C ONT E NT STOKYO’S HISTORY, GEOGRAPHY, AND
POPULATION
History of Tokyo ................................................................... 2
Geography of Tokyo ............................................................. 6
Population of Tokyo ............................................................. 9

THE STRUCTURE OF THE TOKYOMETROPOLITAN GOVERNMENT (TMG)
Japan’s Local Government System ................................... 14
TMG and the 23 Special Wards ......................................... 14
TMG and the Municipalities .............................................. 15
Organizational Structure of TMG ...................................... 16

TOKYO’S FINANCIAL SYSTEM
Financial Structure of Local Governments in Japan ....... 30
Tokyo’s Finances ................................................................ 33

TOKYO’S KEY POLICIESFuture Tokyo: Tokyo’s Long-Term Strategy ..................... 42
For Realization of the SDGs .............................................. 46
Tokyo’s International Strategy .......................................... 47

APPENDICESTokyo’s Diverse Agricultural, Forestry, and Marine Products ........ 50
Statistics .............................................................................. 52
Tokyo Metropolitan Government Buildings ..................... 54
Tokyo’s Symbols ................................................................. 55

TOKYO’S HISTORY, GEOGRAPHY,AND POPULATION

History of Tokyo ................................................................. 2
Geography of Tokyo ........................................................... 6
Population of Tokyo ........................................................... 9

TOKYO’S HISTORY, GEOGRAPHY, AND POPULATIONTOKYO’S HISTORY, GEOGRAPHY, AND POPULATION
History of Tokyo
The history of the city of Tokyo stretches back some
400 years. Originally named Edo, the city started
to flourish after Tokugawa Ieyasu established the
Tokugawa Shogunate here in 1603. As the center ofpolitics and culture in Japan, Edo grew into a hugecity with a population of over a million by the mideighteenth century. Throughout this time, the Emperor
resided in Kyoto, which was the formal capital of thenation. The Edo Period lasted for nearly 260 years until
the Meiji Restoration in 1868, when the Tokugawa
Shogunate ended and imperial rule was restored. The
Emperor moved to Edo, which was renamed Tokyo.
Thus, Tokyo became the capital of Japan.
During the Meiji era (1868-1912), Japan began its
avid assimilation of Western civilization. Buildings
made of bricks and stone were built on the sites ofthe mansions of feudal lords, and the major roads
were paved with round stones. In 1869 Japan’s firsttelecommunications line was opened between Tokyoand Yokohama, and the first steam locomotive started
running in 1872 from Shimbashi to Yokohama.
Western hairstyles replaced the traditional topknot
worn by men, and bowler hats, high collars, andbustled skirts were the height of fashion. In 1882
Japan’s first zoological gardens were opened in
Ueno. In 1885 the cabinet system of government was
adopted and Ito Hirobumi became Japan’s first prime
minister. With the promulgation of the Constitutionof the Empire of Japan in 1889 Japan established thepolitical system of a modern state.
During the Taisho era (1912-1926), the numberof people working in cities increased, and a growing
proportion of citizens began to lead consumer
lifestyles. Educational standards improved, and theTokyo Station Square (1964)

2

number of girls going on to study at higher schools
increased. Performing arts such as theater and opera
thrived.
In September 1923 Tokyo was devastated by theGreat Kanto Earthquake. The fires caused by theearthquake burned the city center to the ground. Over
140,000 people were reported dead or missing, and300,000 houses were destroyed. After the earthquake
a city reconstruction plan was formulated, but because
the projected costs exceeded the national budget only asmall part of it was realized.
Beginning shortly after the Great Kanto Earthquake,
the Showa era (1926-1989) started in a mood ofgloom. Even so, Japan’s first subway line was opened
between Asakusa and Ueno in 1927, and in 1928 the16th general elections for the House of Representativesof the Diet were held for the first time following theenactment of universal male suffrage. In 1931 Tokyo
Airport was completed at Haneda, and in 1941 the Portof Tokyo was opened. By 1935 the resident populationof Tokyo had grown to 6.36 million, comparable to the
populations of New York and London.
However, the Pacific War, which broke out in 1941,
had a great impact on Tokyo. The dual administrative
system of Tokyo-fu (prefecture) and Tokyo-shi(city) was abolished for war-time efficiency, andthe prefecture and city were merged to form theMetropolis of Tokyo in 1943. The metropolitan
administrative system was thus established and agovernor was appointed. In the final phase of the war,
Tokyo was bombed 102 times. The heaviest air raid
was on March 10, 1945, in which there was great lossof life and material damage. The war came to an end
on September 2, 1945, when the Japanese government
and military representatives signed the Instrument ofSurrender. Much of Tokyo had been laid waste by thebombings and by October 1945 the population had
fallen to 3.49 million, half its level in 1940.
In May 1947 the new Constitution of Japan and the
Local Autonomy Law took effect, and Seiichiro Yasui
was elected the first Governor of Tokyo by popular
vote under the new system. In August of that year, thepresent 23 special-ward system (see p.14 for explanation)
began in Tokyo Metropolis.
The 1950s were a time of gradual recovery for thenation. Television broadcasting began in 1953, and Japanjoined the United Nations in 1956. Economic recovery
was aided in particular by the special procurement
boom arising from the outbreak of the Korean War in1950. This led to Japan’s entry into a period of rapid
economic growth in the 1960s. Due to technologicalHistory of Tokyo

innovations and the introduction of new industries andtechnologies, this period saw the beginning of mass
production of synthetic fibers and household electric
appliances such as televisions, refrigerators, and washingmachines. As a result, the everyday lives of the residentsof Tokyo underwent considerable transformation. In
1962 the population of Tokyo broke the 10 million mark.
In 1964 the Olympic Games were held in Tokyo, theShinkansen (“Bullet Train”) line began operations, andthe Metropolitan Expressway was opened, forming thefoundation for Tokyo’s current prosperity.
Entering the 1970s, the strain of rapid economic
growth became apparent as the country was beset byenvironmental issues such as pollution of the air andrivers, as well as high levels of noise. The Oil Crisis of1973 brought the many years of rapid economic growth
to a halt.
In the 1980s, Tokyo took large steps in economic
growth as a result of its increasingly global economic
activity and the emergence of the information society.
Tokyo became one of the world’s most active major
cities, boasting attractions such as cutting-edge
technology, information, culture, and fashion, as well
as a high level of public safety. From 1986 onwards,
land and stock prices spiraled upwards, a phenomenon
known as the “bubble economy.”Japan enjoyed tremendous growth under the bubble
economy, but with the burst of the bubble at the
beginning of the 1990s, sinking tax revenues caused by
the protracted economic slump led to a critical state
in metropolitan finances. Tokyo was, however, able toovercome this financial crisis through two successive
fiscal reconstruction programs. The population also
started returning to Tokyo, and in 1997, in-migration
exceeded out-migration for the first time in 12 years.
Tokyo’s population reached 12 million in 2000, 13
million in 2009, and surpassed 14 million in 2019.
In March 2011 the Great East Japan Earthquake
struck the Tohoku region, and Tokyo was also seriously
affected.
In September 2013, Tokyo won the bid to host the
Olympic and Paralympic Games for the second time.
The impact of COVID-19, which had been spreading
around the world since the start of 2020, however,resulted in the decision in March 2020 to postpone theGames by one year. Amid the difficulty presented by thisunprecedented decision, the remaining days were used
to implement measures to hold a safe and secure Games,
culminating in the delivery of the Games in summer
2021.
Multifaceted initiatives, both tangible and intangible,

have been consistently promoted since the decision tohost the Games, including infrastructure upgrades,
measures for the environment, and the promotion ofculture. These efforts, together with the accomplishmentsof the Games, are building a Games legacy that
contributes to the abundant lives of Tokyo’s residents.
With regard to COVID-19 response, a monitoringcouncil and the Tokyo iCDC, consisting of experts,
were established. Based on their analyses and insights,
the comprehensive system for healthcare delivery
was built up, including an improved testing system,
quick securement of hospital beds, opening of massvaccination centers, and the establishment of facilities
for the recovery of older citizens. As a result, despite thefact that Tokyo is one of the most populated cities in
the world, the number of cases and the mortality rate
remained low compared to other countries of the world.
The increasing frequency and growing intensity ofstorms and flooding in recent years, the possibility ofa large earthquake directly striking the capital, andother risks, make the situation such that a large-scaledisaster can occur at any time. In order to protect the
lives and livelihoods of the people of Tokyo from such
emergencies, the Tokyo Resilience Project was launchedin 2022.
The shapes of cities and the landscape of society alsochange with the times. Looking back, it can be seen thatmany of Tokyo’s achievers used turning points in history
to transform Tokyo into a future-oriented and more
prosperous city. Informed by the approach they took,
as the economy and society are now undergoing majorchanges, the Tokyo Metropolitan Government will work
to make Tokyo a city where each and every citizen canshine.

Tokyo Station Marunouchi Building (Tokyo Michiterasu illumination event)

3

TOKYO’S HISTORY, GEOGRAPHY, AND POPULATION

History of Tokyo
1603
1657
1674
1718
1721
1722
1854
1867
1868
1872
1877
1879
1882
1885
1888
1889
1893
1894
1904
1914
1920
1923
1925
1927
1931
1935
1941
1943
1945
1947
1951
1953
1956
1959
1962
1964
1967
4

Tokugawa Ieyasu establishes the Shogunate Government (Tokugawa Shogunate) in the town of Edo.
Edo period begins.
Major fire in Edo claims over 100,000 lives.
Seki Takakazu publishes Hatsubi-Sanpo, presenting solutions to algebraic equations.
Firefighting organizations established.
First population census conducted (Edo’s population about 1.3 million).
Koishikawa Yojosho established as the first free hospital by the government.
Treaty of Peace and Amity between Japan and the U.S. concluded (Japan ends seclusion policy).
Tokugawa Yoshinobu, last shogun of the Tokugawa Shogunate, resigns and returns governing power to theEmperor.
New Meiji government established. Meiji era begins.
Edo renamed Tokyo and becomes a prefecture.
First railway line opens between Shimbashi (Tokyo) and Yokohama.
First Industrial Exhibition held at Ueno Park.
First Tokyo-fu (prefecture) Conference held.
First zoo opens in Ueno.
Cabinet system established. Ito Hirobumi appointed as first Prime Minister.
Municipal organization system introduced.
Constitution of the Empire of Japan promulgated. Tokyo City and 15 wards established.
Jurisdiction of three Tama Areas transferred from Kanagawa Prefecture to Tokyo-fu.
Tokyo-fu Government Building completed in Marunouchi.
Sino-Japanese War begins (ends 1895).
Russo-Japanese War begins (ends 1905).
World War I begins (ends 1918).
Red brick and tile Tokyo Station completed.
Japan becomes one of the original members of the League of Nations.
First census conducted. Population of Tokyo-fu rapidly increases and becomes 3,699,428.
Great Kanto Earthquake claims the lives of around 140,000 people and destroys about 300,000 houses.
Universal male suffrage enacted.
Radio broadcasting services launched.
First subway line opens between Asakusa and Ueno.
Tokyo Airport opens in Haneda.
Tokyo’s resident population reaches 6.36 million (almost the same as New York City and London).
Port of Tokyo opens.
Pacific War begins.
Metropolitan administration system established.
March 10: Tokyo hit by heaviest air raid since beginning of war.
Pacific War ends.
Tokyo’s population drops to 3.49 million (half of 1940 levels).
Constitution of Japan promulgated.
New local self-government system introduced. Yasui Seiichiro elected first Governor of Tokyo by popular vote.
Tokyo launches 23 special-ward administration system.
Treaty of Peace with Japan and Japan-U.S. Security Treaty concluded.
Television broadcasting services launched.
Japan joins United Nations.
Azuma Ryotaro elected Governor of Tokyo.
Tokyo’s population reaches 10 million.
Start of high economic growth period.
The Olympic Games and Paralympic Games held in Tokyo.
Minobe Ryokichi elected Governor.

History of Tokyo

1968
1969
1973
1975
1979
1982
1991
1993
1995
1997
1999
2000
2001
2003
2005
2006
2007
2008
2010
2011
2012
2013
2014
2015
2016
2018
2019
2020
2021
2022
2023

Ogasawara Islands returned to Japan.
Tokyo Centennial Anniversary Festival held.
Tokyo Metropolitan Pollution Control Ordinance enacted.
Oil crisis occurs.
First public election of ward mayors conducted.
Fifth G7 Economic Summit Meeting held in Tokyo.
Suzuki Shunichi elected Governor.
Long-Term Plan for the Tokyo Metropolis announced.
Tokyo Metropolitan Government Buildings move to Shinjuku from Marunouchi.
Rainbow Bridge opens.
Aoshima Yukio elected Governor.
Long-Term Strategies for a Resident-Friendly Tokyo announced.
Ishihara Shintaro elected Governor.
Fiscal Reconstruction Promotion Plan announced.
Say No to Diesel Vehicles! campaign launched.
Responsibility of refuse collection and disposal transferred to wards.
Miyake Island erupts and all residents evacuated.
Asian Network of Major Cities (ANMC21) holds 1st Plenary Meeting.
Diesel Vehicle Emissions Regulations introduced in Greater Tokyo Area.
New Tokyo Metropolitan University begins operations.
Tokyo's Big Change: The 10-Year Plan formulated.
Inaugural Tokyo Marathon held.
Tokyo announces Japan’s first financial statements based on a new public accounting system.
C40 Tokyo Conference on Climate Change held.
Haneda Airport puts new runway and international terminal into service.
Great East Japan Earthquake occurs.
Ogasawara Islands inscribed on UNESCO’s World Heritage List.
Tokyo Vision 2020 formulated.
Tokyo Gate Bridge opens.
Tokyo Skytree opens.
Inose Naoki elected Governor.
Tokyo selected to host the 2020 Olympic and Paralympic Games.
Typhoon causes huge damages on Oshima Island.
Masuzoe Yoichi elected Governor.
The Long-Term Vision for Tokyo released.
Tokyo Metropolitan Expressway Central Circular Route fully opens to traffic.
Koike Yuriko elected Governor.
New Tokyo. New Tomorrow. The Action Plan for 2020 released.
Toyosu Market opens.
Tokyo 150 Years Festival held.
Typhoon Hagibis hits Tokyo.
Rugby World Cup 2019 held in Japan.
The strategic vision for Tokyo’s future unveiled.
Decision made to postpone the Olympic and Paralympic Games Tokyo 2020.
Emergency measures implemented in Tokyo to prevent the spread of COVID-19.
Future Tokyo: Tokyo’s Long-Term Strategy unveiled.
The Olympic and Paralympic Games Tokyo 2020 held.
Tokyo Resilience Project launched.
Tokyo marks the centennial of the Great Kanto Earthquake.
＊All names in this publication follow the Japanese order of family name first.

5

TOKYO’S HISTORY, GEOGRAPHY, AND POPULATION

Geography of Tokyo
Tokyo Metropolis is located in the southern Kanto
region, positioned in approximately the center of
the Japanese archipelago. It is bordered to the eastby the Edogawa River and Chiba Prefecture, tothe west by mountains and Yamanashi Prefecture,to the south by the Tama River and Kanagawa
Prefecture, and to the north by Saitama Prefecture.
The Tokyo Megalopolis Region, or Greater Tokyo
Area, is made up of Tokyo and the three neighboring
prefectures of Saitama, Chiba, and Kanagawa.
This area is home to around 30% of Japan’s total
population. The National Capital Region is madeup of Tokyo and the seven surrounding prefecturesof Saitama, Chiba, Kanagawa, Ibaraki, Tochigi,
Gunma, and Yamanashi.
Tokyo Metropolis is a metropolitan prefecture
comprising administrative entities of special wards
and municipalities. The “central” area is divided into
23 special wards (ku in Japanese), and the Tama

Map of Japan

area is made up of 26 cities (shi), 3 towns (machi),and 1 village (mura). The 23 special-ward area andthe Tama area together form a long, narrow stretchof land, running about 90 kilometers east to west
and 25 kilometers north to south. The Izu Islands
and the Ogasawara Islands, two island groups in
the Pacific Ocean, are also administratively part ofTokyo, despite being geographically separated fromthe metropolis. The islands have between them
two towns and seven villages. In addition, islands
comprising the most southern and most easternlands of Japan also fall under the administrative
district of Ogasawara-mura; these are, respectively,
the Okinotorishima Islands, which have an exclusive
economic zone of about 400,000 square kilometers,and Minamitorishima Island.
The overall population of Tokyo is about 14.1
million (as of August 1, 2023), and the area is about
2,194 square kilometers. The climate is generally
mild.

Tokyo Metropolis and Surrounding Prefectures
NN

Tochigi Pref.
Gunma Pref.
Sea of Japan
Ibaraki Pref.
Saitama Pref.
Tokyo
Osaka

Yamanashi
Pref.

NagoyaIzu Islands

Pacific Ocean

Kanagawa
Pref.

Tokyo
Bay
Pacific Ocean

Greater Tokyo Area
Ogasawara Islands

6

Chiba Pref.

TOKYO

National Capital Region

Geography of Tokyo

The 23 Special-ward Area

The Islands

The total area covers about 628 square kilometers.

The islands have a total area of about 406 square

The population has been showing an upward trend,

kilometers. The island population is continuing towith 9.78 million residents—a population density offall and currently stands at 23,000 (as of August 1,

about 15,583 persons per square kilometer—as of2023), with a population density of 58 persons per

August 1, 2023.

square kilometer.

The 23 special-ward area is the political, economic,

This region has a rich natural environmentand cultural hub of Japan. Government offices,abundant with marine resources, and the islands

corporations,arealso play an important role for our country inconcentrated in the heart of Tokyo, and theandcommercial

facilities

securing a vast exclusive economic zone. They havetransportation network is well developed. The bay

a diverse and remarkable natural environment, as

area is a transportation and logistics hub, withwell as a unique historical and cultural background,regional transportation infrastructure that includes

and are precious assets providing valuable “healing”

a major international airport and port. Cultural

spaces for visitors. On the other hand, the islands

facilities such as museums and art galleries, as

face challenges such as the need to develop thewell as sightseeing and entertainment facilities, aremarine and air transportation network and healthlocated in the 23 special-ward area, making it ancare delivery system to improve living conditions;area bustling with large numbers of visitors.

a declining and aging population; and sluggish
agriculture, fisheries, and tourism industries.

The Tama Area
The Tama area covers about 1,160 square kilometers. Its population is 4.30 million—a population
density of about 3,704 persons per square kilometer—as of August 1, 2023.
This area has a beautiful natural environment
including lakes, rivers, and green areas, and a goodliving environment. Moreover, strong industrial
capability and rich human resources made available
through the concentration of universities, hightech industries and research institutes, powerfully
support Tokyo’s dynamism.
The Tama area is also a region with much potential,
holding an important position within not only Tokyo
Metropolis, but the entire Greater Tokyo Area as
well.

7

TOKYO’S HISTORY, GEOGRAPHY, AND POPULATION

Administrative Areas of Tokyo
23 wards (ku), 26 cities (shi), 5 towns (machi) and 8 villages (mura)
0

N

10km

Tama area 23 special-ward area
Okutama-machi

Kiyose-shi
Higashikurume-shi

Ome-shi

Higashiyamato-shi
MizuhoAdachi-ku
Itabashi-ku
machi
HamuraKita-ku
HigashiMusashishi
Katsushika-ku
murayama-shi
Nerima-ku
murayama-shi
FussaArakawa-ku
NishitokyoToshima-ku
shi
Kodaira-shi
shi
Tachikawa-shi
Taito-ku
Nakano-ku
Bunkyo-ku
Kokubunji-shi
Sumida-ku
Musashino-shi
Akishima-shi
Shinjuku-ku
Koganei-shi
Edogawa-ku
Suginami-ku
Chiyoda-ku
Mitaka-shi
Kunitachi-shi

Hinode-machi

Akiruno-shi

Hinohara-muraHachioji-shi

Hino-shi

Chofu-shiTama-shi

36˚

Setagaya-ku
Meguroku

Inagi-shi

Koto-ku

Minatoku

Shinagawaku

Komae-shiIslands

ChuokuShibuya-ku

Fuchu-shi

Machida-shi
Ota-kuOshimaNiijimaMiyakejima

34˚

Mikurajima

Hachijojima

IZU ISLANDS
Aogashima

Enlarged view

32˚

Oshima-machi
Torishima

30˚Toshima-mura

OGASAWARA ISLANDS(Ogasawara-mura)

28˚

Niijima-mura
Shikinejima

Mukojima

Nakoudojima
Yomejima

Nishinoshima

NiijimaKozushima-mura

Chichijima

Otoutojima

Hahajima

Miyake-muraAnijima26˚Chichijima
Kita-ioto

Ogasawara-mura

Ioto
Minami-ioto

24˚
136˚

139˚

140˚

142˚

154˚

155˚
Hahajima

Okinotori
shima

8

Mikurajima-mura

Minamitorishima

Hachijo-machi

Aogashima-muraHachijojima
Hachijokojima20˚Population of Tokyo

Population of Tokyo

Population Change
The population migration between Tokyo and

Population Summary

other prefectures in 2022 showed 439,000 persons
moving into Tokyo while 403,000 persons moved

As of October 1, 2022, the population of Tokyoout, for a net social increase of 36,000 persons.

is estimated to be 14.041 million, or about 11.2%

With the exception of 1984 and 1985, there wasof Japan’s total population, and it has the largest

a prevailing trend of out-migration exceeding

population among all the 47 prefectures.
At 2,194 square kilometers, the area of Tokyo is

in-migration since 1967, until a net social increase

0.6% of the total area of Japan. With a population

was seen for the first time in 12 years in 1997. 2022

density of 6,399 persons per square kilometer,again showed a net increase.
Looking at the migration between Tokyo and theTokyo is the most densely populated prefecture inthree adjacent prefectures (Saitama, Chiba, andJapan.

Kanagawa prefectures), 200,000 people came into

The ward area is home to 9.72 million persons, theTokyo while 224,000 moved out.

Tama area, 4.297 million, and the Islands, 24,000.
Tokyo has 7.333 million households, with an

Looking at the natural population change,

average 1.91 persons per household. The number

following the peak net natural increase of 182,000

of foreign residents according to the basic resident

in 1968, Tokyo experienced a slowing of population

register is 570,000 as of October 1, 2022.

growth and marked its first natural decline in 2012.
During 2022, there was a net natural decrease of
46,000, with about 94,000 births and 140,000
deaths.

Trends in Population of Tokyo（million）
15

14.05

14
13
12

10.87

11
9

8.04

8

2009
Exceeded 13 million people

1955
Exceeded 8 million people

5.41
4.49

5

14.04

6.28

6.37

6

13.52

2019
Exceeded 14 million people

1962
Exceeded 10 million people

7.35

7

12.58

2000
Exceeded 12 million people

9.68

10

4

11.41

12.06
11.67 11.62 11.83 11.86 11.77

13.16

3.70

3

3.49

2
1
0

1920

1925

1930

1935

1940

1945

1950

1955

1960

1965

1970

1975

1980

1985

1990

1995

2000

2005

2010

2015

2020 2022

Source: Statistics Division, Bureau of General Affairs, TMG；“Tokyo Statistical Yearbook,” （“ Estimated) Population of Tokyo Metropolis”

9TOKYO’S HISTORY, GEOGRAPHY, AND POPULATION

Demographic Composition by Age

Demographic Composition by Occupation
According to the Population Census of 2020,

According to the Population Census, as of Octoberwhen employed persons were viewed by the four

1, 2020, the population of Tokyo was 14.0476 million

employment groups, 28,000 persons (0.4%) were

(Statistics Bureau, Ministry of Internal Affairs andemployed in agriculture, forestry, and fisheries;

Communications). This number was divided into

1.397 million (17.5%) in manufacturing andthree age categories: child population (ages 0 - 14)transportation-related occupations; 2.156 million

at 1.568 million; the working-age population (ages(27.0%) in sales and services; and 4.39 million

15 - 64) at 9.284 million; and the aged population(55.1%) in clerical, technical, and management(ages 65 and over) at 3.195 million. These figuresoccupations.

are 11.2%, 66.1% and 22.7%, respectively, of theoverall population.

Daytime Population and De Jure Population

The percentage of aged persons exceeded the

The Population Census in 2020 lists the daytime

United Nations standard of 14% for an “agedpopulation of Tokyo as 16.752 million people, whichsociety” in 1998, and Tokyo is now a “super-aged

is 2.704 million more than the de jure populationsociety,” with senior citizens making up 21% orof 14.048 million. This difference is caused mainly

more of the population.

by the daytime influx of commuting workers andstudents from the three neighboring prefecturesof Saitama, Chiba, and Kanagawa. The daytime/

Labor Force Populationnighttime population, which is daytime population

As of October 1, 2020, the population aged 15

per 100 de jure population, is 119.2, with theyears and older was 12.052 million persons, of

daytime population about 1.19 times more than thewhom 7.97 million were employed and 307,000

de jure population.

fully unemployed within a total labor force
population of 8.277 million persons.

The daytime population, broken down by area,is 12.87 million in the ward area, 3.856 million in
the Tama area, and 25,000 persons in the islands.

Demographic Composition by Industry

The ratios of daytime per 100 de jure population

According to the Population Census of 2020,

for these three areas are 132.2, 89.9, and 102.5,

when employed persons were viewed by the threerespectively, with the ward figure noticeably

industrial groups, 28,000 persons (0.4%) werehigher. The three central wards—Chiyoda, Chuo

employed in the primary industry of agriculture,

and Minato— are especially high at 629.2 (a de jureforestry, and fisheries; 1.199 million (15.0%) in

population of 496,000 and a daytime population

the secondary industry of mining, construction,of 3.123 million), making their daytime populationand manufacturing; and 6.743 million (84.6%) in

more than six times higher than the de jure

the tertiary industry of commerce, transportation,

population.

communication, and services.

Changes in the metropolis since 1965 show thatwhile the de jure population increased by 3.178
million (29.2%) during the period up to 2020, thedaytime population had a much greater increase of
5 million (42.5%).

10

Population of Tokyo

Changes in Population Composition by Three Age Groups
Aged population (65 and over)Working-age population (15-64)

Child population (0-14)

100%
10.5

13.0

15.8

18.3

20.4

73.9

72.0

69.1

14.6

12.7

11.8

1990

1995

2000

22.7

22.7

28.6

68.2

65.9

66.1

59.5

11.3

11.4

11.5

11.2

11.9

2005

2010

2015

2020

80%

60%
74.1
40%

20%

0%

Tokyo Metropolis

2020
National

Note 1: As the denominator (total population) from 1990 to 2005 used to calculate the percentages includes persons of unknown age, totals do not reach 100%.
Note 2: Figures for 2020 are from imputed values.
Source: Statistics Bureau, Ministry of Internal Affairs and Communications; “Population Census”

Changes in Tokyo’s Daytime and De Jure Populations(millions)Daytime Population

18

16.75

16
13.36

14
12

14.00

14.57

14.98
15.58

11.75

13.16
11.67

10

De Jure Population

11.82

11.73

1985

1995

15.92

13.52

14.05

12.42

10.87

8
6
4
2
0

1965

1975

2005

2010

2015

2020

Note 1: Both daytime and nighttime populations exclude persons whose ages are unknown.
Note 2: Figures for 2020 are from imputed values.
Source: Statistics Division, Bureau of General Affairs, TMG; “Daytime Population in Tokyo”

11TOKYO’S HISTORY, GEOGRAPHY, AND POPULATION

Trends in Breakdown of Employed Persons by Three Industry Sectors
Primary Industry

Secondary Industry

Tertiary Industry

Unclassified

National
2020 3.2

23.4

73.4

Tokyo
Metropolis
2020

0.4

15.0

2015

0.4

15.3

72.1

12.2

2010

0.4

15.2

70.8

13.7

2005

0.4

1995

0.5

1985

0.6

1975

0.8

84.6

18.7

77.4

25.6

3.5
72.1

29.7

69.0
34.3

0%

1.8
0.6
64.4

20%

40%

60%

0.5
80%

100%

Figures for 2020 are from imputed values.
Source: Statistics Bureau, Ministry of Internal Affairs and Communications; “Population Census”

Population Commuting into Tokyo Metropolis
by Prefecture (2020)

Proportion of Workers in Tokyo Metropolis by Placeof Residence (2020)
Others
4.6%
Chiba Pref.
8.0%

Tochigi Pref.
11,393
Gunma Pref.
8,660

Saitama Pref.
10.2%
Ibaraki Pref.
50,840Saitama Pref.
816,128

Yamanashi
Pref.
6,998

Tokyo

Kanagawa Pref.
11.7%

Tokyo
65.5%

Chiba Pref.
642,334

Kanagawa Pref.
936,272

Source: Statistics Division, Bureau of General Affairs, TMG; “Tokyo’s Daytime
Population”

The figures indicate the number of workers who live in neighboring prefecturesand commute into Tokyo.
Source: Statistics Division, Bureau of General Affairs, TMG; “Tokyo’s Daytime
Population”

12THE STRUCTURE OF THE TOKYOMETROPOLITAN GOVERNMENT(TMG)

Japan’s Local Government System ................................... 14
TMG and the 23 Special Wards ......................................... 14
TMG and the Municipalities ............................................. 15
Organizational Structure of TMG ..................................... 16

THE STRUCTURE OF THE TOKYO METROPOLITAN GOVERNMENT (TMG)

THE STRUCTURE OF
THE TOKYO METROPOLITAN GOVERNMENT (TMG)
Japan’s Local Government System

TMG and the 23 Special Wards

The local government system in Japan consists

Tokyo is a regional government encompassingof two tiers: prefectures and the municipalities

23 special wards, 26 cities, 5 towns and 8 villages.

that make up the prefectures. Prefectures andHowever, reflecting the dense population, urban

municipalities are both local public entities ofcontiguity, and other realities of the 23 special-equal status and cooperate in local administration

ward area, a unique administrative system exists

according to their share of duties.

between the metropolitan government and thePrefectures are regional authorities comprisingmunicipalities, and are in charge of broader regional
administration. Japan is made up of 47 prefectures
and Tokyo is one of these regional authorities.

wards, which differs from the typical relationshipbetween prefectures and municipalities.
This system balances the need to maintainunified administration and control across theMunicipalities are local public entities that havewhole of the ward area and the need to have thea strong and direct relationship with local residents

local ward governments, which are nearer to theand handle affairs directly related to the residents.

residents, handle everyday affairs. Specifically, in

As of January 1, 2023, there are 792 cities (including

the 23 wards, the metropolitan government takes

Designated Cities), 743 towns, and 189 villages inon some of the administrative responsibilities of aJapan. There are no essential differences between“city,” such as water supply and sewerage services,

cities, towns, and villages in their responsibilities.

and firefighting in order to ensure the provision of

To be recognized as a city, a municipality must

uniform, efficient services, while the wards have thehave a population of 50,000 or more, and must

autonomy to independently handle affairs close tomeet various other requirements as well. Towns

the lives of the residents such as welfare, education,must also meet certain conditions prescribed byand housing.

prefectural ordinances.

The special-ward system underwent a number

In addition to ordinary local public entities suchof reforms to become what it is today. The

as prefectures and municipalities, there are special

wards were formerly positioned as special local

local public entities that have been established for

public entities within Tokyo Metropolis, but

specific objectives relating to local government.

with the aim to enhance their independence andThese include special wards, cooperatives, andautonomy, the system was reformed to reposition

public property districts. Tokyo’s 23 special wards

the wards as basic local public entities from theare, in principle, subject to the same regulations

year 2000. In addition, the Metropolitan-Ward

that apply to cities. The special-ward system,

Council was established as a consultative body

however, has been designed to meet the distinctive

for communication and coordination between theneeds of a large metropolis.

metropolitan government and the wards. Throughthe meetings of this council, the metropolitan
government and the wards continuously holddiscussions on matters such as the ideal form of
relations between the two entities.

14

TMG and the Municipalities

TMG Financial Adjustment System for theSpecial Wards

TMG and the Municipalities
In addition to the 23 special wards mentioned

metropolitan

above, the Tokyo Metropolis also contains 39

government makes financial adjustments both

municipalities—26 cities (shi), 5 towns (machi)

between itself and the wards and among the wards

and 8 villages (mura)—that are ordinary local

themselves. In the ward area, the metropolitan

public entities. The administrative and financial

government and wards share responsibilities for

systems for the metropolitan government andmanaging affairs and administration, and thus

its municipalities are the same as those for otheralso share the tax revenue sources required for the

prefectures. The government and its individual

costs incurred. A fixed proportion of the revenues

municipalities work on equal footing in performingof corporate inhabitant tax, fixed assets tax, andtheir respective functions: the former handlingspecial land possession tax, which are municipal

the broader administrative work and the lattertaxes collected by the metropolitan government,

providing services closer to the everyday lives

plus business tax (corporate) subject to allocationof local residents. This integrated process isand special grant to compensate for diminisheddistinguished by the following elements.

Throughthissystem,therevenues in fixed assets tax is allocated to the ward
governments. The financial adjustment amongthe 23 special wards is also designed to redress
imbalances in an individual ward’s fiscal revenues

Management of Services
Firefighting Services, Waterworks

due to uneven distribution of financial resources.

Firefighting services and waterworks are affairs

When a ward’s basic fiscal need exceeds its basic

that are generally designated under law as municipal

fiscal revenues, the difference is made up in the form

services. In the Tokyo Metropolis, however, fromof allocations from the metropolitan government.

the view that these services can be handled more
efficiently on a broader scale and such an approach
would also serve to lessen the financial burden,
the metropolitan government provides all of these
services except in certain municipalities.
Joint Operations
As with the aforementioned operations, for services
that can be handled with greater effectivenessand efficiency on a regional basis, the related
municipalities establish cooperatives and regional
associations serving as special local public entities,
based on the stipulations of the Local Autonomy Act.
The number of such cooperatives in themunicipalities is 29 and they manage a broad range
of affairs, which include the establishment andmanagement of waste disposal sites and incineration
plants, the operation of public hospitals, and profitmaking projects.
There is currently one regional association made15

THE STRUCTURE OF THE TOKYO METROPOLITAN GOVERNMENT (TMG)

up of all the metropolitan municipalities andwards, which handles the administrative affairs ofOrganizational Structure of TMG

the medical care system for the elderly.

Tokyo Metropolitan Assembly

TMG Assistance Programs

Composition
efficient

The Tokyo Metropolitan Assembly is made up ofadministrative and fiscal management throughEachmunicipality

isseeking

127 members directly elected by Tokyo citizens toefforts such as constant review of service operations

serve a term of four years.

in order to meet diversifying demands, which
include measures for declining birthrates and a

The President of the Assembly is elected fromof a safe and secure community. The future state

among its members. The President represents theof administrative and fiscal operations of each

Assembly, presides over its sessions, and supervises

municipality cannot be foreseen, however, due toits affairs. He or she also expresses the Assembly’s

increases in mandatory spending, including child

opinions externally. As a support organization for

welfare programs and public assistance. There is

the Assembly, a Secretariat is provided and theeven the possibility that some municipalities will

President is empowered to appoint and dismiss its

face further difficulties.

staff members.

The

metropolitan

government

promotes

measures aimed at tackling the challenges faced byCommittees

the Tama area and the outlying islands, and also

Becausethestructure

and

roles

of

the

furnishes assistance tailored to the administrative

metropolitan administration are vast, varied, andrequirements of each individual municipality.

complex, in order to ensure thorough discussion

The metropolitan government takes an active
stanceinpromotingregional

administrationand efficient proceedings, the Assembly establishescommittees for specialized study and discussion.

through various supportive measures such as

Thefinancial assistance in the form of TMG-disbursed

committees and special committees set up by thefunding and loans, and technical advice to upgrade

Assembly to consider specific subjects.

regional sewerage systems.

16

The President

growing elderly population, and the development

committees

aredividedinto

standingOrganizational Structure of TMG

Authority of the Assembly
The Tokyo Metropolitan Assembly is the formal
decision-making organ of Tokyo Metropolis. It
has the authority to, among other things, enact,

Personnel
Recruitment
The

Personnel

Commission

usuallyholds

amend, and repeal metropolitan ordinances,examinations for the recruitment of new staff,

approve the budget and certify its settlement, andand candidates who pass the examinations areelect members of the Election Administration

employed by the Governor and other officials who

Commission and other such bodies. In addition,

have appointive powers. In some occupations likethe consent of the Assembly must be sought for

nursing, specially authorized officials directly

important appointments, nominations, and otherconduct exams and employ personnel.

designations made by the Governor such as those

Recruitment examinations are conducted afterof a Vice Governor or administrative commission

being publicly announced to ensure wide publicmember. Representing the people of Tokyo, theawareness, and they include written examinations

Assembly also has the powers to investigate andand interviews. These examinations are split into

inspect all aspects of the metropolitan government.

different levels according to the difficulty of thequestions. The examinations are completely open

Executive Organs
The Governor

to everyone on an equal basis regardless of gender,
academic background, or social position.
Nationality requirements on 44 out of 73 positions

The Governor is directly elected by the citizens,

have been removed, opening up employment

and represents the Metropolis of Tokyo. With

opportunities to foreign nationals. To acceleratea four-year term of office, he or she has overall

the employment of disabled persons, examinations

control of metropolitan affairs, and the authority

are held in braille or using enlarged print, andand responsibility for managing the metropolitan

recruitment targeting individuals with disabilities

administration.

is held.

Auxiliary Administrative Agencies

Appointment

To assist the Governor in dealing with the affairs

The Tokyo Metropolitan Government’s personnel

within his or her authority, Vice Governors andappointment system is based on ability andother staff members are provided. A total of 165,431

job performance. Through a fair and impartial

positions have been approved as of August 1, 2023,

selection process, promotion to deputy director andfor staff members of these auxiliary administrative

managerial positions is based on personal efforts

agencies. (Breakdown: Governor’s bureaus, 18,827;

and merit, rather than academic background or theadministrative commissions and the Assembly,

category an individual was originally hired under.

1,073; public enterprises, 12,856; police/firefighting,According to individual career aspirations,65,185; school teachers and administrative staff,“generalization” or “specialization” can be chosen,

67,490.)17

THE STRUCTURE OF THE TOKYO METROPOLITAN GOVERNMENT (TMG)

resulting in a variety of paths for promotion.
Young senior staff members are eligible to takethe “Managerial Position Selection A” test, and if
selected, they are trained to assume managerial
positions requiring a metropolitan administrationwide perspective. Team leaders and deputy directors
are eligible to take the “Managerial Position
Selection B” test, which selects personnel based on
their experience and achievements for managerial
positions centering on their area of specialty. Thereis also a selection process for specialists to take on
managerial positions in specific areas.
Human Resource Development
In

order

to

sophisticatedrespondandtocomplextheincreasingly

needs

of

Tokyo

residents for administrative services, as well as todevelop human resources possessing a high levelof knowledge, ability, and experience who cancope with the various challenges Tokyo faces, themetropolitan government has drawn up a set ofbasic guidelines aimed at developing metropolitan
government personnel. Under these guidelines,
efforts are taken to manage personnel with a focus
on human resource development; this includes
training, performance evaluation, and deploymentof personnel resources.
The basic approach taken with respect tosolid employee training is to shape individual
staff capabilities to match organization needs,
and to respond to employee motivation for skill
improvement, developing individual capabilities tothe fullest. From this perspective, the metropolitan
government is implementing a practical andcomprehensive

humanresource

development

program that effectively combines (1) on-the-job
training through daily duties in the workplace, (2)off-the-job training undertaken away from daily
duties, and (3) personal development through selfeducation.

18

Organizational Structure of TMG

Organization of the TMG (as of April 1, 2024)
Tokyo Metropolitan Assembly
GovernorVice Governors

Secretariat to the Assembly
Governor’s Bureaus

Office of the Governor for Policy Planning
Liaison Office for Child-Oriented Policies
Office for Startup and Global Financial City Strategy
Bureau of General Affairs
Bureau of Finance
Bureau of Digital Services
Bureau of Taxation
Bureau of Citizens, Culture and Sports
Bureau of Urban Development
Office for Housing Policy
Bureau of Environment
Bureau of Social Welfare
Bureau of Public HealthBureau of Industrial and Labor Affairs
Central Wholesale Market
Bureau of Construction
Bureau of Port and Harbor
Bureau of Accounting
Tokyo Fire Department

Public Enterprise Bureaus

Bureau of Transportation
Bureau of Waterworks
Bureau of Sewerage

Administrative Commissions

Board of Education

Office of Education

Election Administration Commission

Secretariat

Personnel Commission

Secretariat

Audit and Inspection Commissioners

Secretariat

Labor Relations Commission

Secretariat

Expropriation Commission

Secretariat

Public Safety Commission

Metropolitan Police Department

19THE STRUCTURE OF THE TOKYO METROPOLITAN GOVERNMENT (TMG)

Operations<Governor’s Bureaus>

Bureau/Divisons
Office of the Governor for Policy Planning
General Affairs Division
Policy Division
Strategic Public Relations Division
Planning and Coordination DivisionInternational Affairs Division

Liaison Office for Child-Oriented Policies
Comprehensive Promotion Division
Planning and Coordination Division

Office for Startup and Global Financial City Strategy
Strategy Promotion Division
Innovation Promotion Division20

Principal operations
・Assists the top management operations of the governor by serving
as a bridge between the governor and the bureaus holding
jurisdiction over matters on the ground in order to realize strategic
and speedy operations that can properly respond to the constantly
changing and diversifying administrative challenges facing Tokyo.
・In order to make Tokyo a sustainable city that achieves a balance
between maturity and ongoing growth, based on strategies suchas Future Tokyo: Tokyo’s Long-Term Strategy, which serves as the
new compass guiding the metropolitan government, the officesupports the bureaus in actively implementing advanced measuresthat will improve the lives of Tokyo residents by working toorganically coordinate projects implemented by each bureau from agovernment-wide perspective. These include:-Basic planning and overall coordination of Tokyo’s administrativeand fiscal affairs-Planning of key policies-Liaison with the press-Promotion of city diplomacy-Promotion of strategic public relations
・Responsible for-Design of plans concerning children based on studies of bestpractices within and outside Japan-Response to comprehensive issues concerning children by building
systems for cooperation with the relevant bureaus.
-Implementation of pioneering projects in collaboration with adiversity of actors by taking a broad perspective that breaks awayfrom the status quo of welfare and education.
・Comprehensively and strategically develops policies to bolster
Tokyo’s global competitiveness through drawing out the full powerof startups and finance, which will create a positive cycle of solvingsocial challenges and economic growth.
・Promotes initiatives in unison with all stakeholders including
the national government, Japan’s municipalities centering on
those in Tokyo, economic organizations, individual companies,
and universities, to fulfill the TMG mission of contributing to theeconomic and social growth of not only Tokyo, but that of Japan asa whole.
Projects include those related to:-Promoting start-up strategies-Realizing Global Financial City: Tokyo-Promoting the development of the business environment by using
the special zone system-Promoting strategic overseas promotional activities

Organizational Structure of TMG

Bureau/DivisonsBureau of General Affairs
General Affairs Division
Disaster Recovery Support Division
Personnel Division
Compliance Division
Local Administration Division
Disaster Prevention Division
Statistics Division
Human Rights Division

Bureau of FinanceAccounting Division
Budget Division
Property Administration Division
Public Building Construction and Maintenance Division

Bureau of Digital Services
General Affairs Division
Digital Strategy Division
Digital Services Promotion Division
Digital Infrastructure Division

Bureau of Taxation
General Affairs DivisionTax System Division
Taxation Division
Property Tax Division
Tax Collection DivisionPrincipal operations
・Coordinates and promotes projects and policies that straddle
various bureaus to ensure the smooth implementation of work of
the TMG as a whole:-Internal management work such as controlling organizations andbudgeted number of staff and their appointment and dismissal,
labor management, and staff welfare-Implementation of matters requiring a unified approach such as
law interpretation, ordinance proposals, and litigations-Disaster reduction and crisis management-Human rights policies-Support to regions affected by the Great East Japan Earthquake of2011 as well as to their displaced citizens residing in Tokyo・Others:-Provision of advice and coordination with municipalities foradministrative and fiscal management-Compilation of statistics-Support for management of the Tokyo Metropolitan Public
University Corporation-Promotion of information disclosure
・Responsible for the budget and other fiscal affairs and undertakes
work on:-Formation of the budget-Formulation of mid- and long-term fiscal plans-Overall management of contracts-Operation and management of TMG-owned vehicles-Overall coordination and use of TMG properties-Design and construction of TMG-owned structures-Provision of technical support to the other bureaus formaintenance work
-Management, operation, maintenance and other work concerning
the TMG building and related facilities
・For the comprehensive advancement of government services thatutilize the power of digital technologies, the bureau is working with
Govtech Tokyo to implement initiatives including:-Providing support to the TMG bureaus and municipalities
engaging in digital transformation-Securing and cultivating digital talent-Promoting digitalization of administrative procedures-Implementing measures to realize Smart Tokyo-Building the digital infrastructure and implementing security
measures・Responsible for:-Imposition and collection of a total of 16 categories ofmetropolitan taxes that are the foundation of Tokyo’s finances,including business tax, motor vehicle tax, gas oil delivery tax, realestate acquisition tax, and fixed assets tax (for the 23 special
wards only)-Planning and coordination of tax systems for each category-Response to tax inquiries by Tokyo residents
・Facilities include:-Tokyo Metropolitan Taxation offices and branch offices locatedthroughout the wards and Tama area
-Tokyo Metropolitan Tax Operations Center-Automobile taxation offices

21THE STRUCTURE OF THE TOKYO METROPOLITAN GOVERNMENT (TMG)

Bureau/DivisonsBureau of Citizens, Culture and Sports
General Affairs Division
Citizens’ Affairs Division
Citizen Safety Promotion Division
Consumer Affairs Division
Private Schools Division
Culture Promotion Division
Comprehensive Sports Promotion DivisionInternational Sports Projects Division
Sports Venue Division

Bureau of Urban Development
General Affairs Division
Urban Development Policy Division
Urban Infrastructure Division
Urban Development Projects Division
Urban Building Division
Tama Area Urban Development Policy Division
US Military Facilities Relations Division

Office for Housing Policy
Housing Planning Division
Private Housing Division
Metropolitan Housing Management Division

Bureau of Environment
General Affairs Division
Climate Change Division
Environmental Improvement Division
Natural Environment Division
Sustainable Materials Management Division
Bureau of Social Welfare
General Affairs Division
Planning Division
Guidance and Inspection Division
Welfare Division
Senior Citizen Policy Promotion DivisionChildren and Child-Rearing Support Division
Disabled Persons Programs Division22

Principal operations
・Responsible for policies deeply related to the lives of the citizensof Tokyo, such as the following, and for the coordination andpromotion of these programs across the bureaus.
-Promotion of community activities and multicultural symbiosis-Promotion of gender equality and women’s active participation insociety-Citizen safety and public safety measures, traffic safety measures,and support to young people-Stability and improvement of consumer affairs-Private schools-Cultural and sports promotion
・Responsible for tasks broadly relating to the lives of Tokyo’s citizens
and business activities:-Formulation of overall urban development policies-Construction of roads, railways and other urban infrastructure-Improvement of built-up areas through land readjustment andurban redevelopment projects-Provision of guidance for housing land development andarchitectural structures-Measures for US military facilities
・Responsible for comprehensive housing policies including:-Promoting the building of good-quality housing stock and goodliving environment-Developing a housing market environment where residents canmake appropriate choices-Ensuring residential stability for Tokyo citizens experiencing
housing distress・Engages in initiatives to find solutions to environmental issues inorder to make Tokyo a green and resilient global city that paves theway to the future. These include:-Initiatives to realize a sustainable city that is carbon neutral,
conserves biodiversity, and has a good urban environment-Initiatives to swiftly and accurately respond to the energy crisis
・With the aim to realize a society that leaves no one behind, policies
are promoted to meet the diverse needs of citizens in all stages oflife, from childbirth and parenting to senior life, so that they can alllive in their communities with peace of mind.
Initiatives include:-Supporting children and households raising children-Supporting individuals with disabilities and senior citizens-Providing welfare and measures for the homeless-Promoting barrier-free design to make communities inclusive-Inspecting and providing guidance at social welfare facilities, etc.

Organizational Structure of TMG

Bureau/DivisonsBureau of Public HealthGeneral Affairs Division
Planning Division
Health Policy Division
Medical Policy Division
Metropolitan Hospital Support Division
Health and Safety Division
Infectious Disease Control Division

Bureau of Industrial and Labor Affairs
General Affairs Division
Commerce and Industry Division
Financial Affairs Division
Industry Energy Policy Division
Tourism Division
Agriculture, Forestry and Fishery Division
Employment Division

Central Wholesale Market
Management Division
Business DivisionPrincipal operations
The provision of high-quality medical services and realization of anenvironment where people can be healthy throughout their lives
are raised as the bureau’s goals. The full resources of Tokyo are also
deployed to promote measures protecting Tokyo’s residents fromdiversifying health crises. Initiatives promoted include:-Promoting healthier living-Measures for intractable diseases-Preparing healthcare delivery systems-Guiding and supervising medical institutions, etc.
-Support for the operation of Tokyo Metropolitan Hospital
Organization-Monitoring and guidance for food and pharmaceuticals-Environmental health measures-Infectious disease response・Implements projects to promote a wide range of industries, frommanufacturing, service, and tourism to agriculture, forestry, andfishing, and for stable employment. These include:-Provision of support to SMEs to, among others, improve andstrengthen management, raise technological strength, promote
entrepreneurship, vitalize shopping streets, and facilitate smootherfund procurement-The diffusion of zero emission vehicles and the promotion ofenergy conservation, renewable energy sources and hydrogen use
as industrial policy to realize Zero Emission Tokyo-Utilization of a logo and other tools, to attract overseas visitors toTokyo-Development of tourism resources and an environment to receive
foreign visitors-Development of the infrastructure and implementation ofprograms to raise successors for stable management of the
agriculture, forestry, marine, and livestock industries-Measures to secure food safety-Promotion of a forestry cycle-Registration and inspection/guidance for the money lending
businesses-Promotion of local employment-Securing of proper labor environments-Development and enhancement of working skills that matchdiverse needs
・To ensure that fresh food and items such as marine products,
produce, meat, and flowers are quickly delivered to the consumers,
as the establisher of 11 central wholesale markets in Tokyo, duties
include:-Guidance and supervision of trading based on the Wholesale
Market Act and ordinances-Maintenance and management of the market facilities
・Facilities include:-Toyosu Market, Ota Market, and the Meat Market

23

THE STRUCTURE OF THE TOKYO METROPOLITAN GOVERNMENT (TMG)

Bureau/DivisonsBureau of Construction
General Affairs Division
Land Purchase DivisionRoad and Street Administration DivisionRoad and Street Construction Division
Three Loop Roads Construction Promotion Division
Park Division
River Division

Bureau of Port and Harbor
General Affairs Division
Port Management Division
Waterfront Development Division
Port Planning and Construction Division
Island Harbors Division

Bureau of Accounting
Management Division
Police and Fire Department Cashier’s DivisionTokyo Fire Department
Planning and Coordination Division
Safety Promotion Division
Administration Division
Human Resources Division
Fire Suppression Division
Disaster Preparedness Division
Emergency Medical Service Division
Fire Prevention Division
Equipment Division
Fire Academy

24

Principal operations
・Promotes the construction of urban infrastructure that willcontribute to the creation of a sophisticated disaster-resilient city,with the aim to realize a comfortable, and highly convenient citythat can withstand disasters, by implementing:-Construction of the Three Ring Expressways of the National
Capital Region and arterial roads-Promotion of the burying of utility lines and construction ofdesignated routes for improvement-Upgrade of rivers to protect the city from floods-Development of parks and other spaces that not only provide
relaxing places for Tokyo’s residents, but serve as temporary refugeand bases for rescue efforts in the event of a disaster・Other responsibilities include:-Construction and management of facilities such as zoos and an
aquarium for the enjoyment of the citizens-Implementation of proper maintenance and management andsystematic renewals to ensure that the facilities are performing attheir best・Undertakes:-Development and promotion of the Port of Tokyo, which holds
a crucial role as a major logistics hub supporting the National
Capital Region
・Other duties include:-Development of landfills in the waterfront area and other areas-Construction of waste treatment centers-Work on marine park projects-Implementation of disaster reduction measures for the Port ofTokyo and the upgrading of harbors, fishing ports, airports andcoastline of the islands of Tokyo to protect the residents fromtsunami, storm surges, and other flooding・As the organization in charge of accounting, activities include:-Management and safeguarding of cash and securities-Confirmation of obligations-Preparation of annual financial statements-Planning, guidance, and inspection of accounting activities-Advancing a new public accounting system through double entry
accrual-based accounting-Managing government funds-Providing supplies to each bureau
・Established under the jurisdiction of the Governor of Tokyo for the
special wards to work together in fulfilling their firefighting duties
pursuant to the Fire Organization Act, the department:-Is entrusted with the firefighting services of the cities, towns,
villages of Tokyo, excluding Inagi City and the islands of Tokyo,
pursuant to the Local Autonomy Act-Is made up of headquarters, fire district headquarters, fire stations,fire station divisions, and fire station branches-Protects the lives and assets of the Tokyo residents from fire
through prevention, vigilance, and suppression of fires-Reduces damage due to earthquakes or other disasters-Transports those injured during a disaster to hospitals

Organizational Structure of TMG<Public Enterprise Bureaus>

Bureau/DivisonsBureau of Transportation
General Affairs Division
Personnel Division
Property Administration Division
Subway and Streetcar Service Division
Bus Service Division
Rolling Stock and Electricity Division
Construction and Maintenance Division
Bureau of Waterworks
General Affairs Division
Personnel Division
Assets Management and Contracting Division
Customer Service Division
Purification Division
Water Supply Division
Construction Division
Tama Waterworks Reform Promotion Center
Coordination Division
Facilities Division
Bureau of Sewerage
General Affairs Division
Personnel Division
Accounting and Contracting Division
Planning and Coordination Division
Facilities Management and Maintenance Division
Construction Division
Regional Sewerage Office
Management Division
Engineering DivisionPrincipal operations
・Operates the public transit systems of Toei Subway (Asakusa, Mita,
Shinjuku, and Oedo lines), Toei Bus, Tokyo Sakura Tram (Toden
Arakawa Line), Nippori-Toneri Liner, and the Ueno Park Monorail・Undertakes the hydropower generation business utilizing the waterflow of the Tama River＊
The Monorail is currently not in service.

・As of fiscal 2022, water is supplied to the 13.7 million residents
living in the ward area and the 26 municipalities of the Tama area,
an area totaling about 1,239 km2
・The total volume of TMG’s water sources is 6.8 million m3 per day,capacity of water purification facilities is 6.84 million m3 per day,and total length of distribution pipes is 27,466 km
・Industrial water used to be supplied to the eight wards along the
Arakawa River and a portion of Nerima Ward, but this industrial-use
water business was abolished as of March 31, 2023.

・Along with fulfilling the basic functions of the sewer system,
i.e. improving daily life through sewage treatment, flood control
through removal of rainwater, and quality maintenance of public
waters, in order to provide high quality sewerage services, theManagement Plan 2021 was formulated in March 2021. The
following initiatives are promoted:-Implementation of system reconstruction, flood control,
earthquake measures and other policies that help the residents ofTokyo feel safe and secure-Combined sewer system improvement, improvement of treatedwastewater quality, global warming measures, and other measuresthat contribute to the realization of a city with a good water
environment and low environmental impact-Stable provision of best services at minimum cost25THE STRUCTURE OF THE TOKYO METROPOLITAN GOVERNMENT (TMG)<Administrative Commissions>Bureau/DivisonsBoard of Education (Office of Education)
General Affairs Division
Metropolitan School Education Division
Community Education Support Division
Curriculum and Guidance Division
Global Talent Cultivation Division
Personnel Division
Benefits and Welfare Division

Secretariat to Election Administration Commission
General Affairs Section
Election Section

Secretariat to Personnel Commission
Personnel Management and Equity Division
Civil Service Examiner’s Division26

Principal operations
・Made up of the Director General and five members appointed by
the governor upon approval by the metropolitan assembly:-The Director General serves a three-year term and the members
serve a four-year term
-The Director General presides over all affairs of the Board of
Education and represents the Board
・Main affairs managed and administered by the Board of Education
include:-Establishment and management of educational institutions suchas public schools-Personnel affairs such as appointment and dismissal of staff andteachers-Admission, transfer, and withdrawal of students-Provision of necessary directions, advice, and assistance to themunicipal boards of education for the proper processing of affairs
related to education
・The Commission is made up of four members elected by the
metropolitan assembly to a four-year term. In order to ensure fairelections, it is independent of the governor
・This collegiate administrative commission is assisted by thesecretariat
・Main duties include:-Management of elections as stipulated under law-Management of Supreme Court judge retention referendums-Administrative work concerning election-related lawsuits-Boosting public interest in elections-Administrative work based on the Political Funds Control Act
・The Secretariat assists the Commission, a specialized administrative
institution for personnel affairs, which is independent of theappointing authority
・The Commission is made up of three members appointed by thegovernor for a four-year term upon approval by the metropolitan
assembly・Principal powers of the Commission are:-Provision of recommendations on measures to be taken
concerning salaries and other employment conditions-Establishment of a neutral and fair appointment system (e.g.
recruitment exams)-Review and rendering of judgment on requests concerning staff
employment conditions-Fair review including rulings or decisions on appeals made byemployees who were subject to adverse dispositions

Organizational Structure of TMG

Bureau/Divisons
Secretariat to Audit and Inspection Commissioners
General Affairs Section
First, Second and Third Inspection Sections
Technology Inspection Section

Secretariat to Labor Relations Commission
General Affairs Section
Trial and Adjustment Section

Secretariat to Expropriation Commission
General Affairs Section
Trial Section

Public Safety Commission (Metropolitan Police Department)
Administration Bureau
Personnel and Training Bureau
Traffic Bureau
Security Bureau
Community Police Affairs Bureau
Public Security Bureau
Criminal Investigation Bureau
Community Safety Bureau
Organized Crime Control Bureau
Metropolitan Police Academy
District Headquarters
Telecom Fraud Task Force
Cyber Security Control Task ForcePrincipal operations
・The Secretariat implements audits from perspectives including
compliance, economy, efficiency, and effectiveness・Five commissioners (two metropolitan assembly members andthree experts) are appointed by the governor upon approval by the
metropolitan assembly・They are commissioner entities established under the Local
Autonomy Act to ensure fair and efficient administrative and fiscal
operations by conducting audits and inspections on implementationof clerical work related to finances and management of businesses
・The Secretariat assists this collegial commission established under
the Labor Union Act
・The Commission is made up of 39 members, with 13 each frompublic services, workers, and employers
・The main purposes of the commission are:-Stabilizing and normalizing labor relations such as settling
disputes between labor unions and employers concerning labor
conditions and union activity rules-Helping workers subject to unfair labor practices
・The Secretariat assists this collegial organization, which is anadministrative commission with quasi-judicial functions establishedunder the stipulations of the Compulsory Purchase of Land Act
・The Commission promotes public interests and adjusts private
assets concerning the use or expropriation of land and otherproperties necessary for projects in the public interest
・The seven committee members, as well as reserve members, areselected among those with abundant experience and knowledge
on law, economy, or public administration, who can make fairjudgments on public welfare
・The members are appointed by the governor to a three-year term
upon approval by the metropolitan assembly・Commissions are established at the national and prefectural level asorganizations to manage the police under the Police Act in order tosecure their democratic operation and political neutrality
・The Commission in Tokyo is an independent collegial commission
placed under the jurisdiction of the Governor of Tokyo・Five members are appointed by the governor for a three-year
term (reappointment limited to two times)upon approval by the
metropolitan assembly・Main powers vested under the Police Act and other laws andordinances include:-Traffic control and the issuance, suspension and revocation ofdriver licenses under the Road Traffic Act-Issuance, suspension, and revocation of business permits based onlaws such as the Secondhand Articles Dealer Act and Pawnbroker
Business Act-Authorization and revocation of security services businesses-Restraining orders related to stalking statutes-Designation of organized crime groups and revocation ofdesignation

27

THE STRUCTURE OF THE TOKYO METROPOLITAN GOVERNMENT (TMG)<Legislative Organ>

Bureau/Divisons
Secretariat to the Tokyo Metropolitan AssemblyManagement Division
Procedures Division
Research Division28

Principal operations
・Supports the activities of the metropolitan assembly by assistingin the operation of plenary sessions and committee meetings
・Prepares the minutes of the meetings
・Prepares and conducts research for other materials necessary for
activities of the assembly・Carries out public relations for the assembly

TOKYO’S FINANCIAL SYSTEM

Financial Structure of Local Governments in Japan ....... 30
Tokyo’s Finances ...............................................................33

TOKYO’S FINANCIAL SYSTEMTOKYO’S FINANCIAL SYSTEM
Financial Structure of Local
Governments in JapanThe administrative system of Japan has athree-tiered structure: the top tier is the national
government, and below that are the two tiers of
local governments—prefectures and municipalities.
With the exception of administrative functions
such as foreign relations and national defense, mostof the administrative functions are financed bothby the national government and local governments.
Many of the national policies and programs arecarried out by local governments.
In fiscal 2021, net total expenditure by thenational government and local governments
amounted to 97.3084 trillion yen and 122.5684
trillion yen, respectively. The scale of expenditure by
local governments reached approximately 1.3 times
that of the national government; this figure shows
how extensive a role local governments play in the
public administration of Japan.
The total amount of tax collected in fiscal 2021
was 114.29 trillion yen, of which national taxes

accounted for 62.9% and local taxes, 37.1%.
However, the ultimate allocation of this revenue was
43.3% to the national government and 56.7% to the
local governments. This is because about 30% of
the taxes collected as national tax are distributed to
local governments through systems such as the local
allocation taxes, local transfer taxes, special grants
to local governments, etc.

Revenue
Looking at the breakdown of revenue for local
governments (FY2021), local taxes made up thelargest proportion at 33.1%, followed by nationaltreasury disbursements (25%), local allocation tax(15.2%), and local bonds (9.2%). In more detail,the sources of revenue for local governments are as
follows:
Local Taxes
These are collected by local governments, andare the key source of revenue to carry out policies
that meet local needs.

Structure of Local Public Finance in Japan (Unit: ¥100 million, FY2021)
The National Government

National Services
National Taxes: 718,811

Financial scale: 1,694,031

Local Allocation Tax:
Local Transfer Tax:
Special Local Grants, etc.

Prefectures

195,049
24,468
4,547

Administrative Services
Local taxes: 222,039

Financial scale: 683,243

Municipalities

Administrative Services
Local taxes: 202,051

Financial scale: 705,026

30

Citizens

Financial Structure of Local Governments in Japan

Local Transfer Taxes
Local transfer taxes are national taxes of which a
fixed proportion of revenue collected is transferredto the local governments. Local transfer tax is
an umbrella term covering taxes such as the
local gasoline, special tonnage, petroleum andgas, automobile weight, aircraft fuel, and special
corporate transfer taxes.

Local Allocation Taxes
These taxes form the core of the local financial
adjustment system of the nation. The system isdesigned to sustain general revenue sources and tocorrect fiscal imbalance among local governments,
thereby ensuring that all local governments areable to provide an adequate level of services.
This general revenue source consists of grants tolocal governments calculated by a fixed formula,which allocates a percentage of revenues collectednationally. The percentage of revenue allocatedto local governments is 33.1% of income tax, 50%of liquor tax, 33.1% of corporation tax, 19.5% ofconsumption tax, and 100% of local corporation tax.
National Treasury Disbursements
These include allotments disbursed by thenational government to local governments on
the basis of the cost allotment classifications of
the national government and local governments;
mandatory cost sharing; consignment costs; andsubsidies for the promotion of specific policies andsupport for public finances.

Distribution of Taxes (Unit: ¥100 million)
Fiscal Year
Taxation Total (A)National Taxes (B)Local Taxes

National Expenditure to
Local Governments

Final Distribution of Tax
Revenues

Composition Ratio (%)

Prefectural Taxes (C)Municipal Taxes (D)Total (E)
Local Allocation Taxes
Local Transfer Taxes
Special Local Grants, etc.
Total (F)National Government(B) - (F) = (G)Local Governments(E) + (F) = (H)(B) / (A)(C) / (A)(D) / (A)(E) / (A)(G) / (A)(H) / (A)2015
990,680599,694
201,426
189,560
390,986
173,906
26,792
1,189
201,8882016
983,487
589,563
202,516
191,407393,924
172,390
23,402
1,233
197,0252017
1,022,847
623,803205,428
193,616
399,044
167,680
24,052
1,328
193,0602018
1,049,755
642,241
206,201
201,313407,514
165,482
26,5091,544
193,535

2019
1,033,866
621,751
207,036
205,079
412,115
167,392
26,138
4,683
198,2142020
1,057,586
649,330
205,246
203,010408,256
169,890
22,323
2,256
194,4692021
1,142,900
718,811
222,039
202,051
424,089
195,049
24,4684,547
224,064

397,806

392,537

430,743448,706

423,537

454,861494,747

592,873

590,949

592,104

601,049

610,329602,725

648,153

60.5%
20.3%
19.1%
39.5%
40.2%
59.8%

59.9%
20.6%
19.5%
40.1%
39.9%
60.1%

61.0%
20.1%
18.9%
39.0%
42.1%
57.9%

61.2%
19.6%
19.2%
38.8%
42.7%
57.3%

60.1%
20.0%
19.8%
39.9%
41.0%
59.0%

61.4%
19.4%
19.2%
38.6%
43.0%
57.0%

62.9%
19.4%
17.7%
37.1%
43.3%
56.7%

Note 1: Total figures may not equal the sum of components due to rounding.

31

TOKYO’S FINANCIAL SYSTEM

Local Bonds

Agriculture, Forestry, and FisheriesThis is revenue from bonds issued by local

The purpose of this expenditure is to promote

governments to defray the cost of constructing

agriculture, forestry, and fisheries, and to maintainpublic facilities such as roads and schools. Thesea stable supply of foods. Funds go to develop theare costs that should be spread over a number of

production infrastructure, improve the industrial

years to have generations of residents benefitting

structure, take measures related to consumption

from their construction share the burden equally.

and distribution, and develop and promoteagricultural, forestry, and fisheries technologies.

Expenditure

Commerce and Industry

The breakdown of local finance expenditure by

This expenditure is for the promotion of local

administrative category during fiscal 2021 showscommerce and industry, and to help companies

social welfare accounting for 25.4%, followed by

update and streamline operations. Funds go to guideeducation at 14.4%, and commerce and industry atand develop small and medium-sized enterprises,

12.1%, with social welfare and education combined

to attract companies to local areas, and to carry out

amounting to about 40% of total expenditure.

consumption and distribution measures, among

The

main

items

of

expenditure

of

local

others.

governments are as follows:
Civil Engineering WorksSocial WelfareThis expenditure is for development of the local

This expenditure provides social welfare services,living environment and urban infrastructure.

including the development and operation of welfare

Funds go to construct, develop, and maintain public

facilities for children, the elderly, and people withfacilities such as roads, rivers, housing, and parks.

disabilities, and serves to implement programs toprovide public assistance, among others.

Education
Education is one of the basic administrative areas

Public Health and Sanitation
The purpose of this expenditure is to maintain andpromote the health of residents and improve theof local governments. Expenditure is made towardfurthering education and culture through schools
and social education programs.

living environment. Funds go to carry out various
medical policies, public health and mental healthprograms, sewage treatment, refuse collection anddisposal, and measures to control pollution.

32

Debt Services
This expenditure is made for the redemption ofcapital and interest from the issue of local bonds.

Tokyo’s Finances

Tokyo’s Finances
Revenue

These special measures are taken to cover the
expenses of services provided by Tokyo, such as
fire fighting and sewerage in the ward area, which
are generally carried out by the municipality. Then,

Metropolitan taxes accounted for the largest

55.1% of the combined total of revenues from

portion of the settled account for metropolitan

municipal inhabitant tax on corporations, fixedrevenue in fiscal 2021 at 57.9%. In light of the fact

assets tax, and special land possession tax, andthat local taxes accounted for just 33.1% of the total

the corporate business tax grant and special grantcombined revenue of all local governments in fiscal

for fixed assets tax reduction compensation, is

2021, the large share held by local taxes in Tokyo’s

allocated to each of the wards to provide them withrevenues is a feature of metropolitan finances.

their own financial resources.

The metropolitan government levies 16 of the local

Regardingnational

treasury

disbursements,

taxes listed in the Local Tax System chart on pagein fiscal 2021, this category accounted for 25.0%

35. The largest proportion of total metropolitan tax

of total local government finances and 24.8% ofrevenue in fiscal 2021 came from the two corporate

metropolitan finances.

taxes of Corporate Business Tax and Corporate

Metropolitan bonds constitute an important

Inhabitant Tax (36.1%). This is followed by thefinancial resource for infrastructure development

Fixed Assets Tax and the City Planning Tax (26.8%).

and urban renewal. To avoid a future increase of

There are several taxes levied by the metropolitan

financial burdens, the metropolitan government

government in the 23 special wards, which inis endeavoring to refrain from any undue relianceother prefectures are not levied by the prefectural

upon the flotation of metropolitan bonds, and toauthority but rather come under municipal taxes.

contain them within an appropriate degree.

Details of Tokyo Metropolitan Government Revenue
Category
Metropolitan Taxes
2 Corporate Taxes Thereof
Local Transfer Tax
Transferred Municipal Tobacco Tax
Special Local Grants
Local Allocation Tax
Sub-total (General Fiscal Resources)
Special Grants for Traffic Safety Measures
Beneficiary Contribution
Charges
Fees
National Treasury Disbursements
Subsidies to Municipalities where National Facilities Are LocatedRevenue from Property
Contributions
Balance Brought Down
Balance Carried Forward
Various Other Revenues
Metropolitan Bonds
Total

FY 2021 (¥100 million)
58,71521,192533—
281—
59,530
29
656
1,226
202
25,146
0
399
7
2,848
4,451
4,410
2,485
101,390

Ratio (%)
57.9
20.9
0.5
—
0.3
—
58.7
0.0
0.6
1.2
0.2
24.8
0.0
0.4
0.0
2.8
4.4
4.3
2.5
100.0

33

TOKYO’S FINANCIAL SYSTEM

Details and Trends of Tokyo Metropolitan Government Revenue
Metropolitan Taxes

National Treasury Disbursements

Metropolitan Bonds

Others(¥100 million)
100,000

90,00080,00070,00060,00050,00040,00030,00020,00010,000

0
2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Comparison of Revenue Breakdown

Metropolitan Bonds(Local Bonds)
2.5
Tokyo
Metropolitan
Government

All Local
Governments

0%

Local Taxes
33.1

Local Allocation
Tax
15.2

National Treasury
Disbursements
25.0

20%

40%

60%

Tokyo Metropolitan Government: FY2021 Settlement of Accounts
All Local Governments: FY2021 Settlement of Accounts

34

National Treasury
Disbursements
24.8

Metropolitan Taxes (Local Taxes)
57.9

Local
Bonds
9.2

80%

Others
14.8

Others17.5

100%Tokyo’s Finances

Local Tax System (As of April 1, 2023)
Local Taxes

Prefectural Taxes

Ordinary Taxes

Metropolitan Inhabitant Tax (Individual, Corporation, Interest income)Business Tax (Individual, Corporation)
Local Consumption Tax
Real Estate Acquisition Tax
Prefectural Tobacco Tax
Golf Course Utilization Tax
Motor Vehicle Tax (Environmental performance-based, Category-based)
Mine Production Tax
Gas Oil Delivery Tax● Prefectural Discretionary Ordinary Tax

Earmarked Taxes

Hunting Tax● Water Utility and Land Profit Tax
Accommodation Tax(Discretionary Special-Purpose Tax)

Municipal Taxes

Ordinary Taxes

City, Town and Village Inhabitant Tax
Individual
Corporation
Fixed Assets Tax
Light Motor Vehicle Tax(Environmental performance-based, Category-based)
Municipal Tobacco Tax
Mine Production Tax
Special Land Possession Tax
Municipal Discretionary Ordinary Tax

Earmarked Taxes

Bathing Tax
Establishment Tax
City Planning Tax● Water Utility and Land Profit Tax● Common Facilities Tax● Housing Land Development Tax
National Health Insurance Tax● Municipal Discretionary Special-Purpose Tax

Note 1: Municipal taxes marked ■ are metropolitan taxes in the 23 special wards.
● indicates that the tax is not levied in Tokyo Metropolis.
Note 2: Special Land Possession Tax has been suspended since fiscal 2003.

35

TOKYO’S FINANCIAL SYSTEM

Breakdown of Metropolitan Tax Revenue for FY2022 (composition ratio)
Gas Oil Delivery Tax: ¥36.7 billion (0.6%)
Business Tax on Individuals: ¥68.2 billion (1.1%)
Real Estate Acquisition Tax: ¥92.3 billion (1.5%)
Others: ¥28.2 billion (0.5%)
Establishment Tax: ¥116.4 billion (1.9%)
Motor Vehicle Tax: ¥114.9 billion (1.9%)
City Planning Tax: ¥267.1 billion (4.3%)
Fixed Assets Tax:
¥1,383.1 billion(22.4%)
Local Consumption Tax:¥748.3 billion(12.1%)
Total Amount of
Estimated Metropolitan
Tax Revenue for
FY2022: ¥6,164.4 billion(100.0%)Metropolitan Inhabitant Tax
on Corporations:¥792.2 billion(12.9%)
Business Tax on Corporations:¥1,476.8 billion(24.0%)
Metropolitan Inhabitant Tax on Individuals:¥1,040.2 billion(16.9%)
Note 1: Figures shown have been rounded off. The total amount of the estimated tax revenue may not agree with the sum of the individual taxes.

Metropolitan Tax Revenue Trends (2001–2022)
7.0

Total Metropolitan Tax Revenue(¥ trillion)

Two Corporate Taxes

Fixed Assets Tax and City Planning Tax

6.16
6.0
5.51

5.28

5.18

4.92

5.0

4.29

4.25
3.96

4.0

4.15

3.95

3.0
2.39

2.62

4.15

4.25

1.49
1.0

0.0

1.28

1.24

2001

2002

1.51

1.35

1.20

1.22

1.21

1.19

2003

2004

2005

2006

1.85

2.38

1.80

1.77

1.89

5.45

5.63
5.35

4.49

2.09
2.0

5.27

4.74

4.60

4.38

5.24

5.85

1.33

1.36

1.35

1.52

1.64

1.76

2.04

2.18

2.12

2.27

1.75

1.39

1.42

1.48

1.21

1.37

1.41

1.65

1.23

1.34

1.57

1.25

1.33

1.56

1.28

1.53

1.23

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

(Fiscal year)36Tokyo’s Finances

Expenditure

Introduction of a New Public Accounting System

The expenditure of the metropolitan government

Adding to the existing cash-basis accounting

has significant differences from the expenditure ofsystem, which corresponds to the budget system,other local authorities. First, Tokyo is responsible

in FY2006 the Tokyo Metropolitan Government

not only for administration at a prefectural level(TMG) introduced double-entry bookkeeping andbut also for a portion of the administrative services

accrual-basis accounting standards that take into

in the special-ward area, which elsewhere would beconsideration characteristics particular to public

carried out at the municipal level.

administration. This was a first in Japan. Based

Another important difference is the special ward

on this financial accounting system unique to thefinancial adjustment allocations, an expenditure

metropolitan government, financial statements

item found only in Tokyo. The special ward financial

prepared in accordance with corporate accounting

adjustment system aims to have financial resources

practices are released in the TMG Annual Financial

related to the metropolitan administration fairly

Statements and other mediums.

distributed between the metropolitan government
and the 23 special wards, as well as to correct the(1) Balance Sheet (FY2021)

imbalances between the 23 special wards in their

Account
AssetsI Current assets
II Fixed assets
Total assets
Liabilities
I Current liabilities
II Fixed liabilities
Total liabilities
Total net assets
Total liabilities and net worth

fiscal strengths and ensure that they can provide anadequate level of public services.
When expenditure is viewed by type, personnel
expenses constituted approximately 20% of total
expenditure in fiscal 2021; the majority of this is
the staff salaries of the police and fire departments,
schools and other personnel directly concerned withthe lives of Tokyo’s residents. Ordinary construction
costs accounted for about 10% of total expenditure.
These are the costs to build social infrastructuresuch as roads and bridges, and facilities including
schools and social welfare facilities. In addition,
subsidies and other expenditures, which include
allocations to the special wards for financial
adjustments and subsidies for facility operation
costs, also made up a large proportion.

(¥100 million)
17,979337,408355,388
4,587
61,23565,823
289,565
355,388(2) Statement of Operating Costs (FY2021)
Account
Ordinary revenue and expenses
I Operating revenue and expenses
Operating revenues
Operating expenses
II Financial revenue and expenses
Financial revenues
Financial expenses
Surplus from ordinary activities
Extraordinary gains and losses
Extraordinary gains
Extraordinary losses
Net surplus for the period(¥100 million)

87,511
85,925
105
491
1,200
172
321
1,050

Note: D ue to rounding of figures in the above tables, the totals may notcorrespond with the sum of the separate figures.

37

TOKYO’S FINANCIAL SYSTEM

Challenges Facing Metropolitan Finances

disasters occurring in recent years from increasingly

Japan’s economy is expected to recover in this age

severe torrential rain and the challenges that haveof living with COVID, due in part to the effects ofemerged from the new damage forecasts for a major

various policies, but future economic trends must

earthquake directly hitting the Tokyo metropolitan

continue to be watched closely. These include thearea.

risk of downward pressure put on Japan’s economy

Furthermore, in order to leave a sustainable andthrough downtrends in foreign economies as global

beautiful planet to the future, Tokyo must take themonetary tightening and other policies continue, as

lead in Japan to halve carbon emissions by 2030,

well as the impacts of rising prices and fluctuations

and beyond that, to realize Zero Emission Tokyo.

in the financial and capital markets.

This includes making it mandatory to install

Metropolitan tax revenues form the core ofphotovoltaic systems in new small and medium-

Tokyo’s revenue, and a large share of those tax

sized buildings such as houses, expanding the use

revenues come from corporations. This essentiallyof ZEVs, and creating a hydrogen society.

makes the fiscal structure an unstable one thatAt the same time, not only is it necessary to

is easily swayed by economic trends. Althoughimplement initiatives to protect the daily lives

metropolitan tax revenues are trending upwardof the people of Tokyo from soaring prices anddue to a recovery in corporate earnings and other

other issues, and formulate full response tofactors, the uncertainty of future economic trends

COVID by wielding experiences up to now, but

makes it difficult to project at this time the future of

it is also essential to promote policies to makeTokyo’s fiscal climate.

Tokyo the world’s city of choice which is brimming

Amid such circumstances, the era is changing atwith vitality, such as through nurturing startups

an increasingly high speed, and it is no exaggerationthat will generate green transformation, digitalto say that the greatest challenges since the end oftransformation, and other key trends in the global

WWII are being faced in all fields, including energy,

economy, creating attractive communities in the

population decline, food, and the economy. At

city center and waterfront areas, and letting thewhat is now a turning point in history, Tokyo mustworld know about the attractiveness of Tokyo, built

squarely face these ordeals and by gathering theupon the legacy of the Tokyo 2020 Games.

wisdom of the world and that of the entire Tokyo

In light of these circumstances, the Tokyo

Metropolitan Government, it must boldly evolve

Metropolitan Government will accelerate efforts to

into a city that creates new value.

shape the future of Tokyo and advance the structural

The engine driving greater growth is none otherreform of the government based on Future Tokyo:

than the power unleashed by having everyone play

Tokyo’s Long-Term Strategy and SHIN-TOSEI

their own vibrant role in society through mutual

3: Strategy for the Structural Reform of the TMG

understanding and respect. It is crucial to create

to Upgrade QOS (Version Up 2023), along witha Tokyo where each individual can take center

maintaining a resilient fiscal foundation throughstage, such as by investing in children who shapeextensive implementation of wise spending, using

the future and making Tokyo a diverse city where

ingenuity to reduce wasteful spending even more.

everybody can lead lives that are true to themselves.
In addition, as safety and security are at thefoundation of all urban activities, it is essential
to proactively implement measures from both
hard and soft infrastructure to build a resilient38

and sustainable city by also taking into accountTokyo’s Finances

Details of Tokyo Metropolitan Government Expenditure (by Purpose)
Category
Assembly Costs
General Services Costs
Social Welfare Costs
Public Health and Sanitation Costs
Labor Costs
Agriculture, Forestry, Fisheries Costs
Commercial & Industrial Costs
Civil Engineering Works Costs
Police Costs
Fire Fighting Costs
Education Costs
Disaster Reconstruction Costs
Debt Services
Miscellaneous Disbursements
Interest Grants
Dividend Grants
Stock etc. Transfer Income Grants
Local Consumption Tax Allocations
Golf Facilities Tax Allocations
Automobile Acquisition Tax Allocations
Environmental Performance-Based Motor Vehicle Tax Grants
Corporate Business Tax Grants
Special Wards Financial Adjustment Allocations
Total

FY2021 (¥100 million)
51
5,878
12,542
6,986
526
199
20,990
7,587
6,195
2,304
13,364
32
3,671
333
39
277
339
3,529
5
0
48
85
10,916
95,895

Ratio (%)
0.1
6.1
13.1
7.3
0.5
0.2
21.9
7.9
6.5
2.4
13.9
0.0
3.8
0.3
0.0
0.3
0.4
3.7
0.0
0.0

FY2021 (¥100 million)
15,41811,361
899
5,425
1,087
1,690
54,379
7,637
1,762
5,598
278
32
3,649
2,284
1,046
2,331
916
95,895

Ratio (%)
16.1
11.8
0.9
5.7
1.1
1.8
56.7
8.0
1.8
5.8
0.3
0.0
3.8
2.4
1.1
2.4
1.0
100.0

0.1
0.1
11.4
100.0

Details of Tokyo Metropolitan Government Expenditure (by Type)
Category
Personnel Costs
Staff Salaries
Retirement Allowances
Supplies Costs
Maintenance Costs
Assistance Costs
Subsidies, etc.
Ordinary Construction Costs
Subsidized Projects
Independent Projects
OthersDisaster Reconstruction Costs
Debt Services
Reserves
Investment and Capital Participation Costs
Loans
Funds Transferred
Total

39

TOKYO’S FINANCIAL SYSTEM

Details and Trends of Tokyo Metropolitan Government Expenditure
Debt Services

Ordinary Construction Costs

Others(￥100 million)
100,000

90,00080,00070,00060,00050,00040,00030,00020,00010,000

0

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Expenditure Breakdown Comparison

Public Health and Sanitation
7.3
General Services
6.1
Tokyo
Metropolitan
Government

Social Welfare
13.1

Commerce and Industry
21.9

Civil Engineering
Works
7.9

Allocations to the Special Wards
for Financial Adjustment
11.4
Debt Services
3.8

Education
13.9

Others
14.6

Public Health and Sanitation
9.2
Civil Engineering Works
10.3

All Local
Governments

0%GeneralServices
10.1

20%Tokyo Metropolitan Government: FY2021 Settlement of Accounts
All Local Governments: FY2021 Settlement of Accounts

40

Commerce
and Industry
12.1

Social Welfare
25.4

40%

60%

Education
14.4

80%

Debt
Services
10.3

Others8.2

100%

TOKYO’S KEY POLICIESFuture Tokyo: Tokyo’s Long-Term Strategy .................... 42
For Realization of the SDGs ............................................. 46
Tokyo’s International Strategy ..........................................47

TOKYO’S KEY POLICIESTOKYO’S KEY POLICIESFuture Tokyo: Tokyo’s Long-Term
Strategy
In

March

2021,

the

Tokyo

Visions for the 2040s

Metropolitan

Government released Future Tokyo: Tokyo’s LongTerm Strategy as a new strategy that charts thecourse for the metropolitan government to take inorder to open a bright future for Tokyo.

Stance for strategy implementation
While looking at the various changes in society andpeople’s values brought on by COVID-19, policies
will be implemented through strategies that centeraround the strong promotion of structural reformthat cuts deep down to the source of issues and therealization of a sustainable recovery.

Future Tokyo raises four basic strategies
1. View the future from a backcasting approach
2. 
Promote policies in collaboration with various
entities
3. Realize Smart Tokyo through digital transformation(DX)
4. Have the agility to flexibly respond to changes

Visions, strategies and projects for therealization of Future Tokyo
In order to realize Future Tokyo and create asustainable Tokyo that strikes a balance between
maturity and ongoing growth, visions for the city inthe 2040s, followed by strategies looking toward the2030s and projects to implement those strategies,
are presented.
42

Envisioning Future Tokyo in the 2040s
01. A city that is full of children’s smiles and people
wanting to have and raise children, and is supported
by family bonds and society
02. A city where a new educational model gives hope toall children and young people and enables them todevelop independently
03. A city where women can choose the lifestyles theywant, be themselves, and shine
04. A city where senior citizens can stay active and live
comfortably in the age of the 100-year life
05. A city where everyone can work and take on activeroles each in their own way
06. 
A city rich in diversity where people of all
backgrounds live together
07. A city full of places and communities where peopleof diverse backgrounds can gather and support eachother08. A resilient and beautiful city that protects Tokyo
citizens from disasters
09. 
A city that can handle crime, accidents, andfires, and is prepared for health care challenges,
protecting citizens’ peace of mind
10. A city where advanced urban functions and nature
coexist in harmony, and people gather and relax
11. 
A convenient and comfortable city with the besttransportation network
12. A city that harnesses the power of digital technology
to draw out its potential to realize Smart Tokyo(Tokyo’s Society 5.0), providing citizens with a highquality of life
13. The most open city in the world where people,
goods, money, and information gather from acrossthe globe
14. The most startup-friendly city in the world where
new industries constantly emerge
15. A city that boasts the highest productivity in theworld and drives the global economy
16. A city that further increases water and greenery toprovide a relaxed and enriched way of life
17. Zero Emission Tokyo
18. A city that captivates the world with its culture andentertainmentFuture Tokyo: Tokyo’s Long-Term Strategy

19. A
 “sports field” city where sports are ingrained ineveryday life
20. A city that has further strengthened collaboration
with other areas of Japan to realize true coexistence
and co-prosperity for Tokyo and the rest of Japan

Strategies to open the doors to the 2030s

Why update Future Tokyo: Tokyo’s
Long-Term Strategy?
Basic Strategy
Future Tokyo: Tokyo’s Long-Term Strategy:
Opening new horizons by carrying on the legacies of
Shibusawa and Goto (March 2021)
Tokyo’s long-term strategy
that charts the course
for the metropolitan
government to take

Strategies to engage in over the years up to 2030 in orderto realize the Future Tokyo vision
Strategy 0. Strategy for Overcoming COVID-19
Strategy 1. Strategy for Putting Smiles on the Faces ofChildren
Strategy 2. S
 trategy to Support Children’s
Development and Growth
Strategy 3. Strategy for Promoting Women’s
Empowerment
Strategy 4. Strategy for Realization of a Chōju(Longevity) Society
Strategy 5. Strategy for Realizing Work Styles that
Allow Everyone to Shine
Strategy 6. Diversity and Inclusive Society Strategy
Strategy 7. Strategy for Valuing “Dwellings” and“Community”
Strategy 8. Strategy for Developing a Safe and Secure
City
Strategy 9. Strategy for Enhancement of Urban
Functions
Strategy 10. Smart Tokyo: TOKYO Data Highway
Strategy
Strategy 11. Startup City Tokyo Strategy
Strategy 12. S
 trategy for Earning Potential in Tokyoand Innovation
Strategy 13. Strategy for Making Tokyo a City Filledwith Water and Greenery
Strategy 14. Zero Emission Tokyo Strategy
Strategy 15. Culture and Entertainment City Strategy
Strategy 16. Sports Field Tokyo Strategy
Strategy 17. Strategy for Promoting the Tama Area andthe Islands
Strategy 18. All-Japan Partnership Strategy
Strategy 19. O lympic and Paralympic Legacy Strategy
Strategy 20. Strategy for Structural Reform of theTokyo Government

COVID-19
Intensification of global warming
Tokyo 2020 Games
Increasing severity of natural disasters due to climate change
Acceleration of birth rate decline and population aging
Outbreak of the Russia-Ukraine war
Generative AIetc.

Various social
circumstances

Policies are continuously updated toaddress social changes and challengesfor

A future Tokyo that balances maturity
and ongoing growth
Learn more about Future Tokyo: Tokyo’s
Long-Term Strategy here

43

TOKYO’S KEY POLICIESKey projects leading the creation of Future Tokyo

Tokyo Resilience Project

SusHi Tech Tokyo
From Tokyo to the world, under the key wordsof Sustainable High City Tech Tokyo, or SusHi
Tech Tokyo, Tokyo is showcasing urban visions for
future generations.
Tokyo is working to create sustainable newvalue by using the latest technologies and ideas toovercome climate change, energy shortages, foodissues and other common challenges confronting
the world’s cities.

fiscal 2022 to protect the lives of the people ofThree programs make up SusHi Tech Tokyo 2024
Global Startup Program
Holding a forum gathering domestic and foreign
startups, investors, major corporations, students
and others will generate businesses and open
innovation with huge social and economic impacts
that can change the world.

The Tokyo Resilience Project was launched inTokyo from various disasters.
As countermeasures for flood and storm disasters,
which are intensifying due to climate change, abroad range of initiatives are being bolstered,including structural measures such as building
regulating reservoirs and raising the height ofseawalls, and non-structural measures utilizing AI
and other digital technologies.
This project will be steadily promoted under theslogan, “Always be prepared,” for the realization ofa resilient and sustainable city where people canfeel safe for the next 100 years.

City Leaders Program
City leaders from around the world convergein Tokyo to work together for the realization of asustainable world and create new values.
Showcase Program
Presenting visitors with experiences that will havethem think about the challenges cities face and thepossibilities of cities will raise their awareness andchange their behavior, creating a movement for asustainable world.

Floods and storms

Earthquakes

Volcanic eruptions

Power and communications outages, etc.

Infectious diseases

Learn more about SusHi Tech Tokyo
2024 here

44

Learn more about the Tokyo Resilience
Project here

Future Tokyo: Tokyo’s Long-Term Strategy

Tokyo Green Biz
In 2023, the Tokyo Metropolitan Government
launched Tokyo Green Biz, a new green project thatlooks 100 years into the future, aiming to further
enhance the value of the city’s greenery, whichbrings a sense of ease and calm to daily life, and topass down green spaces to future generations withthe cooperation of Tokyo residents.

Learn more about Tokyo Green Biz here

The Tokyo Bay eSG Project
Setting the Bay Area, which has high potential,
as the stage for implementation of the structuralreform of society, Tokyo aims for sustainable urban
development that integrates nature and convenience,with an eye to 50 and 100 years into the future.

Projects for realization of Zero Emission Tokyo and ahydrogen society
Based on the Climate Emergency Declaration:
TIME TO ACT, concrete initiatives will be advanced
using all means possible to realize Zero Emission
Tokyo by 2050.
By promoting Tokyo and Japan’s advanced
initiatives, including an ordinance making the
installation of solar PV systems mandatory, and theuse of perovskite solar cells, a three-fold increase inrenewable energy facilities in Tokyo will be achievedby 2030.
To lead the international community in spreading
the use of hydrogen energy, Tokyo will work withvarious organizations around the world that promote
the production and use of hydrogen to establish
Japan’s first hydrogen exchange.

Project to enhance the appeal of the Tama Area andTokyo Islands
By seizing various opportunities to enhance theappeal of the Tama Area and Tokyo Islands andactively promoting these areas, their fan base bothin Japan and abroad will be increased and local
communities brimming with vibrancy and vitality
will be built.
Tokyo Treasure Islands Project
Tokyo’s islands boast many treasures, including
amazing natural scenery, marine resources, and local
specialties. Each island also has its own history andculture. In addition, these islands hold the potential
for greater utilization and cultivation of their appeal.
The Tokyo Treasure Islands Project aims to create
the “Tokyo Island Brand” by uncovering and further
refining hidden attractions of the islands and widely
promoting them.

Learn more about the Tokyo Bay eSG
Project here

Enhancement of attractive tourism offerings
Sightseeing tours that showcase the natural
surroundings are being promoted, and developmentof the environment to facilitate the acceptance ofvessels such as cruise ships and luxury cruisers isunderway in order to improve access to the islands.
45

TOKYO’S KEY POLICIESFor Realization of the SDGs
Working to realize a sustainable future together
with Japan and the world

By participating in international conferences,

Tokyo Sustainability Action 2023, a publication

promoting Tokyo’s efforts abroad, and otherthat outlines the Tokyo Metropolitan Government’s

activities, Tokyo not only shares its initiatives withinitiatives and approaches for realization of thethe cities of the world, international organizations,

SDGs, was released on July 13, 2023.

and others, but also studies SDG-related trends

This is an updated edition of the 2021 publication,worldwide for reflection in Tokyo’s policies. In

which was formulated based on Future Tokyo:

this way, Tokyo is working to achieve the shared

Tokyo’s Long-Term Strategy. It was prepared asinternational goals set forth in the SDGs.

a Voluntary Local Review (VLR), an international

Tokyo is actively exchanging opinions with thoseinitiative in which local governments voluntarily

involved with SDG-related efforts around the world,

review their measures and progress to achieve theincluding hosting sessions that focus on the VLR at

SDGs, and submit a public report on the results ofUN organized events.

the review to the United Nations.

Discussions in Bristol, United Kingdom (May 2023)

Site visit to study initiatives in Grenoble, France (May 2023)

Learn more about Tokyo Sustainability
Action 2023 here. The publication,
based on Future Tokyo: Tokyo’s LongTerm Strategy, outlines the Tokyo
Metropolitan Government’s initiatives
and approaches for realization of the
SDGs
Speaking and participating in discussions at the 8th Asia-Pacific Urban Forum(APUF) organized by the UN in Suwon, Republic of Korea (October 2023)

46

Tokyo’s International Strategy

Tokyo’s International Strategy

through the summit, Tokyo and overseas cities are

In order to make Tokyo the world’s city of choice,aimed at tackling global issues.

working together to advance practical initiatives

the Tokyo Metropolitan Government is advancing

In May 2024, under the concept of Sustainable

government-wide initiatives aimed at raising Tokyo’s

High City Tech Tokyo (SusHi Tech Tokyo), aninternational presence, in line with the Policy for

initiative making use of cutting-edge technologies toPromotion of the Global City Strategy (compiled

generate new values aimed at realizing a sustainable

June 2022).

world, the Tokyo Metropolitan Government will holdthe SusHi Tech Tokyo 2024 City Leaders Program.

Building a Global Network
In 2022, the Tokyo Metropolitan Government

Tokyo’s Sister and Friendship Cities/States

launched the Global City Network for Sustainability

Commencing with the signing of its first agreement(G-NETS), an international network for participatingwith New York City in 1960, the Tokyo Metropolitan

cities to build connections with one another and

Government currently has sister or friendship city/

share their knowledge and expertise to find solutions

state relationships with 12 cities and states aroundto universal urban challenges, with the ultimate aim

the world. Tokyo has also concluded agreementsof realizing a sustainable world.

with the world’s leading cities, including its sister

The inaugural G-NETS Leaders Summit was

and friendship cities, to engage in exchange andheld in February 2023, bringing together mayors,

cooperation in areas of mutual interest, including

governors, and other high-level officials from 34 cities

the environment and sports.

across the globe to discuss matters such as measures
to address urban challenges and their visions forthe future. Intercity cooperation was confirmed,
and the results of the summit were announced as
a communique. Leveraging the networks formed

Sister and Friendship Cities/States of Tokyo
City/StateNew York City
BeijingParis
New South Wales
Seoul
JakartaSão Paulo (state)
Cairo
Moscow
BerlinRome
LondonCountry
Date of Affiliation
United States of America
February 29, 1960
People’s Republic of China
March 14, 1979
French Republic
July 14, 1982
Commonwealth of Australia
May 9, 1984
Republic of Korea
September 3, 1988
Republic of Indonesia
October 23, 1989
Federative Republic of Brazil
June 13, 1990
Arab Republic of Egypt
October 23, 1990
Russian Federation
July 16, 1991
Federal Republic of Germany
May 14, 1994
Italian Republic
July 5, 1996
United Kingdom of Great Britain andOctober 14, 2015
Northern Ireland onclusion of agreements with sister and friendship cities/
C
states, etc.

Seoul, Berlin, Tomsk, London, Moscow, Beijing,
Paris, Los Angeles, Kuala Lumpur, Abu Dhabi, NewSouth Wales (in order of date the agreement was
signed)City leaders at the G-NETS Leaders Summit, held from February 27 to March 1,
2023

47

TOKYO’S KEY POLICIESMayors Summit. More recently, the governor ofTokyo attended the 2022 and 2023 Mayors Summits,
respectively held in Jakarta and Gujarat.

Signing of agreement on exchange
and cooperation between Tokyo and
Abu Dhabi (UAE)

Signing of agreement on exchange
and cooperation between Tokyo and
New South Wales

Multilateral Projects
The Tokyo Metropolitan Government is advancing
multilateral projects that promote cooperation andexchange and help address challenges shared bymetropolises around the world. One such project is
the Network for Crisis Management, which aims to
improve crisis management capabilities for natural
disasters and other risks through the sharing ofexperience and expertise among member cities. In
addition to conducting trainings to develop humanresources and exchanging information via an
emergency hotline, the network also holds an annual
Crisis Management Conference, organized on arotating basis by a member city, that brings together
working-level city officials to improve their technicaland practical skills. The 2023 conference was held inTokyo for the first time in eight years.

Sixth U20 Mayors Summit (in Gujarat, India)

Cooperation with Embassies and Representative
Offices in Tokyo
The Tokyo Metropolitan Government is engaged
in various activities to build ties and strengthen
cooperation with the approximately 160 embassies
and representative offices of countries and regionsthat are located in Tokyo. Information sessions areheld regularly to introduce the policies of the Tokyo
Metropolitan Government to ambassadors andother diplomatic officers, in order to deepen theirunderstanding of Tokyo’s initiatives. Additionally,
to strengthen cooperation with respect to assisting
foreign nationals in times of disaster, seminars areheld for officers in charge of disaster management at
the diplomatic missions in Tokyo, covering measuresthat will be taken by the Tokyo Metropolitan
Government when a disaster strikes and reinforcing
channels of communication.

Crisis Management Conference 2023

Tokyo also participates in the Urban 20 (U20) city
network. Based on the recognition that cities play animportant role in creating a sustainable and inclusive
world, the U20 brings together the experiencesand views of the participating cities and produces
a communique proposing recommendations to theG20. Tokyo joined the U20 in 2018, served as thechair in 2019, and in the same year, held the U20
48

FY 2023 Tokyo Ambassadors Night

First TMG Disaster Management
Seminar for FY 2023

APPENDICESTokyo’s Diverse Agricultural, Forestry,
and Marine Products ........................................................ 50
Statistics ............................................................................52
Tokyo Metropolitan Government Buildings .....................54
Tokyo’s Symbols ................................................................55

APPENDICESTokyo’s Diverse Agricultural, Forestry, and Marine Products
A diverse range of ingredients are grown and produced throughout Tokyo, including inareas where urbanization has progressed.

Okutama yamame trout (year round)

Tomatoes (January – November)

Passion fruit (March – August)Okutama yamame trout is larger thanstandard yamame trout, growing toabout 1.5 kg in 3 years and 2 kg in
4 years. It can be served as sashimi
or sushi, or
prepared as awestern dish.

Many varieties and sizes of tomatoes
are cultivated in Tokyo. Ogasawara
cherry tomatoes picked between
February and May boast a perfectbalance ofsweetness
and acidity,
making themespecially
popular.

Harvest season for the fragrant,
tropical passion fruit arrives inthe spring and gradually moves
northward across the Ogasawara and
Izu Islands
as summer
approaches.

Wasabi
Timber/lumber
Timber/lumber

WasabiChickens
Swine

Okutamayamame troutOkutama
yamame trout

Western Tama Area
Western Tama Area

SpinachNorthern
Tama Area
Tea
Northern Tama Area

Swine Plums

Carrots
Pansies

Corn
Cucumbers
Cucumbers
Daikonradishes

Timber/lumber
Shiitake
mushrooms

Shiitake
mushrooms

SpinachDaikonradishes
KomatsunagreensCattle and milk
The product shown for a particular municipality in Tokyo is
its distinguishing product, and it is not necessarily the mosthighly produced product for that area.

Blueberries

SpinachCattle and milk

Turban shells

Mor

Udo
Japanese pears
Tomatoes

GrapesEdamame beans
CyclamenSouthern
Tama Area
SpinachSouthern Tama Area
Chestnuts

Cyclamen

Short-nJapanese spiny
lobsterJapanese spiny
lobster

Yellowstriped
Ashitaba plantsbutterﬁsh
Alfonsino
Yellowstriped
Ashitaba plantsbutterﬁsh

Japanese spiny
Camellias
lobster
Turban shells
Japanese spiny
Camellias
lobster
Ashitaba plants
Leather ferns
Sweet potatoes

Freesia
Phoenix roebelenii(variety of palm tree)

SwordﬁshFreesia
Phoenix roebelenii(variety of palm tree)
Flying ﬁsh

Flying ﬁsh
Alfonsino

Ashitaba plants
Leather ferns
Sweet potatoes
https://www.sangyo-rodo.metro.tokyo.lg.jp/nourin/tokyo/miryoku/
Alfonsino

50

GrapesEdamamebeans
Japanesepears

SpinachChestnuts

Alfonsino

Cabbage
Broccoli

Udo

KomatsunagreensTomatoes

Source: Survey by the Bureau of Industrial and Labor Affairs

Tokyo Islands
Tokyo Islands

Broccoli
Blueberries

Edamame beans
Ed

Chinese lantern
plantsChinese lantern
plantsCabbage

Pansies

Corn

Timber/lumber

SpinachCarrots

Plums
Strawberries
Strawberries

Potatoes

Potatoes

Tea

Chickens

Passion fruit

Swordﬁsh

Passion fruit

Tomatoes

TomatoesTokyo’s Diverse Agricultural, Forestry, and Marine Products

Ashitaba (year round)Tokyo shamo chicken

Tokyo X pork

Ashitaba (tomorrow plant) derives
its name from the fast pace at which
it grows. It is said that “new growth
will appear overnight where leaves
were justpicked.” Theplant is richin chalcones
and minerals.

Characteristics include meat thatis deep red in color, rich in protein,
and low in fat.

Tokyo X brand pork is known for
its superb taste and high-quality,
fragrant fat. The delicious flavor wasachieved by mating Beijing Black,
Berkshire, andDuroc pigs
over a periodof 7 years.

Komatsuna (year round)

Corn (July and August)A leading vegetable of Tokyo, it is said
that Komatsuna greens were namedby Shogun Tokugawa Yoshimune.

Corn is a very popular summer
vegetable in Japan. The flavor is at its
prime on the day it is picked. Freshcorn can be bought straight fromthe farm at
produce stands
near the fieldor in the local
community.

Japanese pears (August – October)

Kiwifruit (October and November)

Many varieties of pears are grown inTokyo. Particularly in areas where
production thrives, such as aroundthe Tama River Basin and Tama
Lake, pears
are sold directfrom the grove
at produce
stands.

Qualities of “Tokyo Gold” brandkiwifruits developed in Tokyo include
flesh that is yellow in color and adelicious sweet flavor.

Kinmedai alfonsino (year round)

Daikon radishes (November and December)

Fatty year-round, this white fish is
especially delicious when simmered.
It is a fish that is often prepared as
sashimi and can be served as all kindsof dishes.

The milder aokubi daikon (green neck)variety of the radish is now morecommon than the shirokubi (whiteneck) variety. However, traditional
shirokubi
varieties, suchas nerima,kameido, andokura daikon,
are still grownin Tokyo.

damamebeans beans
EdamameChrysanthemums
Chrysanthemums

fruit

Komatsuna
Komatsunagreens greensMorningMorning
glories glories

WardWard
Area Area
Conger Conger
eels eels

Short-neck
Short-neckclams clams

oes

51

APPENDICES

Statistics
Fig. 1 Tokyo Compared to the Rest of Japan
Area (2020)

Population (2020)
Tokyo
2,194km 2
0.6%

Tokyo
¥109,601.6 billion
20.4%

Rest of Japan
375,782.4km 2
99.4%

Rest of Japan
112,098,505
88.9%Rest of Japan¥427,959.9 billion
79.6%

Source: Ministry of Internal Affairs andCommunications “Population Census 2020”

Source: Ministry of Internal Affairs andCommunications “Population Census 2020”

Source: Statistics Division, TMG Bureau of General
Affairs “Annual Report on Tokyo Metropolitan
Accounts Fiscal Year 2020”

Financial Scale(FY2021 Initial General
Account Budget)

Number of Privately-owned Business
Establishments (2021)

Number of Employed Persons(2020)

Rest of Japan¥49.9801 trillion
87.1%

Annual Commercial Sales (2020)Tokyo¥176,190.3 billion
33.7%

Rest of Japan¥346,455.5 billion
66.3%
Source: Ministry of Internal Affairs and Communications and Ministry of Economy, Trade andIndustry “2021 Economic Census for Business
Activity”

Tokyo
7,970,078
12.2%

Tokyo
802,355
13.7%

Tokyo
¥7.425 trillion
12.9%

52

Gross Regional Product (FY2020, nominal)Tokyo
14,047,594
11.1%

Rest of Japan
5,041,733
86.3%

Rest of Japan
57,498,358
87.8%

Source: Ministry of Internal Affairs andCommunications and Ministry of Economy,
Trade and Industry “2021 Economic Census
for Business Activity”

From imputed values
Source: Ministry of Internal Affairs andCommunications “Population Census 2020”

Number of Corporations Capitalizedat Over 1 Billion Yen (2021)
Tokyo
2,981 51.9%

Rest of Japan
2,759 48.1%
Source: Ministry of Internal Affairs andCommunications and Ministry of Economy,
Trade and Industry “2021 Economic Census
for Business Activity”

Statistics

Fig. 2 Tokyo’s gross metropolitan product compared to the gross domestic product of major countries (nominal, 2020)(Unit: US$ billion)
21,060.5

U.S.A.
14,687.7

China
5,048.3

Japan

3,889.7

Germany
U.K.

2,704.6

India

2,667.7
2,639.0

France1,896.8

Italy

1,647.6

CanadaROK

1,644.3

Russia1,488.3

Brazil

1,448.6

Australia

1,431.7

Spain

1,277.0

Mexico1,090.5

Indonesia

1,058.7
1,033.5

Tokyo

Netherlands

909.8

Switzerland

739.8

Turkey

720.3

0

5,000

10,00015,00020,00025,000Note 1：Data for calendar year 2020, except for Tokyo (FY2020 (April−March) and Australia (FY2020 (July−June)).
Note 2：Tokyo's gross metropolitan product converted using the exchange rate (USD1=JPY106.04) calculated from the monthly average (12-month
simple average) of Tokyo interbank offered central spot rates released by the Bank of Japan
Note 3：Data from the "National Accounts for 2021" (Economic and Social Research Institute, Cabinet Office). Those not noted are from "OECD Stat" (OECD).
Sources: Statistics Division, TMG Bureau of General Affairs “Annual Report on Prefectural Accounts of Tokyo's Fiscal Year 2020”

Fig. 3 Change in Population Age Structure by Gender for Tokyo (1970, 2020)
1970
(Age)
80〜
75〜79
70〜74
65〜69
60〜64
55〜59
50〜54
45〜49
40〜44
35〜39
30〜34
25〜29
20〜24
15〜19
10〜14
5〜9
0〜4
100

80

60

40

20

0

20

40

60

Male

Female

80

100

Male

Female80100(10,000)

2020
(Age)
80〜
75〜79
70〜74
65〜69
60〜64
55〜59
50〜54
45〜49
40〜44
35〜39
30〜34
25〜29
20〜24
15〜19
10〜14
5〜9
0〜4
100

80

60

40

20

0

20

40

60

(10,000)
Figures for 2020 are from imputed values.
Source: Ministry of Internal Affairs and Communications “Population Census”

53

APPENDICESTokyo Metropolitan Government Buildings

Fureai Mall

Observation decks

Building Number 2

Height 202 m
45 stories above ground

Height 163 m
34 stories above ground3 stories below ground

Building Number 1
Height 243 m
48 stories above ground3 stories below groundTokyo Metropolitan
Assembly Building

Tomin Hiroba(Citizen’s Plaza)

Height 41 m
7 stories above ground1 story below ground

Approx. 5,000 m2

Area

Site area: Approx. 42,940 ㎡
Total floor area: Approx. 381,000 ㎡

Construction began

April 1988

Construction completed

March 1991

*On an average day, about 10,000 people work in TMG Buildings Number 1 and 2 combined.

54

Tokyo’s Symbols
Tokyo Symbol and Logo
The symbol of the metropolis is made up of three arcs
resembling a ginkgo leaf to represent the letter T for
Tokyo. The metropolitan logo is normally rendered in a
vivid green color to symbolize Tokyo’s future growth,charm and tranquility. The symbol was officially adopted
on June 1, 1989.
Tokyo Crest
The crest of Tokyo represents the sun radiating energy insix directions.

Tokyo Tree
Ginkgo biloba, a deciduous tree native to China reaching
up to 30 meters in height, was designated the official
metropolitan tree on November 8, 1996. Ginkgo trees
are either male or female, and their distinctive fanshaped leaves change from light green to bright yellow
in autumn. The ginkgo tree is commonly found along
Tokyo’s streets and avenues.

Tokyo Bird
The yurikamome gull has a vermilion bill and legs. It
comes south to Tokyo in late October every year andsojourns in the ports and rivers around Tokyo until thefollowing April. A favorite theme of poets and painters, it
is also called miyakodori, meaning “bird of the capital.’’
It was designated the official metropolitan bird on
October 1, 1965.

Tokyo Flower
The Somei-yoshino cherry tree was developed in the late
Edo period (1603 –1867) by early horticulturists as theresult of wild cherry tree cultivation. The light pink
blossoms can only be enjoyed for a short time, making ita highly popular orchard tree throughout Japan. It was
designated the official metropolitan flower on June 22,
1984.

55

都政概要

TOKYO City Profile and Government

令和 5 年度
令和 5 年度

令和 6 年 3 月

FY2023 edition
登録第 5（10）号

Published March 2024発行

発行：東京都政策企画局外務部管理課〒 163-8001 東京都新宿区西新宿二丁目 8 番 1 号
電話 03（5388）2222（ダイヤルイン）
版下作成及び印刷：株式会社キタジマ〒 130-0023 東京都墨田区立川二丁目 11 番 7 号
電話 03（3635）4510

Management Section, International Affairs Division,
Office of the Governor for Policy Planning, Tokyo Metropolitan Government
2-8-1 Nishi-Shinjuku, Shinjuku-ku, Tokyo 163-8001 Japan
Tel: +81(3)5388-2222
Layout and Printing by:
Kitajima Co., Ltd.
2-11-7 Tatekawa, Sumida-ku,
Tokyo 130-0023 Japan
Tel: +81(3)3635-4510

email: S0000573@section.metro.tokyo.jp
website: https://www.metro.tokyo.lg.jp/english/about/index.html©2024 東京都 Tokyo Metropolitan Government. All Rights Reserved
Printed on recycled paper
Printed on 70% recycled paper