Disrupted ecosystem
Declining birthrate and longevity

Worries about living alone

Cannot keep up with
Shortage of successors

Increasingly distant human relationships

Can we really make theSocialWill AI surpass humans? isolation
Vacant housing, even in urban areas

Torrent of
information

The outflow ofyounger
generations

De

Will decarbonization succeed?
Declining administrative services

Will current

Will AI take over our jobs?

Climate change
Is there something to live for post-retirement?

Will “once-in-a-century disasters” occur every year?
To resolve challenges forecasted for the future
The guideline for Gunma Prefecture towards the year 2040

“The New Gunma Plan”
has been formulated.

1

Decrepit infrastructures

Should the poorly informed stay that way?

digitalization
shift to reusable energy?
What type of society is Society 5.0?

Global warming

Gunma
Prefecture?

Lack of laborers

The decline ofFluctuating volume of harvested crops
metropolitan centers

population
jobs still exist in 20 years?
Pandemics due to new viruses, etc.

Decliningmarriage rate

Is the social participation of women actually progressing?

Declining birth rate

Violation of human rights on social media

Will trains and buses disappear?

Table of Contents

are starting to hit home
The digital Global problemsSluggish
social movements
divideSupermarket shortages
To resolve challenges forecasted for the future

P1

III

Enhancing medical care provision systems

P11

Overview of the New Gunma Plan

P3

IV

Realizing a society in which all residents
can play an active role

P11

P5

V

Establishing an economic cycle in the region

P12

P7

VI

Cultivating co-creation communities

P13

P9

VII Promoting educational innovation and“shido-jin” roles

P13<Vision>
Prospects for change/Vision goal “kaiso”
Vision goals: “shido-jin” and “co-creation community”
Policies toward the year 2040
<Basic Plan>
I
II

Promoting digital transformation inadministration and education

Regional soil and policy visions (11 regions)

P14

P10

Moving towards the future

P17

Achieving #1 in disaster resilience

P10

The sentiment behind the logo

P18

Appendix: Draw up MY VISION

P18

2

Over view

“The New Gunma Plan”
envisions ideals for Gunma
Prefecture in the year 2040

The New Gunma Plan is a compilation of a vision and a basic plan
The New Gunma Plan is a basic policy for prefectural government operations.
This Plan has been formulated in two stages—one is the “Vision” in which the goals for 2040 are defined,
and another is the “Basic Plan” which systematizes detailed policies to be focused on by the year 2030, in light of the Vision.

<Structure of The New Gunma Plan>
Vision (20 years)

Basic Plan (10 years)“The New Normal, from Gunma to the World:
Creating a Decentralized Self-Reliant Societythat Leaves No One Behind.”
The “Vision goal” and “roadmap to success” to boost the well-beingof Gunma residents has been created through a back-casting
method, based on various environmental changes anticipated in
Gunma Prefecture up to the year 2040.
● Period of plan

2021 to 2040 (20 years)*Flexible response to major changes in the environment will be
made, even during this period.
● Vision goals“A decentralized self-reliant society in which not a single Gunma
resident is left behind regardless of age, gender, nationality, orability, and all are free to live out the life they want and to realize
well-being.”● Systematization of measures

Policies and measures have been systematized from three perspectives to achieve the Vision goal by 2040.
[Roadmap]
Measures to achieve 2040 goals are systematically created into aroadmap for each policy principle outlined in the Vision[Prioritizing measures per category/per SDG]
Systematization of priority measures per category and SDGs until
2030[Regional soil and policy visions]
The action plan and prospects related to nature, history, culture,etc., which are intrinsic values of 11 regions within theprefecture● Period of plan

FY2021 to FY2030 (10 years)*Reviews will be made at five years.

To encourage widespread communication of “The New Gunma
Plan” within and outside of the prefecture, the nickname“G VISION 2040” has been coined along with a logo.
The logo will be used on various occasions together with a logothat stands for the character “gun” (群) and diversity.

The New Gunma Plan
Portal Website
The New Gunma Plan has been promoting various
initiatives with Gunma residents toward achieving
the vision goals by the year 2040. Its portal website
will be updated with related information as necessary. Feel free totake a peek!
https://gunma-v.jp/

3

The Vision will create the futureThis vision contains philosophies andprinciples to achieve goals for Gunma
Prefecture at the year 2040. I am confident that we have created a visionthat incorporates the most bold andinnovative factors, even when seen froma national perspective. This pamphlet will
brief Gunma residents on this vision in acomprehensible way.

An explanation by
the Governor“Let’s create aGunma Prefecturethat is full of appeal
and well-being!”

Governor of Gunma
Prefecture

Yamamoto IchitaA plan that took a year in the making, created by Gunma residents and experts
The Plan was created through many discussions over more than a year, using unprecedented methods. Measures such as “Advisory Panel Round
Table Conferences” that collected opinions of various experts, “Interviews” with outside experts, and “Regional Round Table Conferences” ateleven locations within the prefecture were held, at which the Governor himself explained the Vision and exchanged opinions with many people. In
addition to this, surveys of Gunma Prefecture residents were also conducted.

<The road toward formulating the Gunma Plan>● Advisory Panel Round Table Conferences[Held five times from November 2019 to November 2020]

An advisory panel was established to gather opinions from experts who have up-to-date expertise and first-class knowledge in various fields.
Members: Twelve members (ｓix from outside Gunma, six from within Gunma, six men and six women ranging in age from their 20s to 70s)

Six experts from outside Gunma Prefecture
Ota Naoki

Founder and CEO of New Stories Ltd.

Kitano Naho

Executive Officer of Asukoe Partners Inc.

[Regional development]

Tanaka Motoko

President and CEO of GROUND LEVEL INC.

Nakajima Sachiko

Jazz pianist and mathematics educator

Niwa Takashi

Director of TANITA CORPORATION[IT][Architectural design][Education]

Chairman of the Board of
TANITA HEALTH LINK, INC.
Fukui Takashi[Health and longevity]

Visiting Professor at Tokyo University ofAgriculture and Technology[Overall plan]
Advisory Panel Round Table Conference (first session)

Six experts from within Gunma Prefecture
Kobayashi Yoshie

President of Gunma Prefectural
Women’s University[Gender politics/international politics]

Tanaka Hitoshi

Founder and CEO of JINS HOLDINGS Inc.

Teshima Miyuu

Actor and model[Industry and commerce][Representative of modern youth]

Teshima Yukiko

President and CEO of TESHIMA CORPORATION [Representative of female business owners]

Hiratsuka Hiroshi

President of Gunma University

Yajima Ryoichi

Board Chairman of NGO Global Agriculture
Crossroad TERRAKOYA● Interviews with outside experts[Science education][Agriculture/international exchange]*Titles of each individual are as of the timeof these conferences.

[Held six times from November 2019 to March 2020]

To envision the future for Gunma Prefecture in line with global trends, leading domestic and international experts were invited as guests forinterviews.
Session 1

November 27, 2019

Guest: David Atkinson (President and CEO of Konishi Decorative Arts and Crafts Co., Ltd.)

Session 2

December 26, 2019

Guest: Takemi Keizo (Member of Japan’s House of Councilors and WHO Goodwill Ambassador for Universal Health Coverage)

Session 3

January 6, 2020

Guest: Masi Oka (Digital visual effects artist and actor)

Session 4

January 17, 2020

Guest: Miura Lully (International political scientist and President of Yamaneko Research Institute, Inc.)

Session 5

February 19, 2020

Guest: Ito Kazuma (CEO of PoliPoli Inc. and student of the Faculty of Commerce, Keio University)

Session 6

March 25, 2020

Guest: Ataka Kazuto (Professor at Keio University SFC and CSO of Yahoo Japan Corporation)*Titles of each individual are as of the time of these interviews.

● Regional Round Table Conferences[Held at eleven locations July to October 2020]● Gunma Prefecture Resident Surveys[Conducted seven times

2018 to 2020]

An explanation by
the Governor

Making efforts to be the top
runner in a “new normal” society
I have an intense sense of urgency that, despite
having wonderful allure and potential, we will
not be able to survive in this period of majorchanges unless we make major changes as well.
Within this unprecedented pandemic, I strongly
felt that Gunma Prefecture needs to incorporate
new methods of thinking and taking action to
give birth swiftly and proactively to new values

and sufficiency. Let’s create a bright future forGunma. Let’s no longer be only a “middle ranking
prefecture” unable to become a forerunner, which
was the result of Gunma taking our proximity to themetropolitan area for granted.

“This was one of the driving
reasons I ran for Governor!”Interview videos with members of
the Advisory PanelInterviews with the twelve Advisory Panelmembers who participated in establishing
The New Gunma Plan canbe viewed at the prefectural portal website“tsulunos.”4

VisionOur goal in the “new normal” era is a
Gunma Prefecture that is kaiso with threeelements of well-being existing in harmony

A Vision that responds to challenges up to the year 2040
The Vision is based on various changes in the environment anticipated in Gunma Prefecture up to 2040, and is a roadmap toward realizing a “vision
goal” of enhanced well-being of residents, created through the “back-casting” method*. When creating this Vision, changes and potential brought
about through the shift towards the “new normal” became major points of deliberation. What are these changes?

<Structure of the Vision>
Prospects for change (P5)

Vision goal (P6/7/8)

Roadmap to success (P9)

Prospects for change
Redefinitions with the shift to the “new normal”(tentative theory of the Prefecture)

Challenges likely to arise by 2040
● Digitalization will develop further in all industries, causing

the source of “value” that generates profits (GDP) to shift.
this will also change, and Gunma will need to create newvalue.

● In 2040, the prefectural population will shrink to numbers similar

Society

to before its rapid economic growth (approximately 1.6 million),and some areas will face the reality of “disappearing
communities.”● Furthermore, the ageing population of Tokyo will also affectGunma, causing an influx of senior residents and an
outpouring of younger generations.

● Further climate change (global warming) will trigger more

Environment

natural disasters such as typhoons, torrential rains, andextreme heat.

● Meanwhile, infrastructures protecting prefectural residents

continue to deteriorate.

● Post-capitalism will make the crisis of democracy moreInternational

apparent, and the long-term tension in the international
community will boost risks of protectionism.

Rapid acceleration of digitaltransformation (DX) todevelop remote technologies.

Shift to the “new normal”

Economy● Although Gunma has manufacturing as one of its strengths,“Spacious living areas” willbe the foundation for asense of safety and peaceof mind.
Frequent occurrence ofdisasters will becomecommonplace.

Not only food and energy,
but also medical resources
will become strained.

● The world’s population will continue to increase, boosting

demand and causing the supply of energy, food, and water
to become scarce.

Future prospects will change with the shift to the “new normal”
We have summarized the challenges Gunma will face up to 2040 from the four perspectives of economy, society, environment and international
affairs. The forecast sees changes in industrial structures due to digital transformation (DX)*, declining populations, increasing frequency andseverity of disasters, decrepit infrastructures, the rise of protectionism and a dwindling supply of resources. Within these bleak prospects, society
has transitioned to the new normal due to the COVID-19 pandemic. These changes were painful for many people. However, our Vision looks uponthese changes in a positive light and draws up an image of Gunma Prefecture in 2040.

An explanation by
the Governor

This is an opportunity for Gunma
Flexible and positive thinking is essential when looking upon the arrivalof a new era as an “opportunity for regional areas (Gunma Prefecture).”In fact, I am certain that the redefinition of the value of regional areasin the new normal will enhance the strengths of Gunma Prefecture,
as we are blessed with abundant nature and space, while being within
the metropolitan area.

5“Adversity is an
opportunity!”

Terminology● Back-casting…a planning method that starts with defining

future goals and ideals, and deliberating what needs to be donein the present through analysis of present conditions and issues.

● Digital Transformation (DX)…How the popularization of ICT willchange our lives for the better in all aspects.

Vision goal

The ideal state of Gunma Prefecture in 2040

A decentralized self-reliant society in which not a single Gunma
resident is left behind regardless of age, gender, nationality, or ability,
and all are free to live out the life they want and to realize well-being.

The goal is a “kaiso”
Gunma Prefecture
The “new normal” has increased the need for
spacious areas that are free from crowds. Thismeans that the declining population ofregional areas, which has been an issue formany years, may now be an element that is“more appealing than Tokyo.” Spacious living
areas are the foundation for a sense of safety
and peace-of-mind, and stable, sound areas
with unique value have a unifying force that
attracts people, winning in the end. Gunma
Prefecture has defined this appealing factor
as “kaiso,” or “positive sparsity.”

Kaiso(positive sparsity)

Three elements of well-being create kaiso
The Vision has “leaving nobody behind,” “achieving well-being,” and “a decentralized self-reliant society” as its goals. A state of well-being differs
between each individual. This is why the Vision takes into consideration the perspective of “well-being for whom?” and “what type of well-being
for society should be wanted?”, and focuses on three types of well-being—“well-being for each individual,” “well-being for the entire society,” and“well-being for future generations.” Gunma Prefecture will make efforts to create a society in which these three “well-being elements” exist inharmony in 2040.

Viewpoints in the 20th century

Well-being for each individual

A stereotype of “well-being”● Uniform work and lifestyles● Conventional family styles

Well-being for the entire society(Co-existence ofprefectural residents)

Well-being for the future generations(Sustainability)

Fixed type of “prefecturalresident”

Doubts toward well-being

Diverse “well-being”● No sense of well-being despite

steady economic indicators● Participants in an increasingly● Prefectural resident =The “prefectural resident”
in this era● Concerns about sustainability● Maximizes growth andallocation within the present● Different work and lifestyles

for each individual● Good human relationships(communities)

diverse regional community● People who are vulnerable inperiods of rapid change

Inhabitants and thosenative of the prefecture“Well-being” goals

in the regional community andenvironment

Diverse “prefecturalresidents”● Prefectural residents =+Related parties/
foreigners/new minorities“Prefectural residents” withthe future● Sustainable growth with

Doughnut Economics

An explanation by
the Governor

Gunma Prefecture is the perfect place for kaiso

Three elements of “well-being”

The kaiso which Gunma Prefecture aims for is a region that features“soil” with unique nature, industries and culture that possess aunifying power which attracts people, who in turn can communicate
the appeal via digital technology. Furthermore, in addition to being
able to withstand infectious diseases, it is a region that also withstands natural disasters and loss of resources.

The most important mission to me, as a Governor, is to “enhance
the well-being of Gunma residents.” What can be defined aswell-being differs between each individual, and it is not somethingthat can be decided by the government. However, I believe that
we currently live in an era in which well-being cannot be fulfilled
through only physical wealth.

“My mission is toenhance the well-beingof Gunma residents!”

6

“Shido-jin” and “co-creation community”—two innovations necessary to achieve a
decentralized self-reliant society

VisionVision goal

A decentralized self-reliant society built on two principles

The ideal state defined in the Vision for 2040 is a “decentralized self-reliant society.” This concept is the key to achieving a “society in which all
are free to realize well-being without anyone being left behind.” In the Vision, the decentralized self-reliant society is built on two principles. One
is a “decentralized self-reliant society that creates new value,” and the other is a “sustainable decentralized self-reliant society.” Enhancing residents’ well-being will be achieved at the overlapping point of these two principles.

Shido-jin
Digital × Culture
× People

One principle is the “principle of value
creation.” As prospects for change has shownus, the source of value will shift to data as
digitalization progresses in the next twenty
years. That is why it is crucial for us to promote
digitalization. In order to promote digitalization and enhance the appeal of Gunma
Prefecture as a kaiso community, there is aneed to create new value by imagining thefuture, linking digital elements with the uniquevalue (culture) of the region. “Digital × Culture
× People”—this is the equation Gunma will
incorporate from now on.

Level 2
Digitalization

Level 1Mass-productiontype society

simple incorporation of digital tools.
● Those with unique talents (individuals andorganizations) polish and provide value rooted intheir local environs.

● A society in which DX (digital transformation) has

been fully disseminated.
● Services of both public and private sectors areprovided in reality and online.

● The conventional form of society that has face-to-“Shido-jin” are people who takeaction in untouched fields

Shido-jin

In an era in which wealth is acquired bycreating new value, we call people who can
carry this out “shido-jin.” These shido-jin are
individuals who have the power to survive,
think by themselves, and are active in fields
no other people venture into. A shido-jin is
not a special type of person—we all have thepotential to be shido-jin. It is important tonurture this potential, so promoting educational innovation as a long-term strategy
becomes essential. Our goal is to be recognized as a prefecture that fosters shido-jin.

face correspondence as the norm.

The power to comprehend/
process/organize(Deviation value)

Conventional
education in Japan“Individuality” ideals
in Gunma Prefecture
education
In addition to academics,● The ability to think by
oneself● The ability to take action● The ability to survive

Education in Gunma
from now on

A decentralized self-reliant
society that creates value

Power to create value (principle of value creation)A● A society that creates new value beyond theLevel 3Creating ideas, taking
action, and thriving

An explanation by
the Governor

Human resources who can thrive in an era inwhich creativity generates value
In the era of steady economic growth, people who were able
to efficiently make achievements within designated rules andtargets were valued. However, in an environment without clear
rules and targets, what is desperately needed are shido-jin.

7“Everyone iscapable of beinga shido-jin!”

Promotingeducationalinnovation(STEAM
education)

A

A decentralized self-reliant regionalsociety that creates value

Level 3:
Digital x Culture x
PeopleCo-creation community

Gunma in 2040

Shido-jin

Level 2:
Digitalization

Enhancingresidents’
well-being

Tokyo in 2020

Level 1:Mass-productiontype society

The “self-reliance” goals
we are striving for are notabout independence orisolation. We believe that
self-reliance is about notexcessively depending ona specific relationshipand being able to exert
self-direction within open
and diverse relationships.

B

Gunma in 2020

About
“self-reliance”

A sustainable, decentralized, andself-reliant regional society

Power to create value(Principle ofvalue creation)

Level 1:
Crowded/closed-in
spacesLevel 2:
Open/spacious
spacesLevel 3:
Level 4:
+ Disaster prevention/+ Social
medical caresustainability

Safety andsustainability(SDGs principle)

Co-creation community
B

A society that ensures long-termsustainability

A sustainable, decentralized,
and self-reliant society- All residents playing an active role
- Regional economic cycle- Next-generation local government

One principle to achieve a decentralized
self-reliant society is the “SDGs principle.”
Even if there is an industry that creates newvalue, the well-being of future generations
cannot be achieved unless the region is sustainable. The Vision states three elementsthat are needed to maintain sustainability—
one is to have all residents playing an activerole in order to unearth hidden talents. The
second element is a regional economic cycle
to allow regional resources and capital to flow.
The third element is a co-creation community inwhich industries/academia/government collaborate in diverse fields to resolve issues in theregion.

A society with both an environment and infrastructurethat supports life
- Fewer occurrences of disasters + Structural/nonstructural disaster prevention system- Longer healthy life expectancy + medical care system

A society constructedof conventional
urban-type spaces
for efficiency

A society that puts weight on safety against infectious diseases, withspaces that are closer to nature- Open/decentralized spaces- Crowded/closed-in
spacesLevel 1:
Crowded/closed-in spaces

Promotion of the Gunma SDGs Initiative

Level 2:
Open/spacious
spacesLevel 3:+ Disaster prevention/
medical care

The “co-creation community”
will create a public sustainable
for 100 years

Co-creation community

Currently, industries/academia/government collaborations are being made in various fields
around the world, and efforts toward resolving
regional issues are being promoted. This type of
initiative is called the “co-creation community”
within the Vision. Bringing the strengths of bothpublic and private sectors together will create
innovation for the public. We will reaffirm thenecessity of co-creation to accelerate activities
throughout the prefecture. A co-creation community space “NETSUGEN” has been establishedon the 32nd floor of the prefectural government
office as a core location for these activities.

Incorporationof recenttechnology andknowledge

Corporations/NPOs

The government
provideslocations as aplatform

Level 4:
+ Socialsustainability

Gunma
residents/
relatedpopulation

Co-creation
community

Safety andsustainability(SDGs principle)

Directparticipation ofresidents tograsp on-siteissues

Universities/
research
institutions

Incorporation ofrecent technology
and knowledge
Prefectural
government/
municipalities

An explanation by
the Governor

Creation of new value througha regional virtuous cycle
Nurturing shido-jin in kaiso regions will allow these shido-jin toplay active roles in various fields while becoming the core in theco-creation community. Creating a virtuous cycle in this way
will also result in a Gunma Prefecture that appeals to people
and able to create new value and wealth.

“Let’s work forco-creation
throughout theprefecture!”“NETSUGEN”
the co-creation
space on the
32nd floor of
the Prefectural
Office8

Vision

Policies toward the year 2040

Roadmap to success

Roadmap to success

A Priority policies until 2023

Power to create value(Principle of value creation)

Pressing issues are digitalization, of which its
necessity was brought to light by the
COVID-19 pandemic. To recover from thepresent situation, we will take immediate
action and strive to become one of the mostadvanced digital prefectures in Japan by
2023.

Level 3
Digital x Culture x
PeopleGunma in 2040

D
B

2023

Level 2
Digitalization

2025

2030

C

A

B Priority policies until 2025

Level 1Mass-productiontype society

Medical care systems, which received muchattention with the COVID-19 pandemic, is apriority. Due to the effects of climate change,
the frequency and severity of natural disasters has increased. We will fully establish asystem that will ensure safety for residents’
lives.

Level 1:
Level 2:
Crowded/
Open/spacious
closed-in spaces
spacesLevel 3:+ Disasterprevention/
medical care

Level 4:
+ Socialsustainability

Safety andsustainability(SDGs principle)

C Priority policies until 2030

D Priority policies until 2040

Establishing three principles for long-termsustainability (all residents playing an activerole/regional economic cycle/next-generation
local government). We will declare completion of SDGs within Gunma Prefecture by
2030, the target year designated by theUnited Nations.

The power to think proactively and take action in new fields. In the final ten years, individuals
wielding this power shall grow to come together and lead Gunma. In 2040, shido-jin educatedwith new methods will be at the center of administrative and industrial cores. This will be thebirth of a “New Gunma” which offers world-class appeal. Gunma Prefecture will always read thechanges in eras to envisage new futures for further development.

<Seven policy principles>
Seven policy principles have been established to realize 2040 goals, which were envisioned using back-casting methods.

2020
Policy1

Policy2

Policy3

Policy4

Policy5

Policy

2025

2030

2035

Enhancing medical care provision systems
Realizing a society in which all residents can play
an active role

Introducing andlaunching systems

Increasing ratio ofsocial participation

Establishing an economic cycle in the region

Implementation inadvanced areas

Expanding throughout
the entire prefecture

Launchingorganizations

Expansion and deepening of activities

Expansion of new
educational methods

Social participation of shido-jin

Cultivating co-creation communities

PolicyPromoting educational innovation and shido-jin
roles

The activities of shido-jin will nurture new shido-jin,
to create an appealing natural cycle

An explanation by
the Governor

This is just the beginning of The New Gunma Plan!
The New Gunma Plan does not end with its formulation, as executing the detailed visions
we have created is important. Its Vision cannot be achieved by only the prefectural government—all local municipalities, corporations, organizations, and residents need to start
thinking for themselves and taking action, one step at a time, towards an ideal Gunma.
Let’s work together to powerfully steer Gunma Prefecture ahead.

9

2040

Achieving #1 in disaster resilience

6
7

2023

Promoting digital transformation in administrationand education“We can achieve
this dream byworking together!”Basic Plan

Seven policy principles to realize the Vision
The Basic Plan establishes the ideal vision for 2040, detailed measures, and KPI (Key Performance Indicators)
for each of the seven policy principles designated on the roadmap to successfully realize the Vision.
The progress and achievements of each policy will be closely monitored each year andreflected within plan reviews after five years.

Policy1

Promoting digital transformation in administration and education
We will make efforts to become the most digitally advanced prefecture by the year 2023 by focusing on digitalization, whichis the prerequisite for resolving social issues through overall and individual optimization.

<Goals for 2040>
The Gunma prefectural administration in
2040 will provide necessary administrative
services, even with decreasing numbers ofstaff, by using ICT and other advanced technologies. Furthermore, it will evolve into aplatform that responds to the increasingly
diverse needs of residents, by linking various
entities to conduct official roles. As theentire society progresses in digitalization,
education will be in an individually optimized
and collaborative format that utilizes ICT,
with further methods of “new learning unique
to Gunma” ahead of the times, for inquisitive
learning that makes the most of the Gunma
region.

Terminology<Major steps to be taken>
Administration● Promoting application procedure digitalization for further resident convenience● Streamlining routine tasks with digital technology to create an environment in which staff is able tofocus on tasks such as policy making● Utilizing digital technologies to allow work to be done regardless of the location (telecommuting)

Education● Utilizing ICT to promote individually optimized and collaborative education● Preparing and offering one device for each elementary/junior/ senior high school student in theprefecture (Device preparations within 2020)● Promoting collaboration between elementary/junior/senior high schools with accumulated

educational data

<Major KPI>
● Ratio of digitalized administrative procedures● Ratio of teachers who can properly teach ICT use to students

At the start

2025

Currently tallying

100%

71.7%

95% or more

(26th in Japan)● Digital Transformation (DX)…How the popularization of ICT will change our lives for the better in all aspects.
● ICT… An abbreviation for “Information and Communication Technology.” It defines communication using communication technology. In addition to

information processing, it is also the general name for industries and services that use communication technology such as the internet.

Policy2

Achieving #1 in disaster resilience
We will focus on initiatives up to 2025 to form a system that will ensure safety for residents from increasingly frequent andsevere natural disasters resulting from climate change.

<Goals for 2040><Major steps to be taken>

Due to climate change, increasingly frequentand severe weather-related disasters will
become a normal occurrence in Gunma
Prefecture in 2040. We will create a safe andsecure foundation for regional society byenhancing resilience in both structural andnon-structural elements. This will decrease
the risk of social and economic losses by
ensuring the sustainability of economic
activities, along with reducing the risk ofhuman casualties by encouraging disasterprevention awareness between residents, forprompt and appropriate evacuation.

● Reinforcing safety in areas which have experienced water overtopping, overflowing, and inland water

Terminology

damage● Maintenance and restoration of river and dam functions to cope with increasingly frequent torrential

rainfall● Establishing resilient road networks that will function during disasters● Promoting evacuation activities to ensure no one is left behind during water disasters● Creating forests that will withstand disasters<Major KPI>At the start

2025● Number of houses with decreased risks of water disaster

8,819

32,818● Number of industrial estates with decreased risks of water disaster1

10● Disaster resilience…The “disaster prevention capabilities” which will minimize damage while avoiding fatalities in the event of an unexpectedly

large disaster, and the “recovery capabilities” for the swift recovery of residents’ lifestyles and economic activity.

● Cooperation…Having neighboring residents help each other in the community. It is a stance in between self-help (protecting oneself and one’s

family) and public assistance (support and rescue by governments, etc.).

10

Policy3

Enhancing medical care provision systems
Extensive efforts will be made for the sustainable provision of necessary medical care for all residents by 2025.

<Goals for 2040><Major steps to be taken>

Role-sharing and collaboration between
medical professionals and the incorporation of advanced technologies such as
ICT to efficiently utilize limited medical
resources and construct a system inwhich doctors and medical workers canwork comfortably will be developed in
Gunma Prefecture by 2040, for the sustainable provision of necessary medicalcare for all residents.

● Promoting role-sharing and collaboration between medical organizations in light of future medical demand

Terminology

Policy4● Constructing a collaborative system for emergency and disaster medical care
● Constructing a collaborative system for pediatric and prenatal care
● Promoting telemedicine and construction of a collaborative system for home medical care
● Work reform for doctors and medical workers, with measures taken toward uneven distribution of doctors

in regions and categories● Enhancing functions and stabilizing management of prefectural hospitals<Major KPI>At the start

2025● Number of convalescent beds (including acute phase recovery beds)

5,276

6,067

● Number of hospitals/clinics that offer home visits

487 or more

531

● Regional medical plan…By 2025, all prefectures in Japan will estimate necessary beds, etc. and future medical care demand along with designating the direction

necessary for measures in each region within each medical function and category to establish a seamless system for medical/nursing care through efficient andeffective use of limited medical resources. This has been formulated in Gunma Prefecture in 2016, and efforts are being made to develop functional differentiationand coordination of hospital beds while enhancing home medical and nursing care.

Realizing a society in which all residents can play an active role
Development of an environment in which diverse residents are never left behind, to create a foundation for a society inwhich all residents can play an active role.

<Goals for 2040>
Gunma Prefecture in 2040 will be a region that is full of vigor, in which diverse residents can actively participate in society regardless ofage, gender, nationality, or ability.

<Major steps to be taken>
Offering support for children which will enable them to take on active roles in the future

Living together with/co-creation with diverse cultures● Offering educational and living support for households in need

● Offering communication support for foreign residents and providing living

support to establish an environment in which foreign residents can residewith peace of mind

● Establishing support services for children in need including spaces where

they can spend time

● Promoting new value to be created with foreign residents, who are● Developing environments in which single parents can work with peace ofcolleagues in our quest to create Gunma

mind and balance child-rearing and work
Active participation regardless of gender

Active participation of residents relocating to Gunma and related population● Promoting awareness in the general society, and promoting significance● Promoting relocation and its related population by creating a brand ofof the “elimination of stereotyped perceptions of gender roles (genderequality)” at home and the regional community

Gunma living● Creating a society with gender equality, in which women who wish to

Creating an inclusive society in which diverse residents support each other and play active roles

work are able to exert their full potential at work along with those withdifficulty working in conventional ways

● Collaboration/cooperation with human rights-related organizations andsupport groups and promoting various awareness-building and consultation
activities

Extending healthy life expectancy and senior participation● Deepening and promotion of comprehensive community care systems● Developing measures based on the Gunma Model geared toward estab-● Promoting the creation of work environments in which everyone islishing a vibrant society with a long healthy life expectancy

comfortable● Supporting initiatives taken at local municipalities to prevent frailty

Ensuring transportation methods that support diverse residents

Active participation of the disabled● Provision of transportation for regional living● Holding training, etc. to communicate information on and deepen under-● Ensuring means of transportation that is effective and sustainable, bystanding of disabilities

utilizing innovative technologies● Realizing a society in which people with disabilities who wish to work can

actively participate in society<Major KPI>

Terminology

At the start

2025

20

35

● Ratio of women in management positions

16.1%

33%

● Ratio of private sector employment of people with disabilities

2.14%

2.30%

● Number people relocating to Gunma

962/year 1,400/year● Ratio of workers taking paid leave

50.3%● Number of municipalities who have support services

for children including places where children can spend time11

● Frailty…Decreased strength and cognitive functions with age, which

can easily lead to functional disabilities and needing nursing care.

70%● Related population…People from outside of the region who areneither relocated “residents” nor sightseeing “visitors,” who havediverse relationships with the regional community and residents.

● AI on-demand transportation…Transportation services that offer

pickup and drop-off services with AI dispatching to go to locations
and times designated by user reservations.

Policy

5

Establishing an economic cycle in the region
Resources and funds for the region. What is the key to enhance sustainability?
In addition to creating a regional society with high resource productivity, in order to co-exist with nature (the base of ourexistence), we will also need to have an independent regional economy that does not depend on specific outside factors to
support our livelihood.

<Goals for 2040>
Gunma Prefecture in 2040 will develop and see steady results of initiatives to attain the “Five Zero Declarations” (“zero emission ofgreenhouse gasses,” “zero blackouts in the event of disasters,” “zero plastic waste,” and “zero food loss”) by 2050. An ecosystem thatoffers sustainable creation of new value grounded in digitalized Gunma soil will be completed, with reinforced competitive powers in eachindustrial field to create high-quality employment in the region. With active regional consumption to create a regional economic cycle,
Gunma will become a unique regional economic zone.

<Major steps to be taken>
Nurturing an economic cycle with high resource generation● Promoting decentralized and self-reliant energy sources in the region● Offering support for substitute plastic technologies and promoting the transition from single-use plastics to recycled plastics while promoting the 5Rs● Embedding the mentality of not wasting food in the minds of residents and businesses through the MOTTAINAI movement● Promoting the rediscovery of the appeal of Oze Marsh, and maximizing the potential of the Oze area through conservation, utilization, and creation of new

appeal factors through public-private co-creating communities

Reinforcing competitive strengths of forestry● Reinforcing lumber processing systems within the prefecture (reorganizing lumber production and processing systems)● Promoting the use of wood for building● Forestry system reform (enhancement of forestry resource information, incorporation of forest zoning, measures taken for digitalization/automation forlower-cost forestry)● Constructing systems for sharing and advanced use of forest resource information with participation from the prefecture, local municipalities, and forestry

businesses

Reinforcing competitive strengths of agriculture● Making agriculture a growing industry through optimizing farmland and developing production infrastructures● Reinforcing competitive strengths of horticultural production areas, etc. within the new normal● Establishing resilient livestock management that holds up against international competition● Expanding the demand and communicating appeal with the “strengths” of locally-grown agricultural and livestock products● Expanding sales routes by promoting exports of agricultural and livestock products, etc.

Reinforcing competitive strengths of industries● Cultivating business managers, engineers, and others who are digital and analog experts to encourage productivity through utilization of digital technology anddata● Supporting challenges made to enter overseas markets (global businesses), of which population and market scale expansion is anticipated● Supporting diversification of supply chains and the bringing back of manufacturing to Japan● Creating profitable regions and towns by active incorporation of IT and innovative technologies to resolve issues faced by commercial and service sectors

Creating high-quality employment and cultivating human resources● [Forestry] Organizational reinforcement of forestry businesses● [Agriculture] Securing diverse workers who can thrive in the new normal● [Construction] Work style reform within the construction industry● [Promotion of future investments] Promoting diverse investments by companies with high added value, including the creation of appealing employment, etc.
● [Business continuation] Enhancing support for business continuation● [IT human resource development] Promoting IT education to all generations with industries/academia/government collaboration and new businesses utilizing

digital-related solutions, products and services● [Employment support] Offering information that corresponds to various life stages such as graduation from college, marriage, child-raising, nursing parents,

etc. and securing employment within the prefecture<Major KPI>At the start2025● Quantity of incorporated

5,689,149 thousand kWh/year

7,059,000 thousand kWh/year● Forestry industry output

renewable energy

82.6 billion yen

102 billion yen● Agriculture industry output

236.1 billion yen

260 billion yen● Gross prefectural production (each field)

8.9704 trillion yen

9.5 trillion yen● Salary per person

4,318,000 yen

4,800,000 yen

Terminology● 5R… Five actions that can be taken to reduce waste—Reduce, Reuse, Recycle, Refuse, Repair.
● Supply chain…The overall flow of a product, from procurement of raw materials/components, to manufacturing, inventory management, delivery,

sales, and consumption.

12

Policy

6

Cultivating co-creation communities
Launching co-creation communities which create innovation through exchanges with diverse “prefectural residents” fromvarious fields, to enhance long-term sustainability.

<Goals for 2040>
Gunma Prefecture in 2040 will have industries/academia/government collaborations to launch various unique co-creation communities
rooted in Gunma soil, layered within the community, and creating local appeal. This appeal becomes a centripetal force which attracts
shido-jin who will play active roles in the co-creation communities. These communities will be launched organically and take action,
creating a cycle which results in issue-solving.

<Major steps to be taken>
Creating a basis for the co-creation community

Regional creation through sports● Supporting creation of local visions and nurturing facilitators● Making the most of outdoor sports to boost the number of visitors

Resolving regional issues

Regional creation through culture● Promoting community activities (community management organizations,● Regional development with art

community development organizations, etc.) with active resident participation
Creating new appeal with tourism
Developing towns for sustainable living● Developing tourism sites that take into account the new normal● Creating a “comfortable town center, perfect for walks” with new methods ofpublic facility and space utilization

Creating new values for forestry and farming● Creating “forestry businesses”

Operating the co-creation space “NETSUGEN” (32nd floor of the Prefectural Office)● Implementing initiatives for diverse human resource exchanges, taking up the

Taking responsibility as the “upstream society” of the Tone
River System, which is the protector of rich water resources

challenge of starting new businesses, and resolving regional issues● Promoting forestry development with independent forestry management

Offering support for start-up businesses● Forming a “Start-up Ecosystem” which will trigger autonomous innovation<Major KPI>At the start

2025● Number of co-creation projects born from regional visions (Total)--45● Number of regional management organizations

66

90● Number of entrepreneurs supported by the start-up support project (Total)

--

150

● Number of regions working on “Forestry businesses” (Total)

13

25

Terminology● Facilitator…The original meaning is a promoter, but in this context, the term defines a person who helps with workshop proceedings from a neutral perspective,

to promote consensus building and achieving participant goals.

● Start-up…Construction of innovations or new business models in short periods of time, and concepts or activities that develop new markets.

Policy7

13

Promoting educational innovation and shido-jin roles
Promoting educational reform to cultivate people who think for themselves and have the power to take action in new fields(shido-jin), and gathering these shido-jin to create a society that will lead Gunma.

<Goals for 2040><Major steps to be taken>

Gunma Prefecture in 2040 will offer education to appreciate diversity and nurturea rich sense of humanity. Additionally,
individually optimized, collaborative education by utilizing ICT and other advanced
technologies, and inquisitive learningthat makes the most of the Gunma region
will also be provided. This “new learning
unique to Gunma” will cultivate shido-jin
who will actively participate in industrial
and administrative roles, at various fields
in the region and education, to foster
further shido-jin.

● Establishing new learning methods built on DX● Promoting individually optimized education according to disabilities with development of education

utilizing ICT● Collaborating with diverse educational organizations to provide systematic, comprehensive, wide-

spread, and diverse learning services utilizing ICT● Cultivating human resources for industry with academic collaborations● Cultivating free thinking with focus on junior and senior high school students<Major KPI>
Ratio of students who believe they can proactively think and act for problem-solving
At the start2025● 6th grade students

79.7%

95% or more● 9th grade students

76.2%

95% or more

Maebashi Region

Basic Plan

Municipality: Maebashi City
Population: 336,100
Area: 311.6 km2

Regional soil andpolicy visions
Take a look at the unique values of 11 regions
within the prefecture, and organize eachregion’s issues and policies

Maebashi was developed as the capital of the prefecture, built on thesilk-spinning industry. It is a well-balanced area that is comfortable to live
in, with urban strengths such as the Maebashi Red Cross hospital and otheradvanced medical institutions, along with various universities including
Gunma University. The region also boasts a rich natural habitat such as
Mount Akagi, which is one of the country’s 100 famous mountains, alongwith having one of the highest agricultural production in Japan.
On the other hand, the region also has issues, which include the declineof city centers and the increasingly inconvenient public transportation. To
resolve this, urban development based on urban design through co-creation,
initiatives for a “super city,” tourism promotion with focus on Mount Akagi,
and promotion of migration based on the “slow city” philosophy will be taken
to encourage regional vitality.

As a prologue for various co-creation initiatives to be developed,
such as establishing visions for each region, the prefecture has
formulated “policy visions” to create regional sustainability and“regional soil,” which creates new value when combined withdigitalization.

A distant view of Mount Akagi as seenfrom Maebashi City

North Gunma and the
Shibukawa Region

Excavated artifacts such as Haniwa clay
images and the Nakafutago Tumulus,
one of the Omuro Kofun Cluster

Sawa-Isesaki Region

Municipalities: Shibukawa City, Shinto Village, Yoshioka Town

Municipalities: Isesaki City, Tamamura Town

Population: 113,200

Population: 249,700

Area: 288.7 km2

Area: 165.2 km2

The North Gunma and Shibukawa Region is located at the center of theprefecture, with a well-developed transportation network with the development of the Kan-Etsu Expressway and the Joshin Expressway. This
convenient transportation access brings in many visitors to tourist farms in
the area to enjoy seasonal fruit picking experiences, Kokeshi doll painting
facilities, art galleries, museums, and amusement parks. In addition tothese tourism resources, Ikaho Hot Springs, which attract more than one
million tourists annually, acts as the base for tourism, with wide-spreadregional and tourism promotion through regional collaboration DMO, whichuses local resources to attract tourists and communicate information.

As the population declines and the low birthrate and aging population
are making labor shortages increasingly serious, human resources fromoverseas are proving to be indispensable in the development of various
fields in the region. It is forecasted that more and more foreign residents
with diverse languages, customs, and cultures will be calling this region
their home. To enable sustainable development of the Sawa-Isesaki Region,
it is essential to develop measures to deepen mutual understanding among
all residents, working hand in hand, to promote co-existence regardless ofnationality.

On the other hand, a mix of growing and declining population can be seen incities and towns, with varying situations. With this in mind, the promotion of
relocation to Gunma and the increase in new residents will be encouraged
through urban development that withstands disasters to offer safety andpeace of mind, support for child-rearing, and ensuring employment, tocreate an area that is vibrant and full of energy.

Ikaho Hot Springs [photo: Shibukawa
Ikaho Onsen Tourist Association]

Various grapes available for grape
picking [photo: Shinto Village]

Furthermore, initiatives to encourage regional businesses will be promoted,
such as the development of industries and agriculture by making most of
the region’s proximity to the metropolitan area, its highly convenient transportation network, and its flat terrain. Additionally, regional development
utilizing unique resources will also be promoted, such as the “Tajima Yahei
Sericulture Farm” and roadside station “Tamamura-juku.”

The Isesaki-Miyago Industrial Park
(Isesaki City)

The roadside station “Tamamura-juku”(Tamamura Town)

14

Takasaki and Annaka Region

Tano-Fujioka Region

Municipalities: Takasaki City, Annaka City

Municipalities: Fujioka City, Ueno Village, Kanna Town

Population: 430,500

Population: 68,100

Area: 735.5 km2

Area: 476.7 km2

The key to the Takasaki and Annaka Region is development centered on
Takasaki Station, which is the key transportation hub (gateway) of theprefecture and sees 60,000 passengers a day. The effective use of recent
facilities such as the “G Messe,” “Takasaki City Theatre,” and “Takasaki
Arena” to extend vitality to neighboring areas is most prominent as thedriving force of regional development.

Fujioka City is a key point for automobile expressways, and makes most of
its favorable location to attract diverse corporations and develop tourism
centered on the popular roadside station “Laran Fujioka,” which lies
adjacent to the Joshinetsu Expressway Fujioka Interchange. Informationsuch as for the world heritage site “Takayama-sha Sericulture School,”
Sakurayama Park, the strawberry brand “Yayoihime,” and the Artist in
Residence Program has been widely disseminated to boost regional appeal.

On the other hand, some regions face serious effects of the declining
population, and measures are needed to respond to the decline of regional
communities and local vitality. Along with demonstrating regional advantages such as convenience of transportation, abundant natural, historical,
cultural assets and sports, regional and tourism development will be conducted with sights set on international advancements as well.

Bird’s eye view of Takasaki Station andits surroundings [photo: Takasaki City]

Megane-bashi Bridge (Usui Third Bridge)[photo: Annaka City Tourism Organization]

On the other hand, the Okutano area (Ueno Village, Kanna Town) has been
experiencing a sharp decline in population. The population is increasingly
aging and needs to attract new residents and industries. Efforts will bemade to boost local energy by making most of the rich natural environmentof which the Okutano area has in abundance—rich forest resources will
be utilized and forest therapy experiences in Uenomura Village promoted
along with the “Kanna no Ryo” which highlights the appeal of the pristine
Kanna River. Furthermore, efforts are being made toward local production/
local consumption of energy to become a resource recycling model region.

Many enjoy the pristine river waters at“Kanna no Ryo” [photo: Kanna Town]

The prefectural-grown strawberry brand“Yayoihime” [photo: JA Tanofuji]

Kanra and Tomioka Region

Agatsuma Region

Municipalities: Tomioka City, Shimonita Town, Nanmoku Village, Kanra Town

Municipalities: Nakanojo Town, Naganohara Town, Tsumagoi Village,
Kusatsu Town, Takayama Village, Higashiagatsuma Town

Population: 70,400

Population: 54,300

Area: 488.7 km2

Area: 1,278.6 km2

15

The Kanra and Tomioka Region is blessed with a rich natural environment
including Mt. Myogi, and tourist attractions such as the Tomioka Silk Milland Arafune Cold Storage, which are both World Heritage Sites. The present
challenge is to find ways to make most of these resources to revitalize theregion. To do so, robust, appealing regional development will be conductedwith focus on the Tomioka Silk Mill, which has a profound impact on theregional economy and is a crucial part of the region’s resources, to attract
people, businesses, and information for revitalization. These efforts will aim
to create a region with a tangible sense of well-being, in which all residents
can live the life they envision, with no one left behind, playing an active rolein society with motivation, regardless of age, gender, nationality, or ability.

The Agatsuma Region boasts a rich natural environment that includes
the majestic Mt. Asamasan and Mt. Kusatsu-Shiranesan, along with hot
springs such as Kusatsu, Shima and Manza Hot Springs. The region has
been blessed with a natural habitat with abundance of attractive tourist
resources. Along with tourism, some areas also have a thriving highland
agricultural industry including production of summer and autumn cabbage.

World Heritage Site Tomioka Silk Mill(Tomioka City)

Kusatsu Hot Springs Yubatake (hotwater field) (Kusatsu Town)

Mt. Myogi Panorama Park (TomiokaCity)

On the other hand, this region also suffers from a sharp decline in population. For this reason, initiatives to make most of the regional’s potential,with sustainable regional development to hand down treasured “homelandwith wonderful nature, tradition and community ties” to the next generation, are being promoted.

Yanba Dam (Naganohara Town)

Tone-Numata Region
Municipalities: Numata City, Katashina Village, Kawaba Village, Showa
Village, Minakami Town
Population: 81,000

Ota Region
Municipality: Ota City
Population: 224,400
Area: 175.5 km2

Area: 1,765.7 km2
The Tone-Numata Region is blessed with a rich natural environment that
includes Mt. Tanigawadake and Oze. The area holds immense potential due
to its convenient access from metropolitan areas, with a focus on tourism
such as its variety of hot springs and outdoor activities, forestry with theregion’s rich forest resources, and agriculture with highland vegetables andtourist farms. Furthermore, the abundant waters of Tonegawa River, fed bymajestic mountains, also supports the region as the “source of Tonegawa
River.”The policy visions have set sights on the promotion of agriculture development and water environment conservation/recycling-oriented society
through the region’s “rich nature and water,” handing down forest conservation and culture to next generations, and promotion of new residents
and tourism through local resources. In this way, efforts are being made toachieve a sustainable, decentralized, and self-reliant society founded on
the “The Numata, Tone area domiciliation independence zone plan” andbased on local cooperation focused on agriculture/forestry/tourism.

Rafting on river rapids (Minakami Town) Sprawling lettuce fields at Akagi Kogen
highlands (Showa Village)

Kiryu and Midori Region
Municipalities: Kiryu City, Midori CityThe Ota Region is the prefecture’s largest industrial area when seen fromthe shipment value of manufactured products. Promotion of the transportation equipment industry will be the key to regional development, with the
Subaru Corporation at the core. In order to enable sustainable developmentof the region, there is a need to diversify industrial structures by supporting
creation of new industries and business start-ups, along with cultivating
human resources for the future and enhancing existing businesses withadded values. As the region is home to many foreign residents, co-existenceis also something to be considered. Furthermore, dwindling birth rates andlongevity has resulted in vacant stores in the city center, calling for revitalization of the region. Efforts will be made for regional development thatmakes most of the area’s features, such as its rich historical heritage, local
culture such as festivals in various towns, and tourist resources such as the
Hachioujiyama Park.

Serada Toshogu Shrine

Subaru Corporation Yajima Plant

Ora-Tatebayashi Region
Municipalities: Tatebayashi City, Itakura Town, Meiwa Town, Chiyoda Town,
Oizumi Town, Ora Town

Population: 160,500

Population: 181,200

Area: 482.9 km2

Area: 193.3 km2
The Kiryu and Midori Region has a unique history related to the textile
industry and Akaganekaido, with an abundant natural kaiso environmentthat is close to urban and mountainous areas. The potential of theseresources will be maximized for regional and tourism development.
Furthermore, the region boasts highly active community groups led by its
residents, and has been seeing results of industry-academia-government
collaboration projects by Gunma University and Kiryu University. With
these activities as a foundation, diverse people will participate in various
co-creation communities to resolve regional issues and encourage industry
developments to revitalize and boost sustainability of the region, which issuffering from a declining population. Additionally, the region will makeefforts to attract more new residents while encouraging active participationfrom human resources with an innovative flair, by promoting unique education and human resource training with industry-academia-government
collaboration and digital technology.

The Ora-Tatebayashi Region consists of almost entirely flat terrain, with
an abundance of water and greenery, with rivers, swamps, and lowland
forests. Furthermore, as this area is the closest to Tokyo and is blessedwith land and water resources, it has a high concentration of manufacturingbusinesses, and many foreign residents. The area has tourism resources
such as beautiful waterside scenery and an abundance of nature suchas the Tonegawa River, the Watarase-yusuichi retarding basin, and theJapan Heritage “Sato-numa,” along with attractive local resources such asadvanced, multi-cultural co-existence initiatives and a diverse food culture.
By polishing these elements, efforts will be made for regional development.

The Kiryu Yagibushi Festival [photo:
Kiryu City]

Azaleas at the Tsutsujigaoka Park
(Tatebayashi City)“Kiryu textiles,” which are designated a
traditional craft

On the other hand, there are pressing issues such as ensuring sufficient
medical resources and developing a system to prepare for water disasters
such as river flooding, and a plan of action will focus on these challenges.
Furthermore, measures toward the decreasing population will also betaken, making most of the area’s proximity to Tokyo, and using existing
housing developments to receive people and attract new residents.

Watarase-yusuichi Detention Basin(Itakura Town)

16

The year 2040

A society that achieves well-being
and enables living one’s desired life
Our lives have undergone drastic changes
with the spread of the COVID-19 virus

Have you noticed these changes, but have yet to take action?
Are you preoccupied with immediate problems
that dissuade you from doing so?

Gunma Prefecture has taken a new step forward to attain an ideal Gunma in 2040.

What type of future do you envision,
and what steps will you take?

17

The sentiment behind the G VISION 2040 logo

The logo is the character for “gun”（群）, compiled from various shapes“A decentralized self-reliant society in which not a single Gunma resident is left behind regardless of age, gender, nationality, or ability, and all are
free to live out the life they want and to realize well-being.” The logo stands for the ideal state of Gunma in 2040, as pictured in the Vision.
Diverse shapes including rectangles, squares and triangles come together as one to create Gunma（群馬）. What is more, yellow symbolizes light fullof hope/future, green stands for lush natural forests, mountains, and plant life, while blue symbolizes clear skies and water resources. The many
blessings of Gunma Prefecture have been described with colors.

Appendix

What is your 2040 Vision?

Draw up MY VISION!

The New Gunma Plan “G VISION 2040” envisions the ideal state of Gunma Prefecture in 2040. Along with the
G VISION, why not draw up your own Vision for 2040?
Use this sheet and talk about the future with your family and friends.

M Y V I S I O N 20 4 0
MeFamily/friends

Ideal state in 2040

2035

Roadmap(

years old)2030(

years old)2025(

years old)

What action canbe taken now

18