc., and the reduced burden of expenses for school meals.

Labor andEconomyIncreased by 2.2%, mainly due to increased expenses related to the public-private impact growth fund(provisional name), and the support project for the introduction of large storage batteries that can beconnected to power grids, in preparation for expanding the introduction of renewable energy.

LivingEnvironment

Increased by 7.6%, mainly due to increased expenses related to the project for the expansion of
insulated and solar-powered homes that are resistant to disasters and that contribute to health, as wellas the at-house zero emission action promotion project.

Urban
Development

Police andIncreased by 2.6%, mainly due to increased expenses related to small and medium-sized riverdevelopment, and the promotion of continuous grade separation of railways.
Increased by 4.3%, mainly due to increased expenses related to renewal of the command-and-control
system and renovation of firefighting facilities.

Firefighting
Planning andGeneral Affairs

Increased by 16.2%, mainly due to increased expenses related to renewal of the Tokyo metropolitan
government advanced information promotion system, and building of the next-generation taxation coresystem.
-22-

Column

Budget per Tokyo Citizen• This section reorganizes the FY 2024 budget to show budget per Tokyo citizen by objective. A large
portion of the budget is allocated to measures to address the falling birthrate and the graying
population, enrichment of school education, police and firefighting activities, etc.

• Comparison against figures for FY 1994, 30 years ago, shows a significant increase for “Health andWelfare,” mainly due to measures for children and the elderly accompanying a falling birthrate andgraying population.
• In this way, we maintain an accurate understanding of the needs of Tokyo citizens as they changewith the times, and appropriately allocate limited financial resources from metropolitan tax
revenues, etc., to the necessary measures.
FY 2024
BudgetSector

FY 1994
Budget

Health and Welfare
e.g., measures to address the falling birthrate andthe graying population¥114,141¥56,317

Education and Culture
e.g., the enhancement of school education¥99,102¥95,113

Labor and Economye.g., revitalization of industry¥50,416¥36,294

Living Environmente.g., waste management¥24,438¥45,141

Urban Developmente.g., road development¥64,787¥129,771

Police and Firefighting
e.g., police and firefighting activities¥68,155¥74,824

Planning and General Affairse.g., staff training and welfare¥30,437¥43,178

Public Bonds
e.g., principal and interest redemption of TMG
Bonds¥22,952¥27,770

Tax-related Expenses, etc.
e.g., subsidies to municipalities¥124,665¥70,010

Total¥599,094¥578,419

Metropolitan Taxes¥452,631¥331,020*Figures for total population in Tokyo for FY 2024 are as of December 1, 2023, given in “Tokyo Population (Estimates)” (TMG Bureau of General
Affairs).
*Figures for total population in Tokyo for FY 1994 are as of December 1, 1994, given in “Tokyo Population (Estimates)” (TMG Bureau of General
Affairs).

-23-

3

Sustainable Financial
Management-25-

Promotion of Sustainable Financial Management
The Context behind Financial Management in the Compilation of the FY 2024 Budget As employment and income environment improve, Japan’s economy is continuing a trend of gentle
recovery, and metropolitan tax revenues in the FY 2024 budget have reached approx. 6.4 trillionyen.
 In preparation for the future, in addition to responding to medium and long-term financial demands, it
is absolutely essential to immediately and accurately address challenges with no time to lose inaddressing, such as responses to low birth rates and longevity, increasing competition between cities,
and safety and security assurance that serves as the foundation of city activities.
 Within this backdrop, to ensure the fulfillment of the missions bestowed upon the TMG, it is necessary
to secure a balance between drastic measures for increasing the city power of Tokyo andsustainable financial management.
 In FY 2024 budget, with recognition of the aforementioned challenges, we sought to proactively
implement measures from the viewpoints of “People Shine,” “Enhancement of Global
Competitiveness,” and “Safety and Security” while maintaining a resilient and sustainable financialbase by upgrading the systems and structures.

 Specifically, we sought to increase efficiency and the effectiveness of measures than ever before
through integrated implementation of policy and project reviews with the group cooperation projectreview that focuses on projects of the TMG and policy collaboration organizations. The amount offinancial resources secured through project reviews recorded a historical high of 126.6 billion yen,
and we utilized this to proactively implement measures.
 We continue to implement sustainable financial management by securing a certain level of funds
balance, while proactively utilizing funds deposited as a financial source to realize a bright “Future
Tokyo,” and decreasing the TMG bond balance through strategic utilization.

Increase in the effectivenessand efficiency of measures
 Integrated Implementation of
Policy Reviews, Project Reviews
and Group Cooperation Project
Reviews
 Reached the highest ever amountof secured financial resources
through project reviews (126.6
billion yen)

Proactive utilization offunds Utilization of Funds

Withdrawal amount:700.1 billion yen
 Securing a stable amount offunds balance

Strategic utilization of TMG
bonds
 TMG bonds issuance amountIssuance amount:
312.7 billion yen Decrease of TMG bonds balance
58,931¥5.9
trillion

47,324¥4.7 trillion

Secured financial resources amount:

Approx. 810 billion yen(Cumulative total over 8 years after
setting the end-of-terms for all
projects)

A decrease compared to 10 years ago

Funds Balance:

Approx. 1,160.0
billion yen

1,581.3 billion yen
2014 New project: 741
Proactive
implementation Realization of a society
in which “people” shineof measures

Enhancement of global
competitiveness

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

Safety and security
assurance

Securing sustainable financial base and taking drastic measures to increase the city power of Tokyo-26-

Initiatives of Policy Reviews, Project Reviews and Group Cooperation Project Reviews
FY 2024 Budget Points
 In order to respond appropriately to the various issues it faces within the backdrop of limited financial
resources, as a part of the budget compilation process, the TMG has integrally implemented “policy
reviews,” which evaluate the overall direction of measures, based on the degree of achievement oftargets, and “project reviews,” which verify each project to improve its efficiency and effectiveness.
From FY 2024 budget, the TMG bolsters reorganization of measures by adding the “groupcooperation project reviews,” which review the contribution to measure targets of the TMG and
the direction of initiatives and by integratedly implementing the three reviews.
 In project reviews, projects were verified from all viewpoints, including complete post verification ofprojects whose the end-of-terms come, as well as detailed reviews of the project scale by detailed
analysis reflecting actual performance, and reviews of the project scheme by a wide variety of
approaches, and reviews of projects by digital tools. As a result, we announced evaluation results of
1,515 projects, and reviewed and rebuilt 1,214 projects.
 In the newly implemented group cooperation project review for projects implemented by all 33
groups, we set collaborative targets connected to the measure targets of the TMG and project targetsof these groups, and then performed evaluations of the directionality of project reviews, etc. in lightof the progress of targets and an analysis of challenges, and reflected the review in the FY 2024
budget and details of the initiatives of these groups.

Project Review – Announcement of Review Results■ Number of Announcements ■■ Amount of Financial Resources Secured ■*Total number of projects: Approx. 6,000(projects)
1,600

Total number announced(FY 2024)

1,400

1,515

1,200
1,000

Number of reviews andrebuilds (FY 2024)

800

1,214

600

(billion yen)

1,515
1,360
1,266
1,208
1,086
890

837

1,436
1,368

120
1,200

1,207

1,214 1,000
100

1,116
1,115

1,266
126.6
114.1
111 111.7
103
87

80
800

884

90

72

600
60

676
536 574

400
40

400
200

FY 2024

126.6 billion yen

30

325

200
20

0

0
(FY )

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

New Implementation of Group Cooperation Project Reviews
 For all 33 groups, we set 90 collaborative
targets (project sectors) and 223 project targets(numerical targets), and then performed
evaluations of the directionality of projectreviews, etc., taking into account of analysis ofchallenges and opinions of outside experts, andreflected the review in the FY 2024 budget.
-27-■ Initiative status ■Reviewed groups

All 33 groups

Collaborative targets(Project sectors)

90 indicators(90 sectors)

Project targets

223 indicators(FY )Integrated Implementation of Policy Reviews, Project Reviews and Group Cooperation Project Reviews We perform three integrated reviews through the budget compilation process to build measures andprojects with higher efficiency and effectiveness from a perspective placing greater priority onachievements.

[Outline of Evaluation]

Policyreview

Evaluation of measures as a whole withachievements taken into consideration
・ Policy group settings
・ Achievement indicatorsettings and analyses
・ Opinions of outside experts

Improvement ofreview system
Project
review

Group Cooperation
Project Reviews

Verification of individual projects with overall
directionality taken into consideration

New

Evaluation of contribution to policy targets of
the TMG and the directionality of initiative・ Thorough cost analyses

・ Setting collaborative targets

・ Examination of effectiveness, etc.

・ Analysis of challenges from onsite viewpoint
・ Opinions of outside experts

・ Checks from specialist perspectives

Policy reviews
 Policy reviews consider achievement of targets, opinions of outside experts, and analysis results ofadministrative data, to evaluate the directionality of measures in each policy group as a whole.
■ Initiative status ■ The TMG designated 21 achievement indicators forthe 13 policy groups. For the 113 projects associatedwith each achievement indicator, we reviewed
overall direction of measures in each policy groupwith achievement of targets and opinions fromoutside experts taken into consideration.
 While 52 existing projects were reviewed andrebuilt with the directionality of each policy grouptaken into consideration, this also led to the
expansion of 39 projects and the construction of 22
new projects.
-28-

Policy group

13 groups

Achievement
indicators

21 indicators

Individual
projects

113 projects✔ Reviewed and rebuilt

52✔ New and expanded

61

Project reviews
 Mainly by setting an end date for all projects and thoroughly
conducting ex-post verification since the compilation of the FY
2017 budget, we have publicized the results of more than
10,000 reviews over the past eight years. During the same
period, we have reviewed and rebuilt approximately 7,600
projects, resulting in the securing of approximately 810 billion
yen in financial resources.
 For the future, we will strive to construct measures andprojects with even higher efficiency and effectiveness,through multifaceted verification, such as cooperation withrelated bureaus, and implementation of reviews which takes
the opinions of outside experts into consideration.

Intra-TMG
cooperation
Project
bureaus

Bureau of
Finance

External
Relatedbureaus

Reviews ofdigital aspects byoutside experts

Multi-facetedverification
Perspective ①

Efficiency (thorough cost analyses)

Perspective ②

Examination of effectiveness, etc.

Perspective ③

Checks from specialist perspectives

Group Cooperation Project Reviews
 To increase effectiveness and efficiency of projects on a TMG group-wide basis, we perform thereview focusing on projects by the TMG and policy collaboration organizations from the FY 2024
budget compilation.
Simple diagram of review (example: Tokyo Education
Promotion and Support Organization)[Contents of initiative]
Setting of collaborative targets and project targets

Project sector <securing and provision ofoutside human resources> Setting of targets for the TMG and theorganizations to collaboratively work towards
 Setting of project targets toward achievement ofcollaborative targets

Collaborative
targets

Analysis of progress compared to targets and extraction of challenges
Project targets

 Analysis of progress and extraction of challenges
of projects reflecting present state of social
situations and needs of Tokyo citizens

Evaluation of the directionality of project reviews, etc.

 Evaluation of the directionality of projectreviews and initiatives
 Reflection in budgets for the following fiscal year
and contents of initiatives of groups

Securing of human resources from
Human Resource Agency, etc.

Present stateand challenges• A steady increase in use at schools• Challenge of additional securing ofworkers

Opinionsof outside
experts

Need for further effective informationdelivery and securing of humanresources due to significance of projectOpinions of outside experts
 Utilization of viewpoints of experts, such asprofessionals of each sector

Securing human resources requested
by schools and introducing them toschools to reduce the burden ofteachers

Initiatives
in FY 2024

• Strategic implementation of public
relation• Strengthening of informationdelivery to universities, etc.

We will promote specific review of each project and building of new
projects through the review focusing on outcome as TMG group.

-29-

Utilization of Funds
 To steadily implement measures and respond to significant challenges of the TMG, the TMG has
strategically secured funds by mainly depositing finance sources generated by detailed reviews ofexpenditures.
 In the FY 2023 final adjustment budget, we will further strengthen the financial base by depositing 350
billion yen in the Tokyo Resilience Promotion Fund, etc.
 In the FY 2024 budget, in order to steadily promote measures to reinforce the city’s resilience,
improve social capital, and realize an advanced welfare city, 700.1 billion yen of funds for therealization of 3-cities, which have strategically been deposited, will be proactively utilized. The funds
balance is expected to amount to 1,581.3 billion yen at the end of FY 2024.
 In order to proactively promote measures towards the realization of a bright “Future Tokyo,” the TMG
will continue to plan for strategic utilization of funds from a medium and long term perspective, whilefirmly discerning trends in future financial demand.

Deposits to Funds in the FY 2023 Final Adjustment Budget
 In the FY 2023 final adjustment budget, we will deposit 350 billion yen in total in the Tokyo Resilience
Promotion Fund, Smart Tokyo Fund, and Zero Emission Tokyo Fund, utilizing financial sources generated
by increased tax revenues and detailed reviews of expenditures, and prepare the significant challenge of
the TMG, including city resilience.
 Furthermore, in accordance with provisions specified under the ordinance, 16.0 billion yen, which is the
fixed amount of tax revenue increases, is deposited to the fiscal adjustment fund as mandatory reserves.
Consequently, the estimated end-FY 2023 balance of the fiscal adjustment fund is 600.1 billion yen.

Utilization of Funds in the FY 2024 Initial Budget
 In the FY 2024 initial budget, a total of 700.1 billion yen is withdrawn and utilized, mainly from the Tokyo
resilience promotion fund (193.0 billion yen) and the social capital improvement fund (157.1 billion yen).
 As of end-FY 2024, the expected balance for the funds for the realization of 3-cities, the fiscal adjustment
fund, etc., is 1,581.3 billion yen, which is roughly the same as pre-Lehman Shock levels. In this way, theTMG is securing a stable amount of funds balance from sustainable financial management perspectives.

 Changes in Funds Balances (Based on the Ordinary Account)(trillion yen)

¥2,755.6 billion

3.0

Funds similar to 3-cities funds

2.5

Other funds (national government grants, etc.)

2.0

Fiscal Adjustment Fund

1.5

¥1,773.3 billion¥1,367.4 billion¥1,581.3 billion¥982.2 billion

1.0
0.5

¥213.6 billion

0.0
(FY )
*Values up to FY 2022 are settled amounts, and values for FY 2023 onwards are expected year-end balances.
*Past funds balances are classified according to new fund systems from FY 2017 onwards.

-30-

Status of Funds Deposits and Withdrawals in FY 2024 (Based on the Ordinary Account) Funds for the Realization of 3-cities
FY 2023Item

FY 2024

Year-endbalance

Deposit amount

Withdrawal amountYear-endbalance(After final adjustment)(Initial)(Initial)(Initial)¥330.0 billion－– ¥193.0 billion¥137.1 billion¥330.0 billion－– ¥193.0 billion¥137.1 billion¥855.1 billion¥12.3 billion– ¥313.3 billion¥554.3 billion

Social capital improvement fund¥389.5 billion¥6.8 billion– ¥157.1 billion¥239.4 billion

Fund reserve for new railway line construction, etc.

¥88.5 billion¥5.4 Billion–¥2.7 billion¥91.2 billion

Smart Tokyo fund¥121.5 billion－– ¥57.8 billion¥63.7 billion

Green Tokyo fund¥23.4 billion－–¥6.5 billion¥16.9 billion

Zero emission Tokyo fund¥102.4 billion－– ¥64.9 billion¥37.5 billion

Fund to promote the installation of renewable energy
equipment in new buildings, etc.

¥129.8 Billion－– ¥24.2 billion¥105.6 billion¥229.7 billion－– ¥112.5 billion¥117.3 billion¥229.7 billion－– ¥112.5 billion¥117.3 billion¥99.1 billion－– ¥47.1 billion¥52.1 billion¥1,513.9 billion¥12.3 billion– ¥665.8 billion¥860.7 billion¥136.4 billion¥18.1 billion– ¥34.3 billion¥120.3 billion¥600.1 billion－－¥600.3 billion¥2,250.5 billion¥30.4 billion– ¥700.1 billion¥1,581.3 billion

General account¥2,228.0 billion¥30.4 billion– ¥697.0 billion¥1,562.0 billion

Special accounts¥22.4 billion－

Safe City
Tokyo resilience promotion fund
Smart City

Diverse City
Advanced welfare city realization fundTokyo 2020 legacy fund
Subtotal Funds Built up from National Government Grants, etc.
Other funds

 Fiscal Adjustment FundFiscal Adjustment Fund

Total

–

¥3.1 billion¥19.3 billion*As the deposit amounts do not include accumulations, the FY 2024 year-end balance does not match the total of FY 2023 year-end balance and FY 2024 deposit
amounts and withdrawal amounts.

-31-

Utilization of TMG bonds
 Since FY 2000, the TMG had worked to restrain TMG bonds issuance through financial reconstruction
initiatives, and has subsequently worked towards steady financial management through TMG bonds
issuance in accordance with the status of metropolitan tax revenues, etc.
 In the FY 2024 budget, TMG bonds increased by 21.8 billion yen or 7.5% compared with the initialbudget of the previous fiscal year to 312.7 billion yen through strategical utilization in considerationof burden of future generations.
 TMG bonds balance decreases by 4.8 billion yen compared to the previous fiscal year to 4,732.4
billion yen.
 In FY 2024, although the dependency on bond issuance is 3.7%, an increase of 0.1 percentage points
compared to the previous fiscal year, it still maintains lower levels compared to the national
government (31.5%) and local governments (6.7%).
 Changes in TMG Bonds Issuance Amounts and TMG Bonds Balance(billion yen)(trillion yen)

1,200
12,00010¥1,058.5 billion

1,000
10,0008¥7,638.4 billion⑤ ¥4,737.2 billion⑥ ¥4,732.4 billion

TMG bonds
balance800
8,000

Strategic utilizationof TMG bonds

600
6,000

⑤ Initial¥290.8 billion⑤
4 Afteradjustment¥239.2 billion

Lehman
shock

400
4,000

200
2,000

6

TMG bonds
issuance amount

2 Initial⑥¥312.7 billion

High TMG bonds issuancewith a maximum inexcess of ¥1 trillion

0

0

(FY )
*Values up to FY 2022 are settled amounts, values for FY 2023 are amounts after final adjustment, and values for FY 2024 are initialbudget amounts.

 Changes in TMG and National Bond Issuance Balance per Citizen
Approx. 2.3 times
TMG

National

Approx. 40% decrease¥550,000¥420,000¥340,000

FY 2004

FY 2015

FY 2024¥3,910,000¥6,340,000¥8,880,000

FY 2004

FY 2015

FY 2024*Figures for total population of Tokyo are as given in “Tokyo Population (Estimates)” (TMG Bureau of General Affairs) (populations are as of October 1, 2004,
October 1, 2015, and December 1, 2023).
*Figures for total population are as given in “Population Estimates” (Ministry of Internal Affairs and Communications) (populations are as of October 1, 2004,
October 1, 2015, and July 1, 2023).
*TMG bonds balance is based on the general account, and FY 2024 TMG bonds balance is as given in the initial budget.

-32-

 Changes in Dependency on Bond Issuance (Initial Budget)
(%)
50.0
40.0

National

30.0

31.5

Local publicfinance program

20.0

6.7

10.0
0.0

TMG

3.7
(FY )

*TMG values given for FY 1994, FY 1999, and FY 2003 are after simultaneous adjustment.
*Values for the FY 2024 local public finance program are as given in “Summary of local public finance measures in FY 2024.”

ColumnInitiatives for sustainable finance (FY 2024: Approx. ¥130.0 billion)• Ahead of local authorities nationwide, the TMG has issued Tokyo green bonds since FY 2017 andTokyo social bonds since FY 2021, to strongly promote the measures of the TMG through support
from Tokyo citizens and corporations via investment.
• Tokyo green bonds will be issued as Tokyo green blue bonds in light of the newly established global
unified guideline (blue bond guideline).
• Additionally, sustainability bonds are scheduled to be issued in international bond market, toattract investment broadly within the country and overseas.

 Projects to be funded
Green
Blue

 Simple diagram

Projects contributing to promotion ofenvironmental measures

Green Bonds

Among green projects, thosecontributing to marine conservation, etc.

SocialProjects contributing to resolution ofsocial challenges

Sustainability

Both green projects and social projects

Fiscal Year

Sustainability
Bonds

Social Bonds

Tokyo Green Bonds
For institutional
investors

Blue Bonds

Tokyo Social Bonds

For individuals

Issuance amountFor institutional investors

Total issuanceamountIssuance amountFY 2017¥10.0 billion¥9.9 billion－¥19.9 billion

FY 2018¥10.0 billion¥10.1 billion－¥20.1 billion

FY 2019¥10.0 billion¥10.2 billion－¥20.2 billion

FY 2020¥20.0 billion¥10.5 billion－¥30.5 billion

FY 2021¥30.0 billion¥10.1 billion¥60.0 billion¥100.1 billion

FY 2022¥30.0 billion¥10.1 billion¥60.0 billion¥100.1 billion

FY 2023¥40.0 billion¥10.0 billion¥60.0 billion¥110.0 billion(Planned amount)*Amounts of FY 2023 include a refinanced portion.

-33-

Column“Future Tokyo: Tokyo’s Long-Term Strategy Version Up 2024”
Project Expenses List

• We have budgeted 100% of the FY 2024 projects of the “Future Tokyo: Tokyo’s Long-Term Strategy,”
with a total amount of 2,288.8 billion yen earmarked across all accounts.
(In billion yen)
FY 2024project
expenses

Strategy name

Strategy 0

Strategy for Overcoming COVID-19

Strategy 1

Strategy for Putting Smiles on the Faces of Children

444.6

Strategy 2Strategy for Supporting Children’s Development and Growth

218.3

Strategy 3

Strategy for Promoting Women’s Empowerment

138.2

Strategy 4

Strategy for Realization of an Active Chōju (Longevity) Society

79.2

Strategy 5

Strategy for Realizing Work Styles Allowing Everyone to Shine

42.2

Strategy 6

Strategy for Diversity and an Inclusive Society

95.3

Strategy 7

Strategy for Valuing “Dwellings” and “Community”

201.5

Strategy 8

Strategy for Developing a Safe and Secure City

667.1

Strategy 9

Strategy for Enhancing Urban Functions

530.6

Strategy 10

Strategy for “Smart Tokyo: Tokyo Data Highway”

168.8

Strategy 11

Strategy for “Start-up City Tokyo”

51.8

Strategy 12

Strategy for a Tokyo with Earning Potential and Innovation

120.8

Strategy 13

Strategy for Making Tokyo a City Filled with Water andGreenery

392.8

Strategy 14

Strategy for Zero Emission Tokyo

458.8

Strategy 15

Strategy for Tokyo as a City of Culture and Entertainment

55.2

Strategy 16

Strategy for Sports Field Tokyo

33.5

Strategy 17

Strategy for Promoting the Tama Area and the islands

565.6

Strategy 18

Strategy for All-Japan Partnership

17.0

Strategy 19

Strategy for the Olympic and Paralympic Legacy

91.7

Strategy 20

Strategy for Structural Reform of the Tokyo Government

135.5Grand total

4.1

2,288.8*For project expenses, figures are incomplete and may be subject to change.
*Project expenses are for all accounts, including the general account and public enterprise accounts.
*The amount for each strategy includes repeat postings while the total represents only the main postings (the total of project
expenses for each strategy does not match the overall grand total).

-34-

Local Corporate Taxation Reviews
 In local tax and financial systems, due to successive local corporate taxation reviews since the FY 2008
tax reform, the transfer of corporate inhabitant and enterprise taxes (two corporate taxes) to national
tax had been processed.
 The impact amount of this series of reviews on FY 2024, compared to a hypothetical case in which tax
reforms had not taken place, is –1,323.7 billion yen. The effect of these measures on TMG finances is
not small.
 The TMG will continue to strongly urge the national government to establish the ideal local tax andfinancial systems, so that local governments can secure financial resources commensurate with theirroles and authority.
■ Overview of Local Corporate Taxation Reviews① Partial transfer
of corporate
enterprise tax
to national tax② Transfer ofcorporate
inhabitant tax
to the sourceof local
allocation tax
grants- A certain fraction of corporate enterprise tax (income basis and revenue basis) is transferred
to national tax as special corporate enterprise tax.
- The portion transferred to national tax is distributed among prefectures as special corporate
enterprise transfer tax in accordance with population.
Approx. 30% of corporate enterprise tax is transferred to national tax. In the distribution of thetransfer tax to the TMG, which does not receive local allocation tax grants, up to a maximum of
75% is deducted from the amount proportionally allocated in accordance with population.

- A certain fraction of corporate inhabitant tax proportionate to corporate tax is transferred tonational tax as local corporate tax, which is distributed as local allocation tax.
As the TMG does not receive local allocation tax grants, the tax rate reduction due to thetransfer to national tax directly leads to a fall in revenues.
[Standard tax rate for corporate inhabitant tax
proportionate to corporate tax]
Prefectural inhabitant tax: 5.0% → 1.0%
Municipal inhabitant tax: 12.3% → 6.0%

③ Corporate
enterprise tax
grant[Tax rate reduction due to transfer to national tax]
Prefectural inhabitant tax: –4.0%
Municipal inhabitant tax: –6.3%- Mainly in order to cover for the decreased revenues of municipalities accompanying thetransfer of corporate inhabitant tax to the source of local allocation tax grants, a fixed
percentage of corporate enterprise tax is distributed among municipalities in each prefecture.
*The equivalent portion for special wards is the amount obtained by multiplying theapplicable corporate enterprise tax grant by the ratio specified by the ordinance, which isadded to the fiscal adjustment grants for special wards, and is distributed (the impact
amount resulting from this is included in ②).

■ The Impact Amount of Local Corporate Taxation Review (FY 2024)
FY 2024 initial budget①②

Corporate
enterprise tax–¥657.9 billion

Partial transfer of corporate enterprise tax to national tax as
special corporate enterprise tax

Special corporate
enterprisetransfer tax¥60.4 billion

Special corporate enterprise tax distributed among
prefectures as local transfer tax (FY 2024 local public financemeasure: ¥2,118.5 billion)

Corporate
inhabitant tax–¥709.2 billion

Partial transfer of corporate inhabitant tax to the source of
local allocation tax grants as local corporate tax

Subtotal of two
corporate taxes andtransfer tax
Corporate③ enterprise tax
grant

Total

–¥1,306.7 billion–¥17.0 billion

A fixed percentage of corporate enterprise tax distributed
among municipalities in each prefecture–¥1,323.7 billion-35-

Column

Seeking for the ideal of local tax and financial systems• The local allocation tax grants are established toadjust the disparity of financial sources andguarantee necessary financial sources so that each
local authority can provide a certain degree ofadministrative services as there are differences in
population and industrial structures between
authorities.

Amounts of general revenue resources per capita
Local taxes

Local allocation tax grants

Local transfer taxes, etc.

426,000 yen

Approx. halfthat of the top
prefecture

235,000 yen• When comparing amounts of general revenue
resources per capita that consist of local taxes andlocal allocation tax grants, etc., Tokyo’s is almost
the same as the average of prefectural
governments, and it is not high at all.

TMG
TMG

Same level as
the average ofprefectural
governments

226,000 yen

Average ofTop
prefecture
prefectural
Prefecture
A governments
Average＊Based on the FY 2022 Statistics of Local Government Finance forPrefectures (Ministry of Internal Affairs and Communications)＊Calculated based on the population of the "Basic Resident Register" as ofJanuary 1, 2023

• Regardless of this, the TMG experienced loss of revenues from Metropolitan Taxes of 1,300 billion
yen in FY 2024 and 9,200 billion yen in cumulative total after FY 2008 due to a series of
unreasonable local corporation taxation reviews.

■ Changes in cumulative impact amount(trillion yen) 2008

0

–▲ 5

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

(FY )

0

-9.2
trillionyen

9.2 trillion yen is…
Almost equal to expenses for earthquake
countermeasures taken by the TMG up
to the 2040s (9.6 trillion yen*)*From TOKYO Resilience Project upgrade I-1.3 trillion yen▲– 10*The cumulative impact amount is based on the settlement until FY 2022, the budget after final adjustment in FY 2023, and the initialbudget in FY 2024.

Taxes per Tokyo citizen of about 100,000 yen annually andabout 700,000 yen on a cumulative basis have been lost!
• In Japanese finance, the expenditure allocation between the national government and local
governments is a ratio of 4 to 6 while the allocation of national taxes and local taxes is conversely aratio of 6 to 4. A series of local corporation taxation reviews have reduced the ratio of local taxes
that are self-financed sources for local governments. This contradicts the decentralization of
authority.
• For achievement of sustainable growth of the entire nation of Japan, the key is not competition
for limited financial sources between local governments but expansion and ensuring of local taxes
that are appropriate to the roles and authority of local governments.
• Toward the realization of true local autonomy, we will strongly encourage the national
government to engage in the drastic reform of local tax and financial systems that shall include a
review of the allocation of tax resources between national government and local governments.
-36-

Column

Thorough initiatives to reduce unnecessary spending
There are an increasing number of matters to be addressed, such ascountermeasures against the low birth rate and earthquakes. How does
TMG finance these countermeasures?

The TMG makes efforts to reduce unnecessary spending in preparation for
the future.
• In order to ensure the fulfillment of the mission imposed on the TMG with limited financial

resources, we have been striving to improve the efficiency and effectiveness of projects andstrengthen initiatives to reduce unnecessary spending from a wise spending viewpoint, such as
project reviews in budget compilation.

Version update of review system• Specifically, we set the end of term for all projects in FY
2017 and made a rule on the timing of post reviews.
Additionally, we introduced policy reviews in FY 2022
and updated the review system by hearing opinionsfrom outside experts about the overall direction of
measures and connect the results to effective project

2017: Setting of end-of-term for all
projects
2020: Introduction of ICT-related review
2022: Introduction of policy review
2024: Introduction of group cooperation
project review

Financial resources secured

reviews.
• We secured financial sources of approx. 810.0 billion
yen cumulative from FY 2017 through initiative forproject reviews.

Amount secured over 8
years:
Approx. 810.0 billion yen• Additionally, we set a minus-ceiling at the phase ofbudget request (*) as a structure encouraging each

(FY )department to review projects voluntarily.
• We secure financial resources and implement newmeasures by including these review structures in budget
compilation process.

These autonomous
review structures are
installed in the financeof TMG.

*Minus-ceiling (FY 2024)
Initiative for basically demanding a 10%
total decrease in budgets for projects
required to be further reviewed, including
those whose actual performance issignificantly below targets

I see.
It is important to continuously make efforts
to reduce unnecessary spending.

-37-

Column

Promotion of TMG structural reforms “Shin-Tosei”

Achievements of Shin-Tosei up to this point• To resolve challenges that emerged during the COVID-19 crisis and increase the quality of Service(QOS) of the TMG, we have started performing structural reform of the TMG (Shin-Tosei) in FY
2020, and each TMG staff has made drastic review of the way to deal with works of the TMG.
• The TMG is certainly changing through structural reform driven by promotion of DX.

◆ Exit from analog environment
 72% decrease in copy papers (approx. 150
million papers) through digitalization of works
and complete initiative for paperless.

Volume of purchased copy papers
Target: 70% decrease compared with FY 2016
-72%
Approx. 150 million
papers decrease Decreased fax transmissions by 99% as ofMarch 2022 in fax less initiative, and achieved
the raised target.
2016

2020

2021

2022

◆ Digitalization of administrative services
 Promoted digitalization of administrative
procedures, and achieved digitalization of 70%
of all administrative procedures within the
TMG at the end of FY 2023 and recorded user
satisfaction of approx. 60% according to a
Tokyo citizen fact-finding survey.
 Implemented approx. 150 user tests on a TMGwide basis in FY 2023 and improved services
based on the opinions of users.

Digitalization ratio of administrative procedures
Target: 100% in FY 2026
70%

Digitalization of approx.
20,000 processes
5%

2020

2021

2022

2023
(Anticipated)

A further improvement in QOS• Shin-Tosei initiatives are making steady progress, but there is still a long way to go.
• We will shift a focus of DX from simple digitalization to full-fledged digital transformation andfurther progress the reform to better QOS which Tokyo citizens and business operators can“actually feel” “improvement in services.”[Initiatives for better QOS in the FY 2024 budget]
・Promotion of DX for childcare services
・Construction of business operators database system (Procedure simplification project)
・Realization of “No wait, no writing, or cashless“ counter-38-