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机遇之地——只要你知道 往哪里寻找
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共建美好 明天
Aurigo Masterworks (资本规划与建设工程管理软件) 作为领先的资本规划与建设工程管理软件，助力美国为明天进行更智能的建设。其易于使用和配置，为您提供触手可及的强大功能，帮助您规划、建设和维护城市的资本资产。
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寻找共识
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山火
深度观察
■ 加拿大山火产生的烟雾再次笼罩美国城市。底特律是受影响最严重的城市之一，一度记录下全球各大城市中最差的空气质量，烟雾引发了密歇根州全境的健康警告。纽约市也被笼罩在橙色的烟雾阴霾中，居民在空气质量不佳的警报中被敦促留在室内。这些火灾已成为北部边境的政治闪点。来自密歇根州的四名共和党国会议员在信中写道，加拿大的“省领导们提供的是借口而非结果，且在某些情况下，公开将美国公民的健康视为对其自身夏季生活的干扰”。唐纳德·特朗普总统在 19 日进一步表示：“也许他们应该向我们支付一些赔偿金……或者我们应该征收一些关税。”加拿大的应急管理部长埃莉诺·奥尔谢夫斯基早前表示，渥太华的“首要任务是保护加拿大人并确保社区安全”。
■随着与俄罗斯的战争进入第五年，乌克兰没有时间等待加入北约 (北大西洋公约组织)。由于对受邀加入（以及随之而来的极具价值的第五条 (北约集体防御条款) 保护）感到失去耐心，乌克兰总统弗拉基米尔·泽连斯基与另外九个欧洲国家结成联盟，以保护他们免受弹道导弹威胁。这位乌克兰领导人表示，该联盟可以在 12 个月内开发一套量产且低成本的导弹系统，这将使他们减少对外国能力的依赖。
这正值全球紧张局势上升的不同热点地区出现小型国防联盟增长的趋势。澳大利亚和斐济最近建立了一个新的重大国防联盟，以应对中国在印度-太平洋地区日益增长的影响力，并为新西兰、巴布亚新几内亚和汤加等邻国留下了加入的大门。土耳其和埃及也签署了一封意向书，以建立更紧密的国防工业合作。
由于日益增加的国际冲突给现有联盟带来了压力，专家表示，这些协议并非旨在取代传统联盟，而是标志着策略向“小多边主义”转变——即由规模较小的国家集群建立更非正式但高度集中的协作，以解决特定的共同目标。
“政府不再等待北约 (北大西洋公约组织) 或联合国等大型组织的共识，而是越来越多地与安全利益最一致的伙伴整合资源、专业知识和技术，”英国诺丁汉大学专注于乌克兰外交政策和欧洲安全叙事的助理研究员 Artur Nadiiev 表示。
“这些安排可以实现更快、更有针对性的行动，但最好将其理解为是对既有联盟和更广泛国际合作的补充，而非替代。”
随着唐纳德·特朗普总统威胁退出北约 (北大西洋公约组织) 并切断海外军事援助，盟友们可能会发现，“全球思考，本地行动”是最佳解决方案。
特朗普总统曾威胁 将美国从北约 (北大西洋公约组织) 中移除。
“[体育] 已不再仅仅是 一项热情投资。 它已成为 投资组合中 真实的一部分。”
体育
进军赛场
■ NFL（美国国家橄榄球联盟）长期以来是美国老牌财富的堡垒，但如近期西雅图海鹰队（Seattle Seahawks）的出售情况所示，它已成为新贵们的资产类别。海鹰队正被一个由风险投资家维诺德·科斯拉（Vinod Khosla）领导的团体以 $9.612 十亿美金的价格收购，这是 NFL 特许经营权有史以来最高的价格。科斯拉的妻子尼鲁（Neeru）将成为控股所有者。他的团体在最终轮竞标中击败了波士顿凯尔特人队候任理事怀克·格劳斯贝克（Wyc Grousbeck）和钢铁继承人阿迪蒂亚·米塔尔（Aditya Mittal）。
买家比数字更重要。1997 年买下海鹰队的保罗·艾伦（Paul Allen）是微软的联合创始人；他的遗产将把此次交易所得用于慈善事业。科斯拉是 Sun Microsystems 的联合创始人，并且通过 Khosla Ventures 成为首家支持 OpenAI 的风投公司。他的儿子尼尔（Neal）也是所有权团体的一员，经营着一家人工智能健康公司。硅谷财富的一代正将一支 NFL 球队传给下一代。该联盟的所有者阶层长期以来来自石油、零售、房地产和制造业——如杰里·琼斯（Jerry Jones）、罗布·沃尔顿（Rob Walton）、斯坦·克伦克（Stan Kroenke）、罗伯特·克拉夫特（Robert Kraft）。艾伦曾是科技界的异类，但现在不再是了。另一位微软校友史蒂夫·鲍尔默（Steve Ballmer）自 2014 年起就拥有快船队。
摩根大通私人银行 11 月的一项调查发现，20% 的亿万富翁家庭目前持有体育队伍的控股权，高于 2022 年的 6%。摩根大通全球私人银行执行主席安迪·科恩（Andy Cohen）告诉彭博社，体育已经“不仅仅是一项激情投资”，“它已成为投资组合中真实的一部分”。
TERESA SUAREZ/POOL PHOTO/AP; BURAK KARA/GETTY; IAN MAULE/GETTY; SIMONKR/GETTY
墨西哥
家常菜
Chipotle 在墨西哥开设了首家餐厅，将美国版本的墨西哥风味美食带回了其发源地。位于新莱昂州（Nuevo León）的门店旨在作为更大规模扩张的跳板，墨西哥城是名单上的下一个目标。挑战不在于向墨西哥介绍卷饼，而在于说服食客：一家来自加州的连锁店，能为他们比该品牌更了解的饮食文化增添什么新东西。
CHIPOTLE; ATOSS/GETTY; MOUNEB TAIM/AP; DANIEL HAYDUK/AFP/GETTY; EMMA DA SILVA/AP; PABLO BLAZQUEZ DOMINGUEZ/GETTY; MARVIN RECINOS/AFP/GETTY
直布罗陀
开放边界
根据一项新的英国-欧盟条约，每天在西班牙和英国海外领地直布罗陀之间往返的数千人将不再在陆路边界面临常规检查。该协议结束了脱欧后数年的不确定性，旨在保护一个严重依赖跨境工人的经济体。直布罗陀的主权保持不变，但威胁日常生活和商业的实际障碍已基本被清除。
邻国的第三任期剧本 是否会向北传播？
■ 萨尔瓦多总统纳伊布·布克莱 (Nayib Bukele) 迈向第三个连续任期的进程虽然发生在远离华盛顿数千英里之外的地方，但很难想象 唐纳德·特朗普 不会关注此事。7月 13 日，布克莱执政的新想法党 (Nuevas Ideas) 正式批准他为 2027 年大选的候选人，从而巩固了由宪法修订所开辟的道路，该修订允许总统无限次连任。批评者称其为民主的警告信号；支持者则称其为民主在发挥作用。
无论如何，布克莱都在测试一位受欢迎的领导人在不失去公众支持的情况下，能将政治体制的规则延伸到何种程度。特朗普不太可能忽略这一点，而他对自己政治前途发出的信号一直模棱两可。去年 3 月，当被问及是否想要第三个任期时，他告诉 NBC 新闻：“我喜欢工作，”并表示，“有你可以实现这一目标的方法。”然而几周后，他告诉该媒体：“我将成为一名两任总统。我一直认为这非常重要。”
特朗普和布克莱在移民和犯罪问题上是盟友。特朗普公开赞扬了他的萨尔瓦多同行，后者是 MAGA 追随者的心头好。如果不克服美国宪法第 22 条修正案，特朗普无法走布克莱的老路。但随着布克莱的推进，他提供了一个可能吸引美国总统的模式：一位受欢迎的强人说服选民，延长任期能让他们获得更多当初投票支持的东西。
S T O R I E S F R O M A R O U N D T H E W O R L D (全球故事)
南非
失去轨道
埃隆·马斯克 (Elon Musk) 的星链 (Starlink) 正在将从阿拉斯加到赞比亚的偏远社区连接起来。但唯独没有连接马斯克的出生地南非。相反，亚马逊的库珀计划 (Project Kuiper) 将在那里率先启动，利用一直让星链无法落地执行的监管要求。这是一个不寻常的反转。在全球范围内，星链在卫星互联网竞赛中占据主导地位。但在马斯克的自家后院，杰夫·贝佐斯 (Jeff Bezos) 可能会抢先占领市场。
荷兰，鹿特丹
抹黑活动
“难道我们所有人都站在这里盯着花生酱看，不觉得很神奇吗？” 维姆·T·希珀斯 (Wim T. Schippers) 在 1997. 年询问记者时说道。近三十年过去了，人们依然在看。鹿特丹的博伊曼斯·范比宁根博物馆 (Museum Boijmans Van Beuningen) 使用了约 800 磅花生酱——足够做 15,000 个三明治——重新创作了这位荷兰艺术家的《花生酱地板》(Pindakaasvloer)，以此向今年 6 月去世、享年 83. 岁的艺术家致敬。这件作品的“保质期”之长令人惊叹。
东非
太平洋警告
太平洋地区一个强烈的厄尔尼诺现象正在发展，预报员预计它将在年底左右达到顶峰。援助机构警告称，东非以及南亚和东南亚部分地区将出现严重洪水，其中索马里、肯尼亚和孟加拉国受影响最严重。人道主义预算被削减，债务负担增加，且食品价格依然高企。处于前线的这些国家再次成为了最缺乏能力应对新冲击的国家。
经济
直到你看到账单
■ 多年来，留在家里一直是节省预算的替代方案。但沙发不再像以前那样便宜了。根据德勤（Deloitte）的数据，平均每个订阅家庭每月在流媒体视频服务上花费 $69，这还没算上宽带、设备或游戏订阅费用。而且价格在持续上涨。Disney+ 将其高级无广告层级的价格提高了 $3，至每月 $18.99。今年，Netflix 的标准无广告计划上涨了 $2，至 $19.99，而 Paramount+ Premium 上涨了一美元，至 $13.99。在家玩游戏也不是什么便宜货。Xbox Game Pass Ultimate 每月费用为 $22.99，PlayStation Plus Premium 每月 $19.99，而在 2026 年价格上涨后，主要品牌的顶级游戏机通常成本在 $500-$800 之间。接下来是食物。根据 Touch Bistro 的数据，美国人每顿外卖平均花费 $38——而且别忘了配送平台的费用和小费。再加上不断上涨的电费（预计 2026 年家庭支出将增加约 $75），即使是在家做饭也有额外成本。不过，根据 Touch Bistro 的数据，在餐厅用餐在不含小费的情况下平均花费 $54。据一项分析，电影院票价平均在 $16 左右，而且记得给停车计时器充值。沙发不再便宜了，但它更擅长掩盖损失。
压力测试 在曼哈顿的一处办公楼转住宅项目中，出现的立柱弯曲、裂缝和地板下沉引发了人员撤离。
伟大的 改造神话
■ 美国面临住房短缺。市中心则有空置的办公大楼。这看起来像是房地产界天作之合。但 7 月 7 日，在曼哈顿中城东 42 街的前辉瑞（Pfizer）总部，一对弯曲的支撑柱提醒了每个人：将办公楼改造为公寓比搬走隔板间并安装几个厨房中岛要困难得多。 问题在于，办公塔楼不仅仅是一栋等待翻新的巨型公寓楼。许多办公楼在设计时是为办公桌、会议室和荧光灯设计的，而非居家舒适度。看似简单的翻新很快就会变成建筑上的噩梦。公寓在每层楼都需要厨房和浴室。居民希望客厅里有阳光，而不仅仅是角落办公室才有。当物业从办公用途改为住宅用途时，建筑和消防法规通常要求进行重大升级。《国际现有建筑标准》(International Existing Building Code) 将此类项目视为“占用用途变更”，从而触发正式审查和合规要求。 此外，并非每栋塔楼都是合适的改造对象。为美国住房和城市发展部研究改造项目的研究人员发现，建筑布局、建设成本和财务现实经常成为阻碍。这就是为什么美国的空置办公塔楼不会自动变成明天的公寓。在空置率与住房短缺之间，存在着一个昂贵且复杂的现实考量。
MICHAEL M. SANTIAGO/GETTY [2]; NEWSWEEK/GETTY
“美艳大姐”测试 (The Cougar Test)
BG048/BAUER-GRIFFIN/GC IMAGES; US MINT; DIARMUID GREENE/SPORTSFILE FOR WEB SUMMIT/GETTY [2]; JULIAN HAMILTON/WIREIMAGE; LUKE HALES/GETTY; AURORE MARECHAL/GETTY; JESSE GRANT/GETTY; KATELYN MULCAHY/GETTY; JUSTIN CASTERLINE/GETTY; LISA O’CONNOR/AFP/GETTY; TAYLOR HILL/GETTY; JOHN NACION/GETTY; ERIC VERHOEVEN/SOCCRATES/GETTY
■凯西·格里芬 (Kathy Griffi n) 可能刚刚主持了互联网上最快速的性别研究研讨会。这位喜剧演员在社交媒体上引发了一场狂欢，因为她似乎“正式公布”了一位比她小 43 岁的男友，在 Instagram 上发布了两人的照片，并配文：“他 22 岁。尽管讨论吧，互联网。”互联网确实照做了。在几小时内，评论者们就在争论从年龄差距到权力动态的所有问题。一天后，格里芬透露该年轻人根本不是她的男友，而是她的安保团队成员。她说，这次发布是一次“社会学实验”，旨在揭示当一名年长女性与一名年轻男性配对时，人们的反应有何不同。 根据格里芬的说法，不同平台的反应截然不同。Instagram 用户大多表示支持，而 Threads 则充斥着关于“诱导养成 (grooming)”和其他形式的羞辱女性 (slut-shaming) 的指控。
本周 数字
$
$
➽ 计划于今秋发行的印有唐纳德·特朗普面孔的纪念币的面值。该硬币印有总统的面孔和“我们信仰上帝 (In God We Trust)”字样。财政部长斯科特·贝森特 (Scott Bessent) 在 X 平台上的一篇帖子中称其为“爱国主义的持久象征”。 $1
这次噱头触及了一条长期存在的文化断裂带。好莱坞充斥着年长男性与年轻女性的配对——从 84 岁的哈里森·福特 (Harrison Ford) 与 61 岁的卡莉丝塔·弗洛克哈特 (Calista Flockhart)，到 56 岁的 Jay-Z 与 44 岁的碧昂丝 (Beyoncé)，或是 81 岁的迈克尔·道格拉斯 (Michael Douglas) 与 56 岁的凯瑟琳·泽塔-琼斯 (Catherine Zeta-Jones) ——这些配对很少会引发相同程度的愤怒。 “自古以来，年长男性就一直在与年轻女性约会，”格里芬写道，指出了这种双重标准。这次争论发生在一系列关于年长男性名人与其年轻伴侣的头条新闻中，从 54 岁的演员卢克·威尔逊 (Luke Wilson) 迎接与他 24 岁女友的孩子，到 60 岁的斯科蒂·皮彭 (Scottie Pippen) 被传与一名 23 岁女性有关联，而该女性甚至比他的一些孩子还要年轻。 这些关系通常本身就会吸引关注。然而，格里芬的噱头将焦点集中在：当年长一方是女性时，年龄差距恋爱是否会被以不同的标准评判。
夏季运动会特辑
■ 在计分板与细则之间，比赛本身被忽略了。委员会和裁判决定谁是赢家，推翻了那些参赛者、交易者或建设者的结果——结论是通过备忘录下达的。
凯特琳·克拉克 (Caitlin Clark) 关于漏判犯规的抱怨，从赛后牢骚升级为 NBA 总裁推动 WNBA 暂停赛的报道，随后演变为国会发起调查的威胁。她以前是与裁判争论；现在是政府在为她争论。
史蒂夫·鲍尔默 (Steve Ballmer) 科怀·伦纳德 (Kawhi Leonard) 的背书丑闻，从洛杉矶快船队的内部事务演变为一场严重的外部调查，足以冻结他向多伦多猛龙队的交易。鲍尔默的烂摊子现在成了多伦多问题。
塔雷克·曼苏尔 (Tarek Mansour) 纽约一名联邦法官裁定，州赌博法适用于 Kalshi 的体育赛事合约，拒绝了其作为金融市场的主张。Kalshi 赌上整个公司去证明自己不是博彩公司；而法官识破了这一伎俩。
尼鲁·科斯拉 (Neeru Khosla) 当西雅图海鹰队 $9.6$ 十亿（$9.6$ billion）美元的出售协议达成时，头条新闻将功劳归于她的风险投资家丈夫维诺德·科斯拉 (Vinod Khosla)——但 NFL 的备忘录将其列为控股所有者。维诺德赢得了头条；尼鲁拿到了契约。
康纳·斯托里 (Connor Storrie) 他在加拿大资助的曲棍球剧集《激烈竞争》(Heated Rivalry) 被判定不具备艾美奖参赛资格，但斯托里最终还是因为客串主持《周六夜现场》(Saturday Night Live) 而获得了提名。他的节目可能被“驱逐”了，但他留了下来。
迈克尔·奥利弗 (Michael Oliver) 这位英超裁判原定在世界杯决赛中执哨，但由于 1982. 年的马尔维纳斯群岛战争（福克兰群岛战争）争端，FIFA 禁止英国官员执法阿根廷队的比赛。战争在几十年前就结束了；奥利弗成了最新的受害者。
钻石恒久远，但口味在改变
■ 随着婚礼季进入巅峰，钻石行业被问到：如果一颗实验室培育的钻石与天然钻石一样闪耀，那么有多少浪漫是埋在泥土里的？ 在戴比尔斯 (De Beers) 暂停南非 Venetia 矿山两年的生产后，这场争论再次被点燃。这预示着天然钻石行业面临的压力，随着消费者习惯的改变和需求的减弱，利润被挤压——而实验室培育的宝石正继续重塑市场。 这不仅仅关乎日常首饰。情侣们似乎非常乐意对工厂制造的钻石说“我愿意”。 根据 The Knot 最新的
档案库 (THE ARCHIVES)
➽ “俄罗斯，如果遭到 B-52 轰炸机的袭击，将不得不一次应对大约 12 次任务，飞机将从地图上的各个方向飞来——并在轰炸目标后飞往地图上的各个方向，”《新闻周刊》在报道波音公司开发 B-52 轰炸机作为冷战 era. 期间远程核威慑力量时这样写道。这款继 B-36 之后推出的喷气式飞机，当时预计翼展为 185 英尺，空重 185,000 磅。它目前仍在美国空军中服役。尽管引入了更先进的轰炸机，但 B-52 凭借其巨大的载弹量和较低的运行成本仍在使用，每飞行小时成本约为 $88,000，而诺斯罗普格鲁曼 B-2 “幽灵” (B-2 Spirit) 轰炸机每飞行小时约为 $150,000。在《新闻周刊》想象该轰炸机与俄罗斯发生冲突 70 多年后，在 2024 年美国部署至罗马尼亚期间，B-52 在俄罗斯边境附近飞行时被拦截。 1953
真实婚礼研究中，61% 在 2025 年结婚的美国情侣为他们的戒指选择了实验室培育的主钻，高于一年前的 52% 以及 2019. 年的 12%。BriteCo 发现，约三分之二的 Z 世代订婚戒指买家现在选择实验室培育版本。 这种吸引力并不神秘。除了被认为更符合伦理，一颗无品牌的 1 克拉实验室培育钻石在 2025 年初的价格约为 $850，而同类天然钻石的价格约为 $3,900。 钻石行业一直坚持只有天然钻石才能象征永恒。今天的情侣们似乎有自己的公式：同样的闪耀，更大的石头，更少的账单。
随着 Z 世代 向往 模拟时代， 或许 书信写作 将会 重新兴起。
邮件 (MAIL)
■ 如果你计划在今年夏天去迪士尼世界旅行时寄一张明信片，你可能需要在包里多翻找几个硬币。美国邮政署最近将“永久邮票”(Forever stamps) 的价格从 78 分提高到了 82 分。 对于那些几十年没寄过信的人来说，永久邮票用于标准信函且永不过期，而印有特定面值的普通邮票在价格变动时可能需要补票。 它们本应是抵御未来价格变动的盾牌。但这些并不真正“永久”的邮票自 2007. 年首次发行以来，价格已经上涨了 100 percent。这真的会影响到任何人的预算吗？大宗商业运输可能会受到最大打击，但邮资成本的增加不太可能像杂货店或加油站的价格上涨那样让人感到刺痛。特别是当婚礼邀请函通过 Paperless Post 发送、旅行者将 Instagram 故事作为数字明信片，以及祖父母可以通过 FaceTime 与其他州的亲人联系时。邮政署将此次涨价归咎于“持续上涨的运营成本”，而与此同时，头等邮件的量在过去十年中下降了 30 percent。 但随着 Z 世代向往模拟时代，或许书信写作将会重新兴起。他们已经开始选择实体媒介和功能机——希望多出的几分钱不会阻止他们接纳这种“蜗牛邮件”(snail mail)。
PATRICK LANDMANN/GETTY; JUSTIN SULLIVAN/GETTY; NEWSWEEK/ARCHIVE
人工智能 (ARTIFICIAL INTELLIGENCE)
AI？随你选择
■ 如果你最近在 Instagram 上发布过照片，那么恭喜你——在很短的一段时间里，你的脸成为了马克·扎克伯格 AI 图像生成器的合法素材。Meta 新推出的 Muse Image 工具允许任何人通过标记一个公开账户，利用该人的面孔生成 AI 图像，除非该用户潜入设置选项并将其关闭。演员、经纪人和普通用户对此表示愤怒。几天之内，Meta 停止了该服务。一名发言人表示：“我们收到了反馈，认为这项功能不符合预期，因此它不再可用。”
几天后，AI 监管的故事又转向了完全不同的方向。
Google DeepMind 负责人、通常不倾向于恐慌的诺贝尔奖得主德米斯·哈萨比斯（Demis Hassabis）警告说，人类现在正“处于奇点地带的山脚下”，通用人工智能（AGI）已近在咫尺。他呼吁建立一个由美国领导的标准机构（效仿华尔街的金融业监管局 FINRA），在前沿模型发布前对其进行测试。
他写道：“我们已经看到了前沿模型给网络安全带来的挑战，而且随着能力的不断提升，包括核风险和生物风险在内的其他威胁可能很快就会出现。目前，我们陷入了一场极其激烈、多层面的商业和
NEWSWEEK/GETTY; KEVIN DIETSCH/GETTY; ANDREW HARNIK/GETTY
地缘政治竞赛……前沿领域的进展速度已经超过了我们对该技术的认知。”当一个真正参与构建这些技术的人开始要求监管时，这件事就值得关注。
与此同时，德国认为现行法律就足够了。该国媒体监管机构裁定，Google 的 AI Overviews 和 Perplexity 属于该国媒体法的管辖范围，因为 AI 生成的答案被视为平台自身的内容，而非他人的内容。德国媒体监管机构 ZAK 主席托斯滕·施米格（Thorsten Schmiege）表示：“AI 搜索引擎和聊天机器人是内容提供者，从现在起，我们将一致地向它们适用德国媒体法。”
三家公司，三个大洲，对同一个问题的三个不同答案：谁在掌控 AI？目前的答案是：没有人。硅谷想要一个由其参与设计的、友好的标准机构。欧洲想要法院和现有的法律法规。Meta 似乎非常满意地将公众的愤怒作为一种实时测试的 beta 测试。而用户则处于其中，在被动退出他们从未选择加入的功能，阅读没有任何出版商授权的 AI 摘要，并等待看房间里哪个成年人决定率先采取行动。
国会之古老的谬误
■ 有一天，71 岁的林赛·格雷厄姆（Lindsey Graham）在乌克兰推广一项制裁方案。第二天，这位在国会度过了三十多年的南卡罗来纳州共和党人去世了。随后，84 岁的米奇·麦康奈尔（Mitch McConnell）出现在一张生存证明照片中。他透露自 6 月 14 日摔倒以来一直在接受治疗。这两件事似乎都表明国会过于老龄化，但它们讲述的却是截然相反的故事。
熟悉的故事 宾夕法尼亚州参议员戴夫·麦考密克（Dave McCormick）表示，一个年龄更大、经验更丰富的国会“并未转化为一个更高效”的国会。他指出，现在的参议员平均年龄比 1981 年大约年长 11 岁，而国会每年颁布的法律数量仅为 20 世纪 80 年代的一半左右。麦考密克建议将立法者在任何一个议院的任期限制在 12 年。国会确实在变老：1981 年，众议员的平均年龄约为 49 岁，参议员的平均年龄约为 53。在 2025 年第 119 届国会开幕时，平均年龄分别在 58 和 64 左右。这一论点看起来很逻辑：让老人政治退休，让政府变得更好。但这错了。
实际情况 国会的年龄增长并非线性。立法者的平均年龄维持在接近历史高点，但中位数有所下降。在第 119 届国会中，众议院年龄中位数从四年前的 58.9 降至 57.5，而参议院中位数从 65.3 降至 64.7。在第 119 届国会开始时，参议员的平均任期 11.1 年，而 2009 年为 14 年。今天的参议院比 80 年代初年龄更大，但经验较少。对老人政治的批判错误地将年龄与资历混为一谈，但有效立法中心（Center for Effective Lawmaking）发现，委员会主席在众议院的平均立法效能得分为 2.47，在参议院为 1.51，而多数党成员分别为 1.44 和 1.11，这表明了经验的价值。一项更广泛的学术研究发现，在资历制度弱化、国会权力集中后，长期任职的成员仍保留了不成比例的效能。随着时间建立的关系有助于吸引支持。格雷厄姆代表了经验的累积；麦康奈尔则涉及健康透明度的问题。这两者都不是支持设定年龄上限的理由。
参议院为 1.51
马特·施利希特（Matt Schlicht）并没有计划改变公司的运作方式。他只是想给他的 AI 智能体找点事做。 2026 年 1 月，他为它们建立了一个社交网络。不是为人类，而是为智能体——即能够在有限人类监督下执行任务并做出决策的软件系统。他将其命名为 Moltbook，而且他在构建它时没有亲自编写一行代码。 几天之内，智能体们开始注册，形成社区，并做起了一些没有人专门编程要求它们做的事情。一个社区发明了一种以龙虾和蜕壳行为为中心的宗教。他们将其命名为“甲壳类教”（Crustafarianism）。他们编写教义，招募信徒。几天之内，该平台声称拥有 150 万 (1.5 million) 个注册智能体。六周后，Meta 收购了它。 大多数人将 Moltbook 视为一个好奇心驱动的产物，一个昙花一现并被收购的病毒式实验。但更重要的点不在于龙虾宗教，而是在于智能体被给予了一个互动场所，随后开始创建他们自己的规范、仪式和社区。在其他人看来，这像另一样东西：一项关于当你给智能体一个共享空间、退后一步并让他们在没有任何人类介入的情况下运行会发生什么的测试。
新闻周刊/MAGNIFIC
老板？
随着公司在运营中部署更多的 AI 智能体，真正的挑战不在于自动化——而是在于当机器在经营业务时，确定谁仍需承担责任。
作者： BORIS GROYSBERG, SARAH ABBOTT AND PRIYANKA RAO
新闻，观点 + 分析
人工智能
这就是为什么 Moltbook 的重要性超出了硅谷的新奇之作。AI 正在改变组织的本质，而不仅仅是它所做的事情。
超越实验 一个多世纪以来，公司运作方式的每一次转变都保留了一个假设。管理理论家弗雷德里克·泰勒（Frederick Taylor）的专业分工、企业战略家阿尔弗雷德·斯隆（Alfred Sloan）的分部公司、外包热潮、零工经济：所有这些都改变了工作的分配方式。但在每条链条的末端，总有一个人在做出决策、捕捉错误或签字批准。而现在，这个假设变成了可选项。
这个概念已经有了原型。十年前，加密货币世界的开发者构建了他们所谓的“去中心化自治组织”（Decentralized Autonomous Organizations）。DAO 是一个利用软件规则（通常嵌入在基于区块链的智能合约中）来自动化治理部分的组织，而这些部分通常由经理、董事会或成员处理。
怀俄明州在 2021. 将 DAO LLC 认可为法律实体。马绍尔群岛和田纳西州在 2022. 跟进。DAO 证明了组织的某些部分可以通过代码进行管理。但它们无法解决的是人类
协调：未投票的选民、陷入停滞的争端、姗姗来迟的决定。AI 领导型组织的拥护者认为，智能体可以通过自动执行既定决定来消除部分此类摩擦。但这仅仅是一个论点，而非既定事实：用智能体取代人类会产生监管、安全和问责方面的新问题。布莱恩·罗梅莱（Brian Roemmele）是一名独立研究员，他公开支持“零人力公司”的理念，并随后为 NIST 的 AI 智能体标准倡议提供咨询，他是首批公开尝试这一飞跃的人之一。他的实验过程十分混乱。在缺乏严格护栏的情况下，他的智能体出现了漂移。但他所提出的问题是大多数组织尚未面对的。早期实验表明这一概念是切实可行的。但目前在成熟企业中出现的是另一个问题。从零开始围绕智能体建立一家公司是一回事；而要重新绘制一家拥有数千名员工、现有治理结构和监管义务的组织的组织架构图则是另一回事。这就是“零人力企业”（Zero Human Enterprise，简称 ZHE）：并非字面上完全没有任何人类的公司，而是一家将重要工作委托给 AI 智能体网络而非传统员工团队的企业。这并非边缘实验，在大多数人认为远未触及此阶段的组织内部，这一进程已经开启。谷歌的桑达尔·皮查伊（Sundar Pichai）在 2026 年 Cloud Next 大会上捕捉到了这一转变：“对话已经从‘我们能否构建一个智能体？’变成了‘我们如何管理数千个智能体？’”第二个问题实际上是一个管理问题：如果数千个智能体在做决定，谁来监督它们，谁来设定它们的边界，当它们出错时谁来负责？大多数公司还没有答案。
毕马威（KPMG）对这一想法进行了更严谨的测试。研究员桑德·克劳斯（Sander Klous）和企业家纳特·维拉德（Nart Wielaard）建立了一家没有人类员工的公司，为其配备了一位名为艾弗里·詹姆森（Avery Jameson）的 AI 首席执行官，并交给它决定想要进入哪个业务领域。这个细节值得深思：该实验并非简单地使用 AI 辅助人类经理，而是要求 AI 智能体自行做出管理决策。这些智能体开设了一家销售个性化艺术品的网店。第一个版本失败得很惨。智能体出现漂移、幻觉，无视指令并在没有解释的情况下停止工作。问题不仅在于技术，而是在于结构。他们复制了人类的组织架构图并将其交给智能体。一个被赋予首席财务官（CFO）这种宽泛角色的智能体，无法在执行具体任务的同时兼顾广泛的背景信息。人类通常在几乎不经思考的情况下就能做到这一点，但智能体不能。因此，他们彻底废除了执行团队。他们将每个流程分解为细小的、定义严谨的任务，并部署了克劳斯所谓的“一次性智能体大军”，每个智能体职责单一且边界清晰。这个版本运行成功了。它所揭示的意义远超网店是否盈利：当人类从执行环节被移除时，控制权并未消失。它向上传递，转移到了编写规则的人手中。管理并未消失，它地移位了。
德国电信 (Deutsche Telekom) 很早就意识到了这一点。其网络团队曾每年在德国境内监测大约 1,000 次活动——音乐会、比赛、节日，以及任何可能导致移动流量激增的活动。每次活动都需要团队调整网络参数以管理流量峰值，这一过程被称为“调优”。每次调优环节大约需要一小时。在部署了名为 RAN Guardian 的多智能体系统后，该公司仅在 2026 年就识别出 237,000 次需要监测的活动。现在的每次调优环节仅需大约一分钟。人类并没有消失，但他们的工作发生了变化：从调优网络转变为设计调优网络系统的环节，编写规则并决定哪些智能体可以在无需请示任何人的情况下执行操作。这正是大多数公司需要关注的组织架构重组。高层管理人员不再仅仅是管理人员，他们是在管理那些管理执行工作的智能体的规则。汇报关系不仅是形状发生了改变，其性质也发生了变化。
领路者 许多人认为这种新组织会更加扁平化，且人员更少。未必如此。以宜家 (IKEA) 为例。该公司部署了一个名为 Billie 的 AI 聊天机器人来处理基础客户服务问题，它在无需人工干预的情况下解决了约 47 percent 的咨询。大多数公司此时会宣布胜利并开始裁员。相反，宜家研究了 Billie 无法处理的内容，发现那些未解决的案例指向了对室内设计建议的需求。于是，它将 8,500 名客户服务员工重新培训成为设计人员。
JONATHAN NACKSTRAND/AFP/GETTY; CAMILLE COHEN/AFP/GETTY
顾问，在 AI 工具的支持下，建立起一条全新的业务线，在第一个完整年度内就创造了 €1.3 billion（约为 $1.4 billion）的收入。没有裁员。 组织架构并未缩小，而是围绕着人类最终被证明更擅长的事情地改变了形态。这是该故事的乐观版本。更残酷的事实是，宜家 (IKEA) 为这些员工提供了可以转岗的地方。大多数尝试进行同样转型的公司则没有。这种规模的技能重塑需要在另一端有相应的机会，而并非每次组织架构的重新设计都能提供这种机会。 这些新组织也带有自身的风险。首先是知识。当组织架构不再包含那些教授人们如何执行组织基础工作的角色时，这些知识去哪里了？初级分析师、助理开发人员和实习顾问在设计之初就是低效的，他们的存在是为了随着时间的推移地构建能力。裁掉他们，组织确实变得更精简了，但同时也失去了产出人才的管道——而这些人正是那些足够了解工作，从而能够设计出自主执行该工作系统的的人才。 你无法管理你不了解的东西。如果你从未亲自操作过，你就无法了解它。风险不仅仅在于
新秩序 Google 的皮查伊（下图）表示，每个董事会面临的问题已经从是否构建 AI 智能体，转变为如何一次性管理数千个智能体。宜家（左图）提供了一个早期答案：围绕人类仍然最擅长的事情来重塑其员工队伍，而不是缩小规模。
智能体
AI 如何接管 网络管理
人员 每年 1,000 次事件
问责差距 智能体可以执行规则。但它们无法继承的是在规则错误时能够做出判断的判断力。微软在 2026, 2 月发布的《Cyber Pulse》报告发现，超过 80 percent 的财富 500 公司已经在运行活跃的 AI 智能体，但只有 10 percent 的公司拥有正式的管理策略。这些并不是“零人类企业”，但它们将是下一个面临此问题的组织，而且大多数组织尚未做好准备。如果规则出错，将没有任何缓冲。Moltbook 的数据库在启动后几天内就被公开，数据库中的每个凭证都没有加密。网络安全公司 Permiso 的首席技术官 Ian Ahl 告诉 TechCrunch：“你可以随意抓取任何令牌并伪装成另一个智能体。”在人类组织中，有人可能会注意到并修复问题。而在智能体组织中，规则即是组织。不完整的规则不会产生一个可以由人修补的缺口，而是会创造一个完全按照设计运行的系统，一路向下，没有任何东西能阻止它，也没有人注意到。安全失效在发生时是可见的，但质量失效则不然。当没有人类检查输出结果是否良好时，智能体不一定会自我修正，它们反而会产出更多的此类内容。Polsia，一个构建零人类公司的平台，刚刚在 $250 million 的估值下融资 $30 million。Polsia 正好是 “AI slop”（AI 垃圾内容）的反写。这是一个玩笑，但并不好笑。一个旨在无需人员地产生工作的企业，同样能以工业速度产生错误、噪音和低质量的输出。我们交流的大多数高管都关注于购买哪些工具、信任哪些供应商、雇佣谁以及优先自动化哪些工作流。这些都是现实的问题。而更困难的问题是，谁是
负责设计一个能够比任何人类组织失败得更快、程度更深，且无人监管的系统。之前的转型将人类置于中心，使其承担责任并对其负责。而这一假设正被工程技术所剔除。今年三月，四家英国监管机构警告称，代理人的自主权并不转移责任；它将责任集中在部署者身上。到年底，欧盟将把人工智能系统归类为产品，以用于产品责任认定。美国尚未采取类似的全国性/联邦级行动。在这些组织中，人类的工作是决定系统被允许学习什么，以及在系统出错时由谁负责。组织架构图正围绕着非人类的事物被重新绘制。然而，还没有人重新绘制相应的问责框架以与之匹配。
237,000
Boris Groysberg 是理查德·P·查普曼商业管理教授，Sarah Abbott 是研究员，两人均就职于哈佛商学院。Priyanka Rao 是 AIChampions.com 的创始人兼首席执行官。
组织停止培养下一代领导者。事实是，它们剥夺了培养这些领导者所需的经验。
在穿过中国南海的热带海域时，中国与美国全球竞争的前线让任何国家都比菲律宾——美国的条约盟友——更地暴露在风险之中。 这并非公开战争，但也远非完全和平。虽然邻近的自治岛屿台湾面临着被中国接管的潜在威胁，但菲律宾每天都在进行战斗，以阻止部分海域被以北京广泛主张的名义夺走。 “在概率量表上，我们认为西菲律宾海针对我们的企图比任何台湾冲突的前景更为严重，”菲律宾国防部长吉尔伯托·特奥多罗（Gilberto Teodoro）在马尼拉的主要军事营地告诉《新闻周刊》。 “我们看到对方企图占领我们专属经济区内的区域，我们必须予以抵抗，”特奥多罗说，他因鹰派言论而被中国禁止入境。 中国挑战菲律宾在“九段线”内的主张——这是北京宣布为主权领土的南海U型边界——并拒绝十年前一项有利于菲律宾的国际仲裁法院裁决。 “中国一贯主张，分歧应通过对话协商解决，而不是通过
地缘政治
红线
在来自北京的压力与与华盛顿的纽带之间，菲律宾处于超级大国竞争的最前沿
作者 MATTHEW TOSTEVIN
“煽情主义或制造的叙事，”中国驻马尼拉大使馆在最近的一篇社交媒体帖子中表示。 中国大使馆未回应《新闻周刊》的置评请求。
“抵抗与决心” 菲律宾和台湾与日本一起，构成了美国将其视为在太平洋地区对抗中国的战略堡垒的“第一岛链”的一部分。 菲律宾对于成为争夺对象并不陌生。这个前西班牙殖民地在 19 世纪末帝国最后的垂死挣扎中被美国夺取。随后，在第二次世界大战期间，这里成为了日本与美国在太平洋地区最激烈的战场之一。1946 年独立后，它在冷战期间的亚洲冲突中继续保持与美国的紧密联系，将其作为后方基地。 该国由约 7,600 个岛屿组成，目前拥有近 120 million 人口——约为美国的三分之一。它是至关重要的商业后台中心和熟练移民工来源地。全球四分之一的海外护士来自菲律宾，海员劳动力最高可达三分之一。 它现在寻求在美国之外，与日本、加拿大、澳大利亚和西欧国家建立全球安全伙伴关系。“对他们来说，自然而然地，这是为了将南海保持为全球共有区域，这直接挑战了中国的九段线，”特奥多罗（Teodoro）说道。“我不会将其定义为对抗，我会将其定义为抵抗与决心；中国才是那个在对抗我们的一方。” 在 2016 年 7 月南海仲裁裁决周年纪念日之际，一组中国学者提出了一项新的领土主张，暗示菲律宾最北端的巴坦群岛（Batanes islands）是台湾的地理延伸，因此是中国的一部分。 特奥多罗对此不屑一顾，认为这很荒谬，一家当地报纸则打趣道，如果按照这个逻辑，菲律宾也可以声称中国本身是其领土的延伸。 但尽管如此，这仍被解读为另一个警告信号。菲律宾船只与中国船只之间使用水炮或碰撞的冲突已变得 commonplace。最近的焦点是黄岩岛（Scarborough Shoal），距离菲律宾最大的岛屿约 140 英里。
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行动正] 日益成为一种 更具侵略性的 ‘蚕食’ 策略，且 始终处于 直接军事 对抗的 阈值之下。”
距离中国大陆 540 英里。中国在 2012, 年实现了事实上的控制，但尚未像在南海其他地方那样建立混凝土前哨。今年 6 月，在马尼拉的外交压力下，中国撤走了一个临时浮动研究平台。
“我们不希望我们的渔民，不希望政府，不希望菲律宾人民将这一新现实视为既定现实，”菲律宾海军西菲律宾海发言人罗伊·特里尼达德 (Roy Trinidad) 少将告诉新闻周刊。
尽管菲律宾与美国签署了共同防御条约，但在捍卫其海域时并未动用该条约。学者理查德·海德里安 (Richard Heydarian) 表示，菲律宾希望向国内、其他东南亚国家以及中国展示自己的能力。
“到目前为止，菲律宾在某种意义上相对成功，因为其尚未向中国失去任何主要陆地特征，”他告诉新闻周刊。“就中国的行动而言，它们更像是‘蚕食’，尽管这正日益成为一种更具侵略性的蚕食策略，且始终处于直接军事对抗的阈值之下。”
在 2022 年当选的费迪南德·“邦邦”·马科斯 (Ferdinand “Bongbong” Marcos Jr.) 总统任内，美国的在菲存在得到了加强。马科斯是冷战时期的独裁者费迪南德·马科斯的儿子——一名传记作者称其为“美国男孩”。美国军事基地的准入权限有所增加，“堤丰”中程能力（MRC）导弹系统已部署，两国年度联合“肩并肩”（Balikatan）军事演习的规模有所扩大。
菲律宾还被纳入了美国的“硅和平”（Pax Silica）计划，旨在技术前沿对抗中国，并计划在马尼拉北部的地区建立一个人工智能工业枢纽。尽管一些左翼团体对该项目表示抗议，但预计该项目仍将广泛推进。
[[IMG_XXXX]] 更强存在感 2026年5月4日，在菲律宾劳格，菲律宾军队参加与美国的年度“肩并肩”军事演习。在马科斯总统领导下，该联合演习规模有所扩大。
中国的机会 但总统只能担任一届六年的任期，且在国家 2028 年总统大选前，政治操盘正日趋激烈——这可能为北京提供一个机会。在中国面前，菲律宾无法回避。中国大陆和香港在 2024 年占到了总进出口额的近三分之一——这使其轻易地成为
最大的贸易伙伴。中国企业投资于国家电网并构成了电信网络的骨干。
特奥多罗（Teodoro）指责中国试图通过“战狼”外交、虚假信息、社交媒体水军、犯罪团伙、通过人头买家购买土地以及通过建立姐妹城市进行渗透等手段来破坏菲律宾。
2028 年选举的一个可能性是副总统萨拉·杜特尔特（Sara Duterte）获胜。她的民粹主义父亲罗德里戈·杜特尔特（Rodrigo Duterte）在 2016 到 2022 年任职期间采取了鲜明的亲北京路线。在两个政治王朝反目并被马科斯（Marcos）遣送到海牙后，他现在面临国际刑事法院的危害人类罪指控。
“菲律宾是一个如此不稳定的民主国家，”Rights Report 网站编辑卡洛斯·孔德（Carlos Conde）表示。“如果萨拉获胜，中国人可能会再次介入。这并不是说美国会被踢出去，显然不会，但为了在菲律宾维持据点，将会投入更多的努力。”
萨拉·杜特尔特在参议院的弹劾听证会上也面临着自己的法律麻烦。她被指控在一次 Zoom 电话会议中威胁马科斯总统、滥用公共资金、积累来源不明的财富、贿赂和腐败。她否认有任何不当行为，并称弹劾是出于政治动机。
由于参议院在马科斯和萨拉·杜特尔特的支持者之间分成了两派，无法保证弹劾结果会对她不利或阻止她在 2028 年竞选总统。这场始于 7 月 6 日的审判预计将持续数周，甚至可能持续数月。萨拉·杜特尔特和她的父亲都因为其承诺以及他发起的致命缉毒战争而拥有大量追随者。
更重大的问题 然而在最近的一项调查中，近 70 percent 的菲律宾人表示，政府应该采取更强有力的措施，通过海军巡逻和扩大军队部署来应对中国在南中国海的行动。
无论如何，与美国和
对抗 特奥多罗表示，中国在西菲律宾海针对马尼拉的尝试比与台湾发生冲突的可能性“更严重”。
中国的关系并不是菲律宾选民的首要问题。世界银行最近将该国提升为中高收入国家，这一事实掩盖了许多人生活在贫困之中的现状。对于他们来说，生活成本比地缘政治更重要。“在塔加洛语中有一个短语叫‘malayo sa bituka’，意思是‘离我的肚子太远了’，”孔德说。
而且，即使一个更亲中的政府获胜，其在外交上的转向程度仍是一个问号。“（北京）在杜特尔特政府期间本有最佳机会真正扎根并取得重大进展，但它确实错失了机会，”海德里安（Heydarian）表示。“中国在菲律宾没有进行重大投资。”相反，
中国企业在网络赌博和诈骗业务中十分活跃，尽管北京方面谴责此类活动，但这仍是另一个摩擦来源。菲律宾强烈的亲美武装部队也决心不让与华盛顿的关系削弱。虽然一些欧洲和中东国家在唐纳德·特朗普总统领导下可能会质疑它们与美国的联盟，但菲律宾当局对基于历史以及对美国主导太平洋安全优先级解读的“铁杆”安全联盟表达了信心。
“在美国之后，你只有夏威夷，有关岛，没别的了，”特奥多罗（Teodoro）说道。“即便政策有所转变，我们看到今年举行了规模最大的多边演习，我们有大量的双边活动。目前正进行着许多形式统一的交流和国防合作。”
2028 年的选举可能会决定菲律宾外交政策的基调，但不一定会改变其方向。中国是经济上的既成事实，而美国仍是关键的安全合作伙伴。无论谁在马尼拉获胜，平衡这两个现实都将是核心挑战。
马修·托斯特文（Matthew Tostevin）是新闻周刊的全球事务编辑。您可以通过 m.tostevin@newsweek.com 给他发送电子邮件。
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VERSANO
上周，我告诉我的时事通讯读者，如果他们期待我在得知林赛·格雷厄姆（Lindsey Graham）突然去世的消息后在他坟前跳舞，那我得让他们失望了。我尽量不对死者说坏话，主要出于因果报应的考虑。避免霉运。所以，让我们记住格雷厄姆的真实面貌：一个极其高效且有影响力的政治操盘手，他准确地懂得如何在特朗普 era, 玩转这场游戏，并且是华盛顿最后几位屹立不倒的真正信奉新保守主义的人之一。
委婉地说，我认为格雷厄姆对不断发动新战争的渴望令人厌恶。但我钦佩他能够将自己扭曲成特朗普的恳求者，而又不丢失自己的意识形态。许多共和党人为追求晋升或自我保全而成了特朗普的舔狗。很少有人能像格雷厄姆那样熟练，几乎没有人是因为如此一致的理由而这样做。他没有追求更高的官职，也没有在敛财，他肯定不是在听命于南卡罗来纳州的选民——其中大多数人可能在地图上都找不到基辅或德黑兰。
格雷厄姆相信美国霸权，就这么简单。无论这意味着为以色列还是乌克兰的战争机器提供资金，还是强推国防拨款法案，格雷厄姆在国会三十年间的表现非常一致：一个由强力美国主导的世界，而他将不惜一切代价来实现这一点——即使这意味着看起来像个谄媚之辈。在政治变色龙只为自己服务的时代，这种一致性让我这类人产生了一种勉强的尊重。
他的老“朋友”约翰·麦凯恩（John McCain）永远无法让自己去讨好特朗普；而格雷厄姆则毫无犹豫，甚至曾告诉总统他“爱”他。当格雷厄姆去世的消息传出时——就在他第10次前往乌克兰战地访问并参观了一家无人机设施几小时后——我的第一直觉是他被下毒了。考虑到普京的联邦安全局（FSB）可能会在国会中最强硬的乌克兰鹰派就在邻近地区时将其作为目标，产生这种怀疑并非妄想；俄罗斯特工
相信 美国 霸权， 没跑了。”
新闻周刊
有将暗杀伪装成自然死亡的历史。格雷厄姆在旅途中看起来很健康，并且预订了第二天早上的《与新闻面对面》节目，这表明他的心脏事件发生得非常快。我们知道他当时感到胸痛，但为了参加即将到来的电视演出，他推迟了就医。尽管如此，我倾向于相信官方说法：根据华盛顿特区法医的初步调查结果，死因是主动脉夹层导致的心脏骤停——这种事情可能发生在任何一个 70 多岁且原本健康的人身上，尤其是一个刚刚经历了连续长途飞行的老人。格雷厄姆的办公室在死后的几天里对媒体异常坦诚，我希望如果进一步的毒理学结果出炉，这种情况能继续下去，哪怕仅仅是为了平息阴谋论。但我对他那位老议会同事兼新保守主义同僚的健康状况则持怀疑态度：
米奇·麦康奈尔（Mitch McConnell），在近一个月完全沉默之后，他的办公室终于提供了一张他与妻子赵嘉庆（Elaine Chao）的在世证明照片。解释是：麦康奈尔摔了一跤，短暂失去意识，并在医院中患上了肺炎。他现在在一家康复机构，用他自己的话说，还没有准备好“立即”回归。如果这真的是全部真相，那么在公众压力日益增加的一个月后才这么说，就显得很奇怪。无论这位 84 岁的老人实际发生了什么，他的团队显然认为在肯塔基州州长安迪·贝希尔（Andy Beshear）——一位具有 2028 年潜在竞选野心的民主党人——能够可靠地推动举行特别选举之前，必须证明他差不多还活着。相比之下，格雷厄姆思维敏捷，按我们的国会标准来看绝不算老，然而他却是那个离场的人。南卡罗来纳州州长亨利·麦克马斯特（Henry McMaster）随后任命格雷厄姆的亲妹妹达琳·格雷厄姆·诺多内（Darline Graham Nordone）在任期剩余时间内接替该席位——这是一个令人感伤但政治上安全的选择，因为在南卡罗来纳州，唐纳德·特朗普已经连续三次以两位数优势获胜。觊觎 11 月全任期的共和党人仍需解决初选问题，但该席位本身从未真正受到质疑。民主党人没有心情为这些人的遗产洗白，我理解原因。但格雷厄姆的去世以及麦康奈尔长期的医疗沉默和迫在眉睫的退休，标志着华盛顿一个特定时代的终结——这些男人知道如何生存，在麦康奈尔看来是字面意义上的生存，而在格雷厄姆看来则是选举意义上的生存。这些男人知道如何真正地通过立法。即使是格雷厄姆的民主党同事，上周也在悼念一个在公开场合可能是个十足的麻烦，但私下里仍能开玩笑并与他们协作的人。当这样的人离开舞台，我们失去了一些无形的东西。新保守主义者的黄昏早已预见。
但我不太确定我是否会喜欢接替它的东西。
卡洛·费尔萨诺（Carlo Versano）是新闻周刊的政治与文化总监。 电邮地址：c.versano@newsweek.com
无处不在的 眼睛
随着北京在全球范围内加强间谍活动，越来越多的特工和疑似特工在公开场合被抓获。
当一名美国记者在 6 月承认充当中国政府代理人时，这不过是一系列凸显北京全球情报活动的案件中的最新一起，也是中国间谍相关逮捕和定罪这一更广泛模式的一部分。
美国检察官表示，托马斯·保肯二世 (Thomas Pauken II) 为包括新华社在内的中国国家媒体工作，但获得了至少 $100,000 的报酬，充当中国政府的中间人。FBI 反情报与反间谍部门助理主任罗曼·罗扎夫斯基 (Roman Rozhavsky) 表示：“根据他自己的承认，托马斯·保肯不仅试图在中国国家安全部的指示下渗透美国政治圈，而且还收集关于其美国目标的情报，并将其汇报给他的中国情报处理员。”保肯的认罪只是日益增加的案件中的一个。
一个月前，加利福尼亚州阿卡迪亚市 (Arcadia) 的市长王艾琳 (Eileen Wang) 同意就充当中国的非法代理人而认罪。根据司法部的说法，王——她在 2022, 11 月当选市议会议员，并于 2026 年 2 月成为市长——在 2020 年底至 2022 年期间，在中国政府官员的指示和控制下工作，通过一个面向华裔社区的网站在美国境内推进北京的利益。
中国共产党正
作者： DIDI KIRSTEN TATLOW
专家告诉《新闻周刊》，由于中国认为西方国家正在削弱，为了寻求政治和经济优势，它正在通过派遣间谍来“填满地带”。从挪威到德国，以及韩国等其他自由民主国家，关于疑似间谍活动的报告接连出现。 “我们讨论的是中国庞大的间谍机器，”台湾前瞻基金会 (The Prospect Foundation) 负责人赖奕中 (I-Chung Lai) 表示。“中国的做法是派遣大量人员，收集他们能够获得的所有信息，然后在总部将其重新汇总，”他说。
在挪威，五月份有两起独立的疑似间谍活动案件导致中国公民被捕。据挪威反情报部门称，其中一起案件中，一名女性涉嫌试图向一个进行敏感火箭发射的岛屿进口一个 22 吨的卫星接收器。赖奕中表示，他并不知晓具体细节，但认为该案件可能是与中国人民解放军相关的专业人员所为。“要进口该设备，你需要知道如何组装和使用它，这基本上意味着该女性……可能是一名受过训练的解放军士兵，”他说。
德国检察官表示，五月份还有一对德国夫妇被捕，涉嫌为一家未具名的中国情报机构工作，该机构正在寻求具有“军事用途”的敏感科学和技术。同月，两名中国国民在韩国因拍摄韩美军事基地和民用机场而被定罪——这是该亚洲国家首次根据一般间谍条款对外国国民进行定罪。
那么，为什么案件会激增？中国认为美国和其他民主国家正面临国内凝聚力下降的困境，尤其是当唐纳德·特朗普总统的领导给传统的西方联盟制造裂痕时，这为北京提供了扩大影响力的机会。 赖奕中表示，其他因素还包括对中国自身经济低迷的担忧，以及国际社会限制其获取顶尖技术的努力。中国认为，其与美国的竞争将通过科学和技术实力来决定，包括国家主席习近平在内的中共领导人已公开如此表态。“毫无疑问，中国正在增加其间谍行动，准确地说，尤其是在经济下滑、他们无法像以前那样便捷地获得技术的时候，”赖奕中说。
其他人也持有相同观点。华盛顿特区詹姆斯敦基金会 (The Jamestown Foundation) 的非驻在研究员、《中国共产主义间谍活动：情报入门》(Chinese Communist Espionage, An Intelligence Primer) 的合著者马修·巴西尔 (Matthew Brazil) 告诉《新闻周刊》：“在中国更加强势的外交政策下，习近平给中国安全机构布置的任务日益繁重。因为中国人正在加强他们的努力，自然会有更多的案件被揭露。”
这种推动是全球性的。“中国拥有资源。中国在世界各地都有利益……如果你是一个全球超级大国，你就需要全球范围的覆盖，”一名拥有中国情报直接经验并被允许匿名自由发言的第三位专家说道。 中国驻华盛顿特使馆未对此置评请求作出回应。
发现间谍 赖奕中表示，感知在何处寻找可能的海外间谍活动并不困难：阅读每年三月在北京举行的两会（立法和咨询会议）的政府工作报告。“通常在工作报告中，他们会提出下一年的目标或去年的成就，”他说，“那么你可能就可以
地感知到重点。”
NEWSWEEK/MAGNIFIC
正在 增加 其间谍 活动， 恰恰且 特别是在 经济 下滑 之际。”
回溯与这些目标相关的活动和间谍行为。” Lai 表示，中国的特工有时似乎很松懈，会犯下携带装有不利消息的手机这类错误。但这仅仅是中国情报机构规模庞大且性质多样的结果。“首先，这是一个庞大的机器，而且……很难说他们有一个中央协调机制，但这个庞大的机器是由不同的机构组成的，”他说。学生等非传统收集者是该系统的重要组成部分。“说到小鱼，有时他们接受过良好训练，有时则没有，”Brazil 说道。
虽然不清楚中国情报机构的具体规模，但 Brazil 表示他见过仅国家安全部（MSS）——该国主要的文职情报机构——就有 100,000 人的数据。“公安部可能规模大得多，”他说。“然后是军事机构：负责通信情报和电子战的信息支援部队，负责固定站和战略设施的网络空间部队，以及负责航拍的航空航天部队。这些军事情报单位是专业化的。”统战部、宣传部和外交部也从事间谍活动。而 MSS 的人数可能会更高：在的一项新研究中，台湾东吴大学的德国分析师 Jürgen Kremb 评估认为，中国所有省份共有多达 800,000 名成员。
Lai 表示，中国更倾向于传输信息而非信号，因为担心通过美国掌握的通信网络入侵和探测技术泄露位置。这可能就是为什么其间谍继续在显眼地点出现的原因，例如军事基地或机场，如韩国案例所示。据韩国媒体报道，这两个人携带了无线电，但并未启用。然而，中国擅长的同样技术也可能成为其盔甲上的裂缝。一名来自西方国家的前情报官员表示，AI 的日益普及正在创造一种“极端的裸露状态”。“保证一名特工或情报官员的安全——甚至生存——将比过去困难得多。因为这不仅仅是面部识别，还有步态识别，以及许多其他方式，而且 AI 可能会很快将这一切整合在一起。”
在 7 月 8 日分享到 X 的一篇帖子中，FBI 局长 Kash Patel 写道：“逮捕了 113 名来自外国的活跃间谍。反情报逮捕人数增加了 53%。”随附的视频指出，这些逮捕意味着“技术留在国内，我们的国防机密保持锁定状态”。文中进一步称，FBI “仅在 2026 年就强制驱逐了 62 名中国间谍”，这“彻底粉碎了北京的深层潜伏行动”。
在 Pauken 案后，Rozhavsky 表示，这表明了“中国共产党为了破坏我们的民主制度和削弱我们的政治自由将不择手段”，但同时也“证明了 FBI 捍卫国土、抵御国家安全威胁的决心”。
Didi Kirsten Tatlow 是新闻周刊的高级记者，负责国际事务。 电子邮箱：d.tatlow@newsweek.com
为 追梦者 喝彩
新闻周刊的“美国梦指数”揭示了美国人目前在何处仍有最佳机会建设更好的生活——以及在何处攀登正变得更加艰难
作者： CHRISTOPHER ROBERTS 和 JESUS MESA
美国 政坛中 最简单 的一句话。
你在到处都能听到这句话：美国梦已死。 唐纳德·特朗普在 2015 年启动总统竞选的演讲中宣布，“遗憾的是，美国梦已死。”在他 2017 年的就职演说中，这句话被替换成了“美国大屠杀”。回到 2024 年 10 月的竞选之路上，他将这一观点进一步锐化：“年轻人的美国梦已经消失了。他们买不起房。”他的对手卡玛拉·哈里斯则认同这个梦想已“触不可及”。民主党参议员伯尼·桑德斯警告称，向上流动性正“处于危险之中”。共和党参议员蒂姆·斯科特表示，如今拥有住房比几年前“更加遥不可及”。不同的政党，相同的前提。
这一前提包含了一定的事实。在当今的负担能力危机中，一名 Z 世代的专业人士即使收入高于父母，但在考虑了住房、育儿、保险和交通成本后，依然会感到更加贫穷。社交媒体将阴郁的对比变成了 24 小时不停歇的“末日滚动”。自由派和保守派媒体同样热衷于从光谱的两端兜售绝望。
但这份讣告具有选择性。家庭收入中位数从 2014 年的 $53,657 增长到 2024 年的 $83,730。在同一时期，贫困率从 14.8% 下降到 10.6%。
$9
每月租金中位数—— 全美最低之列
g
TE
在“梦想指数”中排名第 1 的州胜在负担能力，而非光鲜亮丽：廉价的租金、17.9 分钟的平均通勤时间，以及基于能源和农业的就业基础。它是马萨诸塞州（#4）的对照点，后者在学校方面得分更高，但居民为此付出了代价。
马萨诸塞州
成年人持有 学士学位 ——教育程度最高的州
S 学位
MAGNIFIC [6]; WYNNTER/GETTY; GOTHAM/GC IMAGES; STU99/GETTY; GRAEME SLOAN/SIPA USA/AP; KEVIN WOLF/AP
这个国家凭证最齐全的州（#4）在教育和经济流动性方面处于顶尖水平，但其“住房准入”和“生活成本”支柱却是全国最弱的之列。其世界级的优势具有吸引力，但同样惊人的成本则不然。对比北达科他州（#1），后者通过在负担能力而非教育成就上的获胜而略胜一筹。
在这个指数排名第 1 的县中，大约 60% 的成年人持有学士学位，贫困率仅在 4% 左右。丹佛-科罗拉多泉走廊几乎与位于国家另一端的弗吉尼亚州劳登县（#2）一样，都是繁荣的动力中心。
劳登县
$149,594
家庭收入中位数—— 科罗拉多州最高， 全美前 10
年度数据中心 税收——接近该县 所有收入的一半
将美国梦视作云基础设施：数据中心走廊帮助资助了一种低税收、高收入的模型，该县 $181,765 的家庭收入中位数为全美最高。如果说科罗拉多州道格拉斯县（#1）依赖于家庭财富，那么劳登县（#2）则依赖于驱动互联网的基础设施。
租金极其残酷（曼哈顿住房 2.2），但放弃买车——每年大约可节省 $12,300——可以抵消这种痛苦。这就是为什么交通准入被纳入指数的原因。例如，在国家中部依赖汽车的郊区，两份汽车贷款和漫长的开车通勤将抵消一名纽约人能够节省下来的资金。
纽约市家庭 拥有汽车—— 极佳的负担能力 逃生口
百分比。医疗保险覆盖率有所提高，从 89.6 到 92。新企业的创建数量增加了一倍多：2014 年 2 月有 222,677 份备案，2024, 年 2 月为 443,944 份，并且仍在增加，在刚刚过去的 2 月份达到了 496,443 份。 这并没有让“梦想”变得简单，但这意味着它依然存在——只要你知道在哪里寻找。 这就是《新闻周刊》的“美国梦指数”（American Dream Index）的用途。我们对美国的每一个邮政编码区（共 33,772 个）在六个维度上进行了 0 到 100 的评分：经济流动性、住房获取、就业质量、新企业形成、教育与技能以及生活成本。至关重要的是，该指数向流动性倾斜：它不仅询问一个地方是否已经富有，而且询问那里普通的人们是否仍能向上攀升。 仔细倾听，你会听到有人告诉你同样的话。 “梦想依然存在——追随资金的流向，你就能找到它，”
一个 0 到 100, 的综合评分，提取自社会流动性的六个支柱：经济流动性、住房获取、就业质量、新企业形成、教育与技能以及生活成本
1 北达科他州 66.5 近乎充分就业，且租金低廉
2 犹他州 65.5 前五名中经济流动性最高
3 明尼苏达州 65.2 各项属性的强力结合
4 马萨诸塞州 63.9 教育水平最高的州，但房价最贵
5 南达科他州 63.2 价格可负担，就业率高且具有创业文化
金融家及前唐纳德·特朗普白宫通讯主任安东尼·斯卡拉穆奇（Anthony Scaramucci）告诉《新闻周刊》。 “资本、人才和机遇已经迁移：从传统机构流向阳光地带和数字经济。梦想没有死去；它只是更换了地址。” 民主党政治战略师、评论员兼 Latinovations 创始人玛丽亚·卡多纳（Maria Cardona）表示赞同。 “美国梦依然存在，但实现起来变得困难得多，”她告诉《新闻周刊》。 “我认为挑战不在于梦想消失了，而在于我们必须让它再次变得触手可及。同时，保持乐观至关重要。美国最好的日子还在前方，人们需要能够传递希望、相信国家未来并致力于创造更多经济机会的领导者，从而让每个人都有公平的机会去实现他们版本的美国梦。”
co
《新闻周刊》的“敢于梦想”（Dare To Dream）项目并不旨在对每一个具体地点下最终定论。现实世界比这更复杂。相反，它旨在成为一个关于机遇对话的起点。
如果你必须预测各州梦想指数的排名顶端，你很可能会预测错误——而你出错的方式正是该项目的核心所在。 我们指数的领先者并非沿海地区。北达科他州排名第一。犹他州和明尼苏达州紧随其后。马萨诸塞州——正是那种你预期会获胜的州——仅排在第四，南达科他州和新罕布什尔州紧随其后。佛蒙特州、夏威夷州、科罗拉多州和艾奥瓦州进入前 10 名。大平原地区和山地西部，这些在沿海媒体报道中最不显眼的地区，位列《新闻周刊》名单的最顶端。
6 新罕布什尔州 63.2
16 康涅狄格州 58.6
深度探索
扫描二维码 查看您的邮政编码 得分情况
这里的衡量机遇、流动性和生活质量最强，美国梦正蓬勃发展
知识走廊和丹佛山麓地带，是的——但还有 那些在就业、可负担性和流动性方面 默默交出成绩单的小农县。”
表格底部的结果遗憾地更为熟悉。密西西比州排名垫底，阿拉巴马州、南卡罗来纳州、路易斯安那州、西弗吉尼亚州和阿肯色州紧随其后。尽管住房较便宜且生活成本较低，但深南地区的数代结构性劣势在我们的六大支柱中绝大多数都清晰可见。
6 10 9
7 3
从 2014 年的 $53,657 增长到 2024 年的 $83,730。 在同一时期， 贫困率下降…… 医疗保险覆盖率 提高…… [且] 新 业务创建数量 增加了一倍多。
榜单顶端是一个很少有人能预料到的组合。科罗拉多州的道格拉斯县（Douglas County）领先，紧随其后的是弗吉尼亚州的劳登县（Loudoun）和犹他州的摩根县（Morgan）。随后是北弗吉尼亚地区的阿灵顿（Arlington）和费尔法克斯（Fairfax）等地——以及令人惊讶地，南达科他州的埃德蒙兹县（Edmunds County）和堪萨斯州的谢里登县（Sheridan County），这两个大平原农村县与那些
繁荣之地
1 道格拉斯县 80.1 科罗拉多州
2 劳登县 79.7 弗吉尼亚州
3 摩根县 79.5 犹他州
4 阿灵顿县 79.0 弗吉尼亚州
5 费尔法克斯县 78.6 弗吉尼亚州
6 埃德蒙兹县 78.2 南达科他州
7 谢里登县 78.0 堪萨斯州
8 萨米特县 77.3 犹他州
9 奥佐基县 77.1 威斯康星州
10 蒂顿县 77.1 怀俄明州
(马里科帕县)
R
M
2024 年连续 113 天达到或超过 100°F—— 导致 602 人死于高温
作为美国的增长磁铁（排名 #1,109），演员艾玛·斯通成长于此，这里在一年内增加了数万名居民，即便夏季已变得致命。将其与迈阿密-戴德县（#1,867）对比——另一个吸引力超过了居民安全承受能力的磁铁。
佛罗里达州
THESTEWARTOFNY/WIREIMAGE; MEGAN BRIGGS/GETTY; SJOERD VAN DER WAL/GETTY; ALLISON ROBBERT/AFP/GETTY; THEO WARGO/WIREIMAGE/GETTY; GLOBALP/GETTY
这里具备所有生活方式的要素——海滩、金融、里奥·梅西带来的名流光环——以及喷涌而出的新业务（新业务形成指数 96.1），然而迈阿密-戴德县（#1,867）在收入中位数接近 $72,000 的情况下，其生活成本和住房获取能力几乎处于最低水平。这正是北达科他州（#1）的镜像反面。
$532,903 人均 收入—— 全美最富有的县
杰克逊霍尔（Jackson Hole）最顶层的 1% 平均年收入约为 $35 million——大约是底层 99% 的 221 倍。然而，它在指数中的排名仅为 #10，住房获取分数为 15.6，这证明了该“梦想”衡量的是流动性，而非金钱。对比宜居的科罗拉多州道格拉斯县（#1）。
租房者在住房上 花费的收入 中位数百分比—— 美国租金负担 最重的都市区。
2020 年至 2025 年 人口增长
排名 #1,239，得分为 50.3，它是阳光地带繁荣景象的缩影——拥有奥斯汀地区的机遇且无需支付高昂代价，但其增长速度超过了其市政系统的承受能力。租金中位数为 $1,495，通勤时间为 31.3 分钟，且 14% 的 65 岁以下人口没有保险。机遇在诊所和道路建成之前就已经到来了。
德克萨斯州
这是一个移民磁石，其指数与头条新闻相吻合：强大的教育与技能以及新企业形成，特拉维斯县（#637）的 59.0 分高于德克萨斯州的州平均分 46.1 分（#41）。但压力在住房获取方面显现，将增长压力辐射到了其相邻的海斯县（#1,239）。
（亨内平县）
居民生活在 距离公园 10 分钟步行路程内
公园在这里是市政基础设施，在这个自 2020 年以来国家形象与抗议活动联系在一起的城市中，提供了免费的聚集场所。普林斯的出生地在各州中排名第 3，亨内平县（#190）在县级表格中排名很高。
特斯拉将其 总部迁至 奥斯汀地区
特斯拉将其
繁荣
哪里在繁荣，哪里在挣扎
挣扎
地点 得分
地点 得分
58778 北达科他州，麦克林 89.2
84098 犹他州，萨米特 87.9
80027 科罗拉多州，博尔德 87.6
18913 宾夕法尼亚州，巴克斯 87.4
59211 蒙大拿州，谢里登 87.4
01748 马萨诸塞州，米德尔塞克斯 87.2
20817 马里兰州，蒙哥马利 86.9
01886 马萨诸塞州，米德尔塞克斯 86.8
58484 北达科他州 86.8
86.8
86.7
86.6
86.6
86.6
86.5
86.5
86.4
86.4
86.2
86.1
86.0
85.9
85.8
85.8
85.7
2026 年 7 月 31 日
克里斯蒂娜 亨德里克斯
其他有趣的故事则位于中间地带。 以阿拉巴马州的麦迪逊县为例。它的得分很高，这是国防、航天和制造业带来的薪水回报。国防部和美国国家航空航天局（NASA）的马歇尔太空飞行中心散布着航空航天合同，此外还有丰田和马自达的合资工厂。 西北阿肯色州讲述了一个类似的故事。本顿县是沃尔玛在本顿维尔总部的所在地，得益于稳定的就业，其排名上升。西北阿肯色州委员会报告称，该地区
57794 南达科他州 7.0
27584 北卡罗来纳州 8.6
87328 新墨西哥州，麦金利 8.6
29567 南卡罗来纳州，迪龙 10.9
86544 亚利桑那州 11.0
31087 佐治亚州，汉考克 11.1
28362 北卡罗来纳州 11.2
57566 南达科他州 11.7
29519 南卡罗来纳州 11.9
11.9
12.0
12.3
12.5
12.5
12.6
12.7
12.7
12.9
13.1
13.2
13.3
13.5
13.6
13.7
13.7
正如农民、作家兼农村政策专家 Brian Reisinger 告诉《新闻周刊》的那样，农村社区依然存在希望。
“美国梦依然充满活力，但只有当人们继续相信它并为维护它而奋斗时，它才能生存下去，”他说道。
“尽管国家面临着诸多挑战——从家庭农场的衰落到农村社区的挣扎——但我依然在那些坚持工作、创业并寻找新方法以构建更美好未来的人们身上看到了韧性。这在美国农村尤其如此，那里的家庭和创业者尽管面临着巨大的压力，但依然在坚守。”
“我相信这种坚韧不拔的精神是这个国家身份的一部分。美国仍然提供着在世界其他地方难以找到的机会，在这里，勤奋、决心和一个好的创意在一代人之内依然可以改变一个家庭的未来。只要人们继续发现并追求这些机会，美国梦就将延续。”
上述提及的这些地方，没有一个是美国最富有的郊区，也没有一个是美国最便宜的小镇。它们是这个国家的劳动中坚，在这里，美国梦正在被重写，但它们很少被写入报道中。
BEN BERNANKE
当然，有些地方因提供的教育质量而脱颖而出。佐治亚州的克拉克县（Clarke County）——雅典市佐治亚大学的所在地——在该项指标上得分很高。北卡罗来纳州的达勒姆（Durham，杜克大学）、弗吉尼亚州的阿尔伯马尔（Albemarle，弗吉尼亚大学）以及密西西比州的奥克蒂比哈（Oktibbeha，密西西比州立大学）同样如此。曼哈顿和亚特兰大的富尔顿（Fulton）
SAVION WASHINGTON/WIREIMAGE; KEVIN WINTER/GETTY; WIN MCNAMEE/GETTY
“资本、人才和机遇已经迁移：从传统机构迁移到了太阳带 (Sun Belt) 和数字经济。美国梦并没有消亡；它只是更换了地址。”
县级地区将顶尖大学和白领密集度集中在小区域内。创业精神也是一个巨大的驱动力。佛罗里达州的迈阿密-戴德县 (Miami-Dade) 是一个商业创建热点，而该大都市区的其他地区则受到住房和生活成本的拖累。特拉华州的肯特县 (Kent County) 以及德克萨斯州的农村里尔县 (Real County) 也显示出同样的创业激增。在阿拉斯加的偏远地区——迪纳利 (Denali) 和东阿留申群岛 (Aleutians East)——季节性产业在艰苦环境下支付着真实的工资。
正如卡托研究所全球自由与繁荣中心的研究员切尔西·福莱特 (Chelsea Follett) 所主张的，创业精神是美国 DNA 的一部分。她在接受《新闻周刊》采访时表示：“我对美国梦依然存在持乐观态度，因为许多阻碍机遇的最大障碍是政策选择的结果，而我们可以做出更好的政策选择。通过消除那些由于糟糕的政策选择而导致的阻碍繁荣和追求幸福的障碍，我们可以让美国梦延续下去。”
其他人认同这一诊断，但或许有不同的处方。
资深共和党政治评论员迈克·马德里 (Mike Madrid) 告诉《新闻周刊》：“美国梦依然存在，因为美国仍然是一个人们可以追求机遇、享受自由并建立比世界上大部分地区更好的生活的地方。”
“这个国家确实有缺陷，但它继续代表着数百万人的希望——从土生土长的美国人到移民。特别是移民，在维持这个梦想方面发挥着至关重要的作用，因为他们亲身了解美国边境之外的情况。他们提醒我们其他人不要将这些机遇视为理所当然，并有助于更新这个国家的建国信念：任何人都可以来到这里，努力工作并追求幸福。”
KAYLA BARTKOWSKI/GETTY; GILLES MINGASSON/GETTY; SPENCER PLATT/GETTY
我们真正生活的国家
实现美国梦的融资难度比预期更高。住房短缺是一场国家级的失败。育儿成本高得惊人。学生贷款在毕业很久之后仍影响着职业决策。
沃尔玛的年度营收， 全球任何一家公司中的第二高
美国最纯粹的“公司镇”：沃尔玛总部位于本顿维尔 (Bentonville)，它创造的财富使沃尔顿家族成为全美最富有的家庭，也是共和党最大的捐赠者之一以及阿肯色州最具影响力的政治参与者。这家单一雇主将本顿县的得分提升至 58.6，为阿肯色州最高分（生活成本 77.4，就业质量 65.6，教育与技能 64.1）——在这个整体排名第 45 位 (43.5) 的州中，这是一个光亮的角落。
1 million 在市长租金冻结政策下的 租金稳定公寓
曼哈顿的纽约县 (#248) 得分为 65.9，拥有能让机遇成为现实的就业和教育条件，但与之相伴的是 2.2 的住房获取得分，接近全国最低。市长佐兰·马姆达尼 (Zohran Mamdani) 的“逐块 (Block by Block)”计划承诺在租金冻结的基础上增加 200,000 套新的经济适用房。
66.5
65.5
65.2
63.9
63.2
63.2
62.0
61.2
61.1
61.0
61.0
60.5
59.8
59.3
59.2
58.6
58.4
58.0
57.9
57.4
56.9
56.8
56.1
55.9
55.9
医疗成本依然是数千万人的长期不稳定因素。承担这些最沉重负担的地方——密西西比河三角洲、高成本的沿海大都市——并非随机分布。它们是做出的决定及其推迟的结果，有时跨越了几代人之久。 但“美国梦”并未破灭。它可以在阿拉巴马州的亨茨维尔、阿肯色州的本顿维尔以及南卡罗来纳州的格林维尔被找到。它存在于科罗拉多州的道格拉斯县、弗吉尼亚州的劳登县，以及从波士顿到华盛顿的漫长郊区弧线中。它存在于北达科他州的石油小镇，以及那些得分超过著名郊区的平原农耕县中。甚至在许多得分低于全国中位数的县中，它也以一种低调的形式存在，在那里
55.3
54.7
54.1
53.8
52.7
51.5
50.5
50.0
49.2
48.5
47.3
47.2
46.9
46.2
46.1
45.7
45.4
44.4
43.8
43.5
42.0
41.9
41.4
41.3
39.1
皮尤研究中心发现，53% 的美国人仍然相信他们有可能实现它；加州大学洛杉矶分校（UCLA）的研究人员报告称，86% 的 27 岁以下美国人仍然希望实现它。最令人震惊的是，盖洛普和米尔肯研究所今年报告称，76% 的美国成年人仍然认为美国梦是可以实现的。 他们并没有被欺骗。他们是在透过头条新闻地观察。 美国梦仍在书写中；你只需要知道在哪里寻找。
洛杉矶娱乐业的 年度 经济影响
这座“梦想工厂”依然是一个强有力的引擎：娱乐业每年估计产生 $117 十亿美元的收益，并在约 15,000 家企业中支撑超过 325,000 个就业岗位。这一引擎使得经济流动性 (65.1) 和教育与技能 (60.4) 保持在高位——即便在城市为 2028 奥运会进行建设时，住房获取 (8.2) 和生活成本 (11.3) 拖累了整体表现。沿着海岸线向北行驶两小时，旧金山的整体得分要高得多 (73.7)，但其住房获取指标却是所有大郡中表现最差的 (6.5)。
CHRIS DELMAS/AFP/ GETTY; ANGELA WEISS/AFP/GETTY; ROBERT KAMAU/GC IMAGES; AMY SUSSMAN/GETTY; JEAN CATUFFE/GETTY; HIGHFIVE/BAUER-GRIFFIN/GC IMAGES; MATT DIRKSEN/CHICAGO CUBS/GETTY; BOARDING1NOW/GETTY; PICTORIAL PARADE/GETTY
分数是如何计算的 每一个分数都建立在公开、可免费使用的政府数据之上——没有任何私有数据，没有任何隐藏。我们衡量机会的六大支柱，然后将它们融合为一个数字。由于“梦想”的核心在于进步而非仅仅是舒适，我们增加了流动性支柱的权重： • 经济流动性。这是最关键的一项。在这里长大的孩子在成年后是否真的能够攀爬收入阶梯？ • 就业质量。是否拥有优质的工作、稳定的就业和合理的通勤时间？ • 教育与技能。能够开启机会之门的学位、学校和培训。 • 住房获取。一个拥有平均收入的家庭是否真的能负担得起在那里的生活？ • 新企业成立。人们是否在启动新创业项目？这是当地活力与自我更新的信号。 • 生活成本。一份薪水实际能维持多久的生活。 为了公平地将北达科他州的一个农村郡与曼哈顿的一小块区域进行比较，我们在合并之前将每项衡量指标都放在同一个 0 到 100 的曲线上——这样每个地方都是与全国范围进行比较，而不仅仅是与其邻居比较。当某个邮政编码（ZIP code）缺失部分数据时，我们用全国中位数进行填充并予以标记；每个邮政编码都带有一个置信度评级（高、有限或低），以便您了解其分数的可靠程度。大约四分之 5. 的邮政编码被评为高置信度。 我们的绝大多数数据确实精确到了邮政编码级别
芝加哥 (库克郡)
我们如何计算得分，如何使用该指数以及这些数字的含义
级别。少数几个指标——向上流动性、新企业注册量和生活成本——仅在整个县或大都市区发布，因此我们将它们仔细映射到这些区域内的邮政编码（ZIP）上。这些地方被标记为置信度略低，这就是为什么一些得分较高的农村地区仍然带有警告说明。由于四舍五入，某些州的排名似乎相同，但它们的底层得分有所不同。
我们的来源 我们的数据提取自美国人口普查局（美国社区调查、邮政编码商业模式和商业形成统计数据）、劳工统计局、经济分析局、疾病控制与预防中心 (CDC)、哈佛大学机会洞察 (Opportunity Insights) 以及麻省理工学院选举实验室 (MIT Election Lab)。
如何使用 “美国梦指数”为美国所有的 33,772 个邮政编码分别给出一个从 0 到 100 的分值。可以将 50 视为全国中位数：得分更高则意味着机会强于平均水平；得分更低则意味着机会较弱（基于所有得分，州中位数为 55.6）。完整指数可在 newsweek.com/dare-to-dream 在线查阅。您可以通过三种方式阅读：
• 从家门口开始。输入您的邮政编码。您将看到您所在社区的综合得分、它在全国所有邮政编码中的排名，以及决定该得分的六个组成部分，这样您就可以判断您所在的地区是靠优质就业、可负担住房、优质学校还是其他因素支撑的。 • 放大视角。州和县的地图可以让人一目了然地看到同样的趋势。颜色越深表示得分越高；颜色越浅表示得分越低。这是查看您所在区域与全国其他地区对比的最快方式。 • 寻找惊喜。排名表提取出了那些低调但表现超出预期的地点——一个拥有繁荣主街的普通县，一个拥有极高教育水平的大学城，或是一个拥有真实工资的石油小镇。
居民——美国人口第二多的县 一个庞大且多样化的县 (#1,042) 的平均得分处于中位 (52.4)：金海岸的财富与南区的投资不足相互抵消。这与科罗拉多州道格拉斯县 (#1) 这样的小型、统一的获胜者截然相反。
数字的含义 • 65 及以上 – 繁荣 • 55–64 – 表现良好 • 45–54 – 保持稳定 • 35–44 – 面临挑战 • 34 及以下 – 陷入困境
局限性 这是一个指数，而不是一项裁决。它是对话的起点，而非对任何单一地点的最终定论。随着新信息的进入，我们将在线更新数据。
日本的这些长期护理医院、养老院和私人康复中心为您所爱的人提供卓越的治疗
插图：OLEG BORODIN
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日本通过现代实践和全民医疗建立了一个支持长寿的医疗体系，但失败的风险正在增加
作者：SHIV SUDHAKAR
日本的老龄人口严重依赖国家的医疗体系。专家指出，由医生主导的治理、强制性的长期护理保险以及基于社区的综合护理，是旨在支持长寿的体系的关键要素，此外还包括各种社会计划，但该体系在未来几十年将面临日益增加的压力。 世界经济论坛估计，日本近 30 百分比的人口年龄在 65 岁或以上，使其成为世界上人口最老龄的国家。根据该国卫生部 2025 年的报告，这个拥有 14,125 个岛屿的国家有近 100,000 名 100 岁或以上公民。 专家表示，长寿的原因是细微且复杂的——饮食模式、公共卫生措施、教育、社会条件以及与健康相关的
短缺， ...仍然是 像日本这样的 老龄护理系统的 一个核心 运营挑战。”
行为——所有这些都 与拥有一个支持性的 医疗保健系统交织在一起。 “日本的医疗保健系统 相对成功，” 东京庆应义塾大学 名誉教授池上直树 (Naoki Ikegami) 博士 告诉《新闻周刊》。 日本在 全民医疗覆盖 体系下运行，该体系 建立于 1961 年。 根据法律，所有 居住在该国的人员——包括 外籍人士——都必须参加。 根据 联邦基金会 (The Commonwealth Fund) 的说法， 任何在 该国居住至少三个月 的人都必须参加 保险，无论是通过 面向薪资雇员的 雇员健康保险，还是 面向 自雇人士、失业者、 退休人员或任何 在日本永久居住三个月 或以上人员的 国民健康保险 系统。 共付额根据 护理级别而有所不同，但患者 通常免于承担高额的 保险费用。 “成本一直由 国家政府控制，政府设定了 几乎所有医疗保健 服务和药物的 费用，”池上说。 “随着人口 老龄化，日本开发了 世界上最结构化的 急性后及长期 护理系统之一，其 康复医院、长期护理 医院、养老院和 居家护理服务在 相互连接的护理 路径中运行，” Statista 医疗保健分析负责人 Meilin Möllenkamp 告诉《新闻周刊》。 但医疗保健系统 随着人口老龄化面临 重大挑战，到 2060 年， 65 岁及以上人口 的比例可能会上升到 40% 以上。 “劳动力短缺， 特别是在护士、 护理员和康复 专业人员中，仍然是 像日本这样的 老龄护理系统的 一个核心运营挑战，” Möllenkamp 说。 “这些压力在农村和 高度老龄化的县中往往 更加明显，在那里的 医疗保健系统面临 极高且不断增加的 需求，而劳动力 可用性却十分有限。” 医院的财务可持续性 也是一个令人担忧的问题， 因为医院 将不断上涨的劳动力、能源 和供应成本转嫁给 支付方的能力日益有限， 圣路加国际大学 公共卫生研究生院 副教授大西一成 (Kazunari Onishi) 告诉《新闻周刊》。 “加强预防性 护理，促进健康老龄化 并提高医疗保健 交付的效率，对于 维持人口健康和 医疗保健系统的可持续性 将变得日益重要，” 大新说。“挑战 不仅在于帮助 人们延长寿命，还在于 帮助他们尽可能长时间地 保持健康和独立的生活。”
日本拥有世界上最老龄化的人口之一，约 29.3% 的人口年龄在 65 岁及以上，这推动了对提供老年人专业治疗和持续护理设施的强劲需求。为了给患者提供一个全面的资源以做出明智决策，Statista 和 新闻周刊 合作评选出日本领先的长期护理医院、250 家领先的私立养老院和 300 家住院物理康复设施。
长期护理医院 在日本，具有长期护理能力的医院被定义为通过指定床位类型（包括长期护理床位和康复床位）提供长期住院护理的设施。这些床位服务于在急性疾病或受伤后需要长期医疗 treatment、护理或结构化康复的患者，通常持续数周至数月。如果医院运营旨在长期停留的住院床位，特别是根据《医疗法》（第 7 条）定义的长期护理床位和康复床位，则有资格入选排名。虽然康复床位在法律上与长期护理床位分类不同，但由于它们在急性期后提供长期住院护理的功能相当，因此也被纳入其中。急性护理床位以及结核病、传染病和精神科床位被排除在外，除非它们是包含长期或康复服务在内的更广泛护理组合的一部分。 排名基于三个数据源：声誉（同行推荐和质量评估）：占总分的 85%；认证：占总分的 10%；患者满意度：占总分的 5%。
■ 声誉——
∙ 同行推荐：2026 年 3 月至 4 月，Statista 在长期护理医院工作的医疗专业人员（如医生、物理治疗师、护士）和管理人员/行政人员中进行了一次全国性在线调查。该调查也可在 newsweek.com 上进行。此外，参与者通过电子邮件受邀参加。参与者被要求推荐日本顶尖的长期护理医院。不允许推荐其自身的雇主/设施。推荐的顺序和参与者的专业经验被纳入考量。根据加权推荐数量为每家设施分配一个分数。 ∙ 质量评估：对于每家被推荐的长期护理医院，参与者被要求推荐领先的长期护理医院，并就五个质量维度进行 1 到 10 分的评分：护理质量；沟通；服务与住宿质量；整体护理与照护人员；以及过渡支持。
■ 患者满意度 请参阅物理康复设施下方的说明。
■ 认证 根据日本医疗质量委员会（Japan Council for Quality Health Care）的认证状态计入认证分数。该分数反映了医院是否符合国家认可的慢性护理环境下的患者安全和护理质量标准，并作为结构质量的外部指标。
养老院 为了有资格入选排名，养老院必须为私有所有，且除了护理支持和治疗外，还需为客户提供居住住宿。来自所有地区和都道府县的养老院均有资格入选排名。为了确定顶尖的私立养老院，为分析中的每家设施计算了一个分数。该名单基于四个数据支柱：声誉：占总分的 72.5%；质量评估：占总分的 15%；护理基础设施与能力：占总分的 7.5%；以及患者体验：占总分的 5%。
■ 声誉 2026 年 2 月至 3 月，Statista
邀请在养老院护理方面具有专业知识的专业人士（医学医生、医疗护士、护理助理、治疗师以及养老院经理和管理人员）参加一项在线调查。该调查也在 newsweek.com 上进行了推广。参与者被要求推荐日本的养老院。不允许推荐其自身雇用的机构。根据加权推荐的数量，为每家养老院分配一个声誉分数。此外，还考虑了参与者的专业经验。
■ 质量评估 为了进一步区分每家养老院的感知声誉，参与者从四个质量维度对被推荐的设施进行了评估：护理质量：占分数的 45 percent；服务质量：占分数的 25 percent；护理人员：占分数的 15 percent；以及住宿与设施：占分数的 15 percent。对于每家设施，参与者就每个维度提供了从 1（“差”）到 10（“优秀”）的评分。这些评分根据各自的权重汇总成每家设施的综合质量分数。
■ 护理基础设施与能力 护理提供支柱评估了养老院向居民提供日常护理和支持的结构性和服务相关框架。该支柱旨在深入了解每家养老院提供的护理服务的结构准备情况、全面性和深度。这些数据采集自厚生劳动省（Ministry of Health, Labour and Welfare）。 考虑了以下指标： ∙ 患者与员工比例：相对于居民数量的员工配备水平，反映了设施提供个性化关注和及时护理的能力。 ∙ 24 小时人员可用性：现场人员的持续在岗，以确保全天候的监督和响应。 ∙ 专项服务获取：诸如痴呆症咨询、现场康复和职业疗法、牙科护理等服务的可用性
以及对患有严重认知症状居民的支持。 ∙ 护理级别分布（级别 1–5）： 设施内可容纳的认证护理级别范围，表明其支持不同程度身体和认知依赖居民的能力。 ∙ 协助需求级别（支持级别 1 和 2）：设施服务于需要较低级别协助的居民的能力，反映了涵盖整个依赖光谱的护理广度。 ∙ 星级评分：基于用户评论和评估标准的 1 到 5 星评分，总结了访客和家属的意见。该数据点收集自评论平台 Minnanokaigo。
■ 患者满意度 作为评分的另一个支柱，每家设施都包含了 Google 患者评估。根据可用数据，养老院的患者满意度评级在 0 到 5 星之间。
■ 绩效缎带 缎带是根据每家养老院的相对综合绩效和声誉得分而授予的：
∙ 五条缎带授予在所有养老院综合绩效中排名在前 10%（高于第 90 百分位），且在声誉支柱中排名在前 25%（高于第 75 百分位）的养老院。
[[IMG_XXXX]]（原文：IMAZINS/GETTY）
∙ 四条缎带授予基于综合评分模型符合该名单严格入选标准，但得分未达到五条缎带百分位阈值的养老院。 这种两步系统确保了被认可的设施在整体绩效和声誉方面均表现出色，同时突出了这一高性能群体内部的差异。分别有 79 家设施被授予五条缎带，171 家设施被授予四条缎带。
物理康复设施 排名基于三个数据源：全国在线调查（占总分的 68%）；质量与绩效指标（占总分的 25%）；以及患者满意度（占总分的 7%）。
■ 全国在线调查 从 2026 年 2 月到 3 月，Statista 在物理康复设施工作的医疗专业人员（如医生、物理治疗师、护士）和经理/管理人员中进行了一项全国在线调查。该调查也可在 newsweek.com 上进行。此外，参与者还通过电子邮件收到邀请。参与者被要求推荐领先的康复设施，并就各种质量维度按 1 到 10 的分值进行评级。不允许推荐其自身的雇主/设施。
■ 质量与绩效指标 每家设施的质量和绩效使用三个数据源进行评估：对专业康复标准的遵守情况、认证与隶属关系以及运营绩效。标准的遵守情况使用 JCQHC（日本医疗质量委员会）状态进行衡量，反映了对国家认可的患者安全和护理质量标准的合规性。包括 KRWA（恢复期康复病房协会）和 JARM（日本康复医学会）在内的康复重点组织的隶属关系也被纳入，以反映康复护理领域特定的指南和最佳实践。运营绩效源自公开的 KRWA 报告，该报告提供了日本急性期后住院康复系统中医院级别的康复强度和质量指标。指标包括疾病调整绩效指数、每名患者每天的康复单位（患者接受的每日治疗强度）以及康复费用类别（反映设施资源如人员配置水平和设备质量的国家分类）。这些数据用于确定绩效得分，占总分的 25%。
■ 患者满意度 患者体验与满意度数据来源于 Caloo，这是一个提供医院和医疗诊所信息的日本在线平台，允许患者分享并评价其就医体验。对于每家机构，Caloo 的评分被用作患者满意度的指标。这些评价基于真实患者的反馈提供标准化的星级评分，并能够识别随时间变化的满意度趋势。
免责声明
排名仅由符合本文所述范围的长期护理医院、养老院和物理康复机构组成。在排名中被提及是基于同行推荐、质量指标、患者体验的公开来源以及认证的正面认可。排名是一个复杂过程的结果，由于数据收集和分析的时间间隔，仅反映过去 12 个月的情况。此外，任何发生在 2025 年 4 月 1 日至 2026 年 3 月 31 日（针对物理康复机构）、2025 年 4 月 15 日至 2026 年 4 月 14 日（针对长期护理医院）或 2025 年 5 月 14 日至 2026 年 5 月 14 日（针对养老院）之前或之后，以及/或与这些机构相关人员相关的事件，均未纳入指标。因此，本排名的结果不应被用作未来审议的唯一信息来源。本排名提供的信息应结合关于长期护理设施、养老院或物理康复机构的其他可用信息共同考虑，或者在可能的情况下，伴随对机构的实地访问。未被纳入排名的机构之质量并非受到质疑。
爱知康复医院 (Aichi Rehabilitation Hospital) 爱知县西尾市，中部地区
赤羽康复医院 (Akabane Rehabilitation Hospital) 东京都北区，关东地区
赤枝医院 (Akaeda Hospital) 神奈川县横滨市，关东地区
AOI国际医院 (AOI International Hospital) 神奈川县川崎市，关东地区
爱宕医院 (Atago Hospital) 长崎县长崎市，九州及冲绳地区
中央医院-正都 (Central Hospital Shoto) 东京都涩谷区，关东地区
卫生医院 (Eisei Hospital) 东京都八王子市，关东地区
富庆千叶医院 (Fuke Chiba Hospital) 千叶县千叶市，关东地区
福冈未来医院 (Fukuoka Mirai Hospital) 福冈县福冈市，九州及冲绳地区
船桥市康复医院 (Funabashi City Rehabilitation Hospital) 千叶县船桥市，关东地区
五反田康复医院 (Gotanda Rehabilitation Hospital) 东京都品川区，关东地区
韩和第一仙博医院 (Hanwa Daiichi Senboku Hospital) 大阪府堺市，关西地区
韩和第二仙博医院 (Hanwa Daini Senboku Hospital) 大阪府堺市，关西地区
韩和第二住吉医院 (Hanwa Daini Sumiyoshi Hospital) 大阪府大阪市，关西地区
韩和医院 (Hanwa Hospital) 大阪府大阪市，关西地区
初台康复医院 (Hatsudai Rehabilitation Hospital) 东京都涩谷区，关东地区
广岛绿丘医院 (Hiroshima Green Hill Hospital) 广岛县广岛市，中国地区
幌都医院 (Horoto Hospital) 北海道札幌市，北海道地区
慈世会纪念医院 (Jiseikai Memorial Hospital) 东京都板桥区，关东地区
定山溪医院 (Jozankei Hospital) 北海道札幌市，北海道地区
蒲田康复医院 (Kamata Rehabilitation Hospital) 东京都大田区，关东地区
胜又医院 (Katsumata Hospital) 爱知县名古屋市，中部地区
神户康复医院 (Kobe Rehabilitation Hospital) 兵库县神户市，关西地区
小金井康复医院 (Koganei Rehabilitation Hospital) 东京都小金井市，关东地区
小板桥医院 (Koitabashi Hospital) 千叶县松户市，关东地区
江东康复医院 (Koto Rehabilitation Hospital) 东京都江东区，关东地区
京都东山老人疗养院 (Kyoto Higashiyama Geriatric Sanatorium) 京都府京都市，关西地区
京都大原纪念医院 (Kyoto Ohara Memorial Hospital) 京都府京都市，关西地区
松山康复医院 (Matsuyama Rehabilitation Hospital) 爱媛县松山市，四国地区
南木医院 (Namiki Hospital) 爱知县名古屋市，中部地区
西山医院 (Nishiyama Hospital) 静冈县滨松市，中部地区
冈山康复医院 (Okayama Rehabilitation Hospital) 冈山县冈山市，中国地区
规模化护理 日本的长期护理网络 支撑着大约五分之一的 老年人口。
大宫协立医院 (Omiya Kyoritsu Hospital) 埼玉县埼玉市，关东地区
老住安乐医院 (Roju Yasuragi Hospital) 大阪府河内长野市，关西地区
樱十字医院 (Sakura Juji Hospital) 熊本县熊本市，九州及冲绳地区
三轩茶屋第一医院 (Sangenjaya Daiichi Hospital) 东京都世田谷区，关东地区
札幌绿星医院 (Sapporo Ryokusei Hospital) 北海道札幌市，北海道地区
千里康复医院 (Senri Rehabilitation Hospital) 大阪府箕面市，关西地区
世田谷纪念医院 (Setagaya Memorial Hospital) 东京都世田谷区，关东地区
信爱医院 (Shin-ai Hospital) 东京都清濑市，关东地区
新札幌保罗医院 (Shin-Sapporo Paulo Hospital) 北海道札幌市，北海道地区
湘南庆友医院 (Shonan Keiyu Hospital) 神奈川县藤泽市，关东地区
奏扇医院 (Sousen Hospital) 千叶县千叶市，关东地区
昭和医院 (Sowa Hospital) 神奈川县相模原市，关东地区
圣特蕾莎镰仓康复医院 (St. Theresa Kamakura Rehabilitation Hospital) 神奈川县镰仓市，关东地区
竹川医院 (Takekawa Hospital) 东京都板桥区，关东地区
多摩川医院 (Tamagawa Hospital) 东京都调布市，关东地区
但原康复医院 (Tatara Rehabilitation Hospital) 福冈县福冈市，九州及冲绳地区
天理万事咨询医院-白川分院 (Tenri Yorozu Consultation Hospital Shirakawa Branch) 奈良县天理市，关西地区
鹤卷温泉医院 (Tsurumaki Onsen Hospital) 神奈川县秦野市，关东地区
鵜飼康复医院 (Ukai Rehabilitation Hospital) 爱知县名古屋市，中部地区
若草-立妻康复医院 (Wakakusa-Tatsuma Rehabilitation Hospital) 大阪府大东市，关西地区
横滨田园都市医院 (Yokohama Denentoshi Hospital) 神奈川县横滨市，关东地区
横滨南木康复医院 (Yokohama Namiki Rehabilitation Hospital) 神奈川县横滨市，关东地区
汤河原中央温泉医院 (Yugawara Central Onsen Hospital) 神奈川县汤河原町，关东地区
Agape 兜山医院 (Agape Kabutoyama Hospital) 兵库县西宫市，关西地区
上尾中央第二医院 (Ageo Central Second Hospital) 埼玉县上尾市，关东地区
爱知済生会康复医院 (Aichi Saiseikai Rehabilitation Hospital) 爱知县名古屋市，中部地区
爱之医院 (Aino Hospital) 大阪府茨木市，关西地区
爱之山医院 (Aioiyama Hospital) 爱知县名古屋市，中部地区
赤岩医院 (Akaiwa Hospital) 爱知县丰桥市，中部地区
Ambiru 医院 (Ambiru Hospital) l鹿児島县 l 鹿児島市，九州及冲绳地区
AOI 湘北医院 (AOI Shohoku Hospital) 神奈川县相模原市，关东地区
荒川医院 (Arakawa Hospital) 东京都荒川区，关东地区
有马温泉医院 (Arima Onsen Hospital) 兵库县神户市，关西地区
热川温泉医院 (Atagawa Onsen Hospital) 静冈县东伊豆町，中部地区
Awakigahara 医院 (Awakigahara Hospital) 宫崎县佐贺市，九州及冲绳地区
近森康复医院 (Chikamori Rehabilitation Hospital) 高知県高知市，四国地区
临床医院 (Clinical Hospital) 埼玉县埼玉市，关东地区
综合康复中心-绿医院 (Comprehensive Rehabilitation Center Midori Hospital) 新潟县新潟市，中部地区
大荣医院 (Daiei Hospital) 千叶县成田市，关东地区
大慈会医院 (Daijukai Hospital) 大阪府枚方市，关西地区
第二北总医院 (Daini Hokuso Hospital) 千叶县龟山町，关东地区
第二石栓医院 (Daini Sekizen Hospital) 爱知县丰桥市，中部地区
东岛根医疗福利中心 (Eastern Shimane Medical and Welfare Center) 岛根县松江市，中国地区
永住综合医院 柳桥分院 东京台东区，关东
福冈康复医院 福冈市，福冈县，九州及冲绳
福冈和仁会医院 福冈市，福冈县，九州及冲绳
福岛村医院 丰桥市，爱知县，中部
蒲郡东医院 蒲郡市，爱知县，中部
群马珀斯医院 川场村，群马县，关东
白十字康复医院 福冈市，福冈县，九州及冲绳
Hara Hospital fukuoka, fukuoka, kyushu & okinawa (福冈县福冈市，九州及冲绳地区)
Hashimoto Hospital mitoyo, kagawa, shikoku (香川县三丰市，四国地区)
Heian no Mori Memorial Hospital hamamatsu, shizuoka, chubu (静冈县滨松市，中部地区)
Higashi Niigata Hospital niigata, niigata, chubu (新潟县新潟市，中部地区)
Higashimae Hospital mito, ibaraki, kanto (茨城县水户市，关东地区)
Higashiohizumi Hospital nerima, tokyo, kanto (东京都练马区，关东地区)
nerima, tokyo, kanto (东京都练马区，关东地区)
Hikari Hospital otsu, shiga, kansai (滋贺县大津市，关西地区)
Hiroshima Seaside Hospital hiroshima, hiroshima, chugoku (广岛县广岛市，中国地区)
Hojo Hospital sakai, osaka, kansai (大阪府堺市，关西地区)
Ibukino Hospital izumi, osaka, kansai (大阪府泉市，关西地区)
Iwamizawa Asuka Hospital iwamizawa, hokkaido, hokkaido (北海道岩见泽市，北海道地区)
Izu Heiwa Hospital kannami, shizuoka, chubu (静冈县Kannami，中部地区)
Izumisano Yujinkai Hospital izumisano, osaka, kansai (大阪府泉佐野市，关西地区)
Jiai Hospital bunkyo, tokyo, kanto (东京都文京区，关东地区)
Jikokai Memorial Hospital izunokuni, shizuoka, chubu (静冈县伊豆之国市，中部地区)
Jiseikai Nerima Takanodai Hospital (济诚会练马高之台医院)
Jiseikai Tokumaru Rehabilitation Hospital (济诚会德丸康复医院)
itabashi, tokyo, kanto (东京都板桥区，关东地区)
itabashi, tokyo, kanto (东京都板桥区，关东地区)
Jukokai Central Hospital miyoshi, aichi, chubu (爱知县三好市，中部地区)
Junshin Rehabilitation Hospital kakogawa, hyogo, kansai (兵库县加古川市，关西地区)
Kamiitabashi Hospital (上板桥医院)
Kamoshika Hospital sanjo, niigata, chubu (新潟县三条市，中部地区)
Kanenokuma Hospital (金之熊医院)
Kanto Hospital yokohama, kanagawa, kanto (神奈川县横滨市，关东地区)
Kanzaki Central Hospital higashiomi, shiga, kansai (滋贺县东近江市，关西地区)
Kasamatsu Hospital gifu, gifu, chubu (岐阜县岐阜市，中部地区)
Kashiihara Hospital (柏原医院)
Kashima Jingumae Hospital kashima, ibaraki, kanto (茨城县鹿嶋市，关东地区)
Kashiwanoha Hokuso Hospital nagareyama, chiba, kanto (千叶县流山市，关东地区)
Kawasaki Denentoshi Hospital kawasaki, kanagawa, kanto (神奈川县川崎市，关东地区)
ATOMSTUDIOS/GETTY; IMAGENAVI/GETTY
Kitakyushu Koga Hospital koga, fukuoka, kyushu & okinawa (福冈县古贺市，九州及冲绳地区)
Kitakyushu Yahatahigashi Hospital yahatahigashi, fukuoka, kyushu & okinawa (福冈县八幡东区，九州及冲绳地区)
Kitakyushu Yugawa Hospital kokuraminami, fukuoka, kyushu & okinawa (福冈县小仓南区，九州及冲绳地区)
Koyukai Shin-Sapporo Hospital sapporo, hokkaido, hokkaido (北海道札幌市，北海道地区)
Kumamoto Seijo Hospital kumamoto, kumamoto, kyushu & okinawa (熊本县熊本市，九州及冲绳地区)
Kurume Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa (福冈县久留米市，九州及冲绳地区)
Kyoritsu Memorial Hospital kawanishi, hyogo, kansai (兵库县川西市，关西地区)
Matsue Seikyo General Hospital matsue, shimane, chugoku (岛根县松江市，中国地区)
Matsukage Senior Hospital nagoya, aichi, chubu (爱知县名古屋市，中部地区)
Meinan Fureai Hospital nagoya, aichi, chubu (爱知县名古屋市，中部地区)
Minamino Hospital hachioji, tokyo, kanto (东京都八王子市，关东地区)
Miwa Hospital toyama, toyama, chubu (富山县富山市，中部地区)
Motoyama Rehabilitation Hospital kobe, hyogo, kansai (兵库县神户市，关西地区)
Musashino Central Hospital koganei, tokyo, kanto (东京都小金井市，关东地区)
Musashinodai Hospital ome, tokyo, kanto (东京都青梅市，关东地区)
Nagaoka Nishi Hospital nagaoka, niigata, chubu (新潟县长冈市，中部地区)
Nagaresugi Hospital toyama, toyama, chubu (富山县富山市，中部地区)
Nagasaki Hospital nagasaki, nagasaki, kyushu & okinawa (长崎县长崎市，九州及冲绳地区)
Nagasaki Midori Hospital nagasaki, nagasaki, kyushu & okinawa (长崎县长崎市，九州及冲绳地区)
Nagasaki Rehabilitation Hospital nagasaki, nagasaki, kyushu & okinawa (长崎县长崎市，九州及冲绳地区)
Nagashio Hospital toshima, tokyo, kanto (东京都丰岛区，关东地区)
Naniwa Hospital osaka, osaka, kansai (大阪府大阪市，关西地区)
Nayuta no Mori Hospital saga, saga, kyushu & okinawa (佐贺县佐贺市，九州及冲绳地区)
Nerima Kenikukai Hospital nerima, tokyo, kanto (东京都练马区，关东地区)
Neuromuscular Center Yoshimizu Hospital shimonoseki, yamaguchi, chugoku (山口县下关市，中国地区)
New Kinkai Hospital nagasaki, nagasaki, kyushu & okinawa (长崎县长崎市，九州及冲绳地区)
Niigata Rehabilitation Hospital niigata, niigata, chubu (新潟县新潟市，中部地区)
Ninosawa Hospital takasaki, gunma, kanto (群马县高崎市，关东地区)
Nishi-Sendai Hospital sendai, miyagi, tohoku (宫城县仙台市，东北地区)
Nishiyamato Rehabilitation Hospital kanmaki, nara, kansai (奈良县看巻町，关西地区)
Obara Hospital nakano, tokyo, kanto (东京都中野区，关东地区)
Okanoki Hospital kitakyushu, fukuoka, kyushu & okinawa (福冈县北九州市，九州及冲绳地区)
Ome Keiyu Hospital ome, tokyo, kanto (东京都青梅市，关东地区)
Ome Sankei Hospital ome, tokyo, kanto (东京都青梅市，关东地区)
Omiya Central General Hospital saitama, saitama, kanto (埼玉县埼玉市，关东地区)
Otsuka Hospital tamba, hyogo, kansai (兵库县丹波市，关西地区)
Owada Hospital saitama, saitama, kanto (埼玉县埼玉市，关东地区)
Oyamada Memorial Onsen Hospital yokkaichi, mie, kansai (三重县四日市市，关西地区)
Port Island Hospital kobe, hyogo, kansai (兵库县神户市，关西地区)
Rakuhoku Hospital kyoto, kyoto, kansai (京都府京都市，关西地区)
Rikita Hospital nishi, hiroshima, chugoku (广岛县广岛市西区，中国地区)
Royal Hospital suginami, tokyo, kanto (东京都杉并区，关东地区)
Ryokuseikai Hospital kodaira, tokyo, kanto (东京都小平市，关东地区)
Ryokusuikai Hospital takatsuki, osaka, kansai (大阪府高槻市，关西地区)
Sadowara Hospital miyazaki, miyazaki, kyushu & okinawa (宫崎县宫崎市，九州及冲绳地区)
Saga University Hospital saga, saga, kyushu & okinawa (佐贺县佐贺市，九州及冲绳地区)
Saiseikai Yuda Onsen Hospital yamaguchi, yamaguchi, chugoku (山口县山口市，中国地区)
Saishukan Hospital kitanagoya, aichi, chubu (爱知县北名古屋市，中部地区)
Saitama Central Hospital saitama, saitama, kanto (埼玉县，埼玉市，关东)
Sakishima Hospital osaka, osaka, kansai (大阪府，大阪市，关西)
Sanda Kogen Hospital sanda, hyogo, kansai (兵库县，三田市，关西)
Sangenjaya Hospital setagaya, tokyo, kanto (东京都，世田谷区，关东)
Sapporo Miyanosawa Hospital sapporo, hokkaido, hokkaido (北海道，札幌市，北海道)
Sashiogi Nursing Hospital saitama, saitama, kanto (埼玉县，埼玉市，关东)
Seaside Hospital fukuoka, fukuoka, kyushu & okinawa (福冈县，福冈市，九州及冲绳)
Seijinkai Hospital kamisu, ibaraki, kanto (茨城县，神栖市，关东)
Shigei Hospital kurashiki, okayama, chugoku (冈山县，仓敷市，中国地区)
Shiroyama Hospital hachioji, tokyo, kanto (东京都，八王子市，关东)
Showakai Hospital nagasaki, nagasaki, kyushu & okinawa (长崎县，长崎市，九州及冲绳)
Sunbury Fukuoka Hospital takaoka, toyama, chubu (富山县，高冈市，中部)
Tagami Hospital nagasaki, nagasaki, kyushu & okinawa (长崎县，长崎市，九州及冲绳)
Tama Hiyoshidai Hospital kawasaki, kanagawa, kanto (神奈川县，川崎市，关东)
Tane Second Hospital osaka, osaka, kansai (大阪府，大阪市，关西)
Tenryu Suzukake Hospital hamamatsu, shizuoka, chubu (静冈县，滨松市，中部)
Teruyama Memorial Hospital iida, nagano, chubu (长野县，饭田市，中部)
Tokai Memorial Hospital kasugai, aichi, chubu (爱知县，春日井市，中部)
Tokyo Rehabilitation Center Setagaya setagaya, tokyo, kanto (东京都，世田谷区，关东)
Tomiya Hospital fujimino, saitama, kanto (埼玉县，富士见野市，关东)
Toyama Jonan Hospital toyama, toyama, chubu (富山县，富山市，中部)
Toyano Central Hospital niigata, niigata, chubu (新潟县，新潟市，中部)
Toyokawa Aoyama Hospital toyokawa, aichi, chubu (爱知县，丰川市，中部)
Uenohara Hospital sakuragawa, ibaraki, kanto (茨城县，樱川市，关东)
Utsukushigaoka Hospital sapporo, hokkaido, hokkaido (北海道，札幌市，北海道)
Utsunomiya Rehabilitation Hospital utsunomiya, tochigi, kanto (栃木县，宇都宫市，关东)
Wajinkai Hospital nagasaki, nagasaki, kyushu & okinawa (长崎县，长崎市，九州及冲绳)
Yamagata Royal Hospital higashine, yamagata, tohoku (山形县，东根市，东北)
Yamaguchi Rehabilitation Hospital yamaguchi, yamaguchi, chugoku (山口县，山口市，中国地区)
Yayoigaoka Kage Hospital tosu, saga, kyushu & okinawa (佐贺县，都留市，九州及冲绳)
Yoda Hospital misaki, osaka, kansai (大阪府，岬町，关西)
Yokohama Hospital yokohama, kanagawa, kanto (神奈川县，横滨市，关东)
Yokohama Konandai Comprehensive Care Hospital yokohama, kanagawa, kanto (神奈川县，横滨市，关东)
Yomiuri Land Keiyu Hospital inagi, tokyo, kanto (东京都，稻城市，关东)
Yoshida Hospital nagoya, aichi, chubu (爱知县，名古屋市，中部)
Yuai Onsen Hospital toyama, toyama, chubu (富山县，富山市，中部)
Age-Free Life Korien Panasonic Age-Free Co., Ltd. neyagawa, osaka, kansai
Alive Setagaya-shimouma Alive Inc. setagaya, tokyo, kanto
Alive Shinagawa-oi Alive Inc. tokyo, tokyo, kanto
tokyo, tokyo, kanto
Aria Bajikoen Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Aria Kyoto Kamogawa Gosho Higashi Benesse Style Care Co., Ltd. kyoto, kyoto, kansai
kyoto, kyoto, kansai
Aria Takarazuka Benesse Style Care Co., Ltd. takarazuka, hyogo, kansai
Aria Yakumo Yamate Dori Benesse Style Care Co., Ltd. nagoya, aichi, chubu
nagoya, aichi, chubu
Aria Yoyogi Uehara Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Best Life Sapporo Kiyota Best Life West Japan Co., Ltd. sapporo, hokkaido, hokkaido
Bon Sejour Suizenji Benesse Style Care Co., Ltd. kumamoto, kumamoto, kyushu & okinawa
Charm Premier Kakinokizaka Charm Care Corporation Co., Ltd. tokyo, tokyo, kanto
Charm Premier Yamate-cho Charm Care Corporation Co., Ltd. yokohama, kanagawa, kanto
yokohama, kanagawa, kanto
Charm Suite Setagaya Kamiuma Charm Care Corporation Co., Ltd. tokyo, tokyo, kanto
Charm Suite Shinjuku Toyama Charm Care Corporation Co., Ltd. tokyo, tokyo, kanto
Comfort Hills Rokko Secomfort West Co., Ltd. kobe, hyogo, kansai
Elegano Maya Sumirin Care Life kobe, hyogo, kansai
Evergreen City Teraoka Matsuda-kai Co., Ltd. sendai, miyagi, tohoku
Fleur Happiness Shinoro Moe Welfare Service Co., Ltd. sapporo, hokkaido, hokkaido
Gamo Meisei Meisho Co., Ltd. koshigaya, saitama, kanto
Garden Terrace Oyamadai Shimada Living Partners Co., Ltd. tokyo, tokyo, kanto
Good Time Home Obihiro Good Time Alliance obihiro, hokkaido, hokkaido
obihiro, hokkaido, hokkaido
Good Time Living Machida Nakamachi Good Time Living Co., Ltd. machida, tokyo, kanto
Good Time Living Osaka Bay Good Time Living Co., Ltd. osaka, osaka, kansai
Grancreer Aobadai TOKYU E-LIFE DESIGN Inc. yokohama, kanagawa, kanto
Grancreer Bajikoen TOKYU E-LIFE DESIGN Inc. tokyo, tokyo, kanto
Granda Ashiya Benesse Style Care Co., Ltd. ashiya, hyogo, kansai
Granda Hatsudai Benesse Style Care Co., Ltd. kashiwa, chiba, kanto
Granda Issha Benesse Style Care Co., Ltd. nagoya, aichi, chubu
Granda Kunitachi Benesse Style Care Co., Ltd. kunitachi, tokyo, kanto
Granda Mejiro Ochiai Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Granda Nerima Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Granda Oyama 2 Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Granda Shimouma Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Granda Tokugawa Benesse Style Care Co., Ltd. nagoya, aichi, chubu
Granda Toyota Motomachi Benesse Style Care Co., Ltd. toyota, aichi, chubu
Granda Uesugi Amamiya Benesse Style Care Co., Ltd. sendai, miyagi, tohoku
DIGNITY PRESERVED 截至 2023, 100 % 的日本 私立护理机构 都被要求 为员工提供 痴呆症培训。
Green Hills Care Aioi Green Hills Care toyoaki, aichi, chubu
Habitation Josui Habitation Co., Ltd. fukuoka, fukuoka, kyushu & okinawa
Hikari Heights Varus Kotoni Hikari Heights Varus Co., Ltd. sapporo, hokkaido, hokkaido
Ilysée Iruma HITOWA Co., Ltd. Healthcare Company iruma, saitama, kanto
Kirara Fureai no Mori Joetsu Fureai no Mori joetsu, niigata, chubu
La Nasica Akita Cedar Co., Ltd. akita, akita, tohoku
Le Blanc Tominohara Aishinkai Medical Corporation omura, nagasaki, kyushu & okinawa
Long Life Kyoto Arashiyama Japan Long Life Co., Ltd kyoto, kyoto, kansai
Long Life Maebashi Social Welfare Corporation Koshiokai maebashi, gunma, kanto
Matsudo Nissei Eden no Sono Nissei Seirei Health and Welfare Foundation matsudo, chiba, kanto
Medical Rehabilitation Home Granda Yamahana Benesse Style Care Co., Ltd. sapporo, hokkaido, hokkaido
Nichii Care Center Hiroshima West Nichii Care
hiroshima, hiroshima, chugoku
Nichii Care Center Obihiro Midorigaoka Nichii Care
Nichii Home Kachidoki Nichii Carepalace Company
PARK WELLSTATE KAMOGAWA Mitsui Fudosan Residential Wellness Co., Ltd.
kamogawa, chiba, kanto (千叶县鸭川市，关东地区)
Plaisant Grand Koganei Care21 Co., Ltd.
koganei, tokyo, kanto (东京都小金井市，关东地区)
Plaisant Grand Kyoto Enmachi Care21 Co., Ltd.
Plaisant Grand Nishinomiya Koroen Care21 Co., Ltd.
nishinomiya, hyogo, kansai (兵库县西宫市，关西地区)
Plaisant Luxe Minami Aoyama Care21 Co., Ltd.
minato, tokyo, kanto (东京都港区，关东地区)
Platesia Center South Good Time Living Co., Ltd.
Rehabilitation Home Granda Minamiyama Benesse Style Care Co., Ltd.
Rire Home Horai Annex Rire Stage Group
nara, nara, kansai (奈良县奈良市，关西地区)
Robel Nakano Saginomiya 东日本福利管理 服务公司 (East Japan Welfare Management Service Corporation)
nakano, tokyo, kanto
Rose Life Takanohara ALSOK Joy Life
kizugawa, kyoto, kansai
Royal Residence Higashi-Tokorozawa 社会福利研究 研究所有限公司 (Social Welfare Research Institute Co., Ltd.)
tokorozawa, saitama, kanto
Sakuravia Seijo Prime Stage Co., Ltd.
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
SOMPO Care Sompo no Ie Konandai SOMPO Care Inc.
yokohama, kanagawa, kanto
yokohama, kanagawa, kanto
Spring Life Kanazawa Spring Life Kanazawa Co., Ltd.
kanazawa, ishikawa, chubu
Suncarna Nishijin 西铁道护理服务有限公司 (Nishitetsu Care Service Co., Ltd.)
fukuoka, fukuoka, kyushu & okinawa
Suncity Ginza EAST Half Century More Co., Ltd.
Suncity Kanagawa Half Century More Co., Ltd.
hadano, kanagawa, kanto
Sunny Life Meguro Kawashima Corporation
meguro, tokyo, kanto
Sunny Life Miyanozawa Kawashima Corporation
sapporo, hokkaido, hokkaido
Sunny Life Sendai Kawashima Corporation
MICHAEL H/GETTY [2]
sendai, miyagi, tohoku
Trust Garden Tokiwamatsu Himedic, Inc.
Trust Garden Yoga no Mori Himedic, Inc.
Tsukui Sunshine Gotemba Tsukui Co., Ltd.
gotemba, shizuoka, chubu
Tsukui Sunshine Joetsu Tsukui Co., Ltd.
joetsu, niigata, chubu
joetsu, niigata, chubu
Tsukui Sunshine Koga Akayama Tsukui Co., Ltd.
koga, ibaraki, kanto
Tsukui Sunshine Shin-Kurashiki Tsukui Co., Ltd.
kurashiki, okayama, chugoku
Urara Nerima Starts Care Service Co., Ltd.
Yasuragi no Yakata Benesse Style Care Co., Ltd.
itami, hyogo, kansai
Yokohama Garden of Eden Seirei Social Welfare Community
Adagio Fukuzumi Sakura Care Service Co., Ltd.
nagaoka, niigata, chubu
Airefu Yasuzuka 社会福利法人越后上越 福利协会 (Social Welfare Corporation Echigo-Joetsu Welfare Association)
Alive Kugahara Alive Inc.
ota, tokyo, kanto
Alive Ogikubo Alive Inc.
suginami, tokyo, kanto
Alive Setagaya-daita Alive Inc.
setagaya, tokyo, kanto
Alive Yoyogi-oyamacho Alive Inc.
Amperena Hyakudo Amperena Momochi
LIFE IN MOTION 实践活动 与居家护理 帮助老年人 保持活力并 参与日常生活。
Apprule Kugenuma Apprule fujisawa, kanagawa, kanto
Aria Ichibancho Benesse Style Care Co., Ltd. chiyoda, tokyo, kanto
Aria Roppongi Benesse Style Care Co., Ltd. minato, tokyo, kanto
Aria Shoto Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Aria Takanawa Benesse Style Care Co., Ltd. minato, tokyo, kanto
Arontia House Suminoe 医疗法人光善会 (Medical Corporation Kozenkai) osaka, osaka, kansai
Asanagi Morimoto Co., Ltd. sennan, osaka, kansai
As-heim Hikarigaoka As Partners Co., Ltd. nerima, tokyo, kanto
As-heim Misato As Partners Co., Ltd. misato, saitama, kanto
As-heim Ota Chuo As Partners Co., Ltd. ota, tokyo, kanto
Azumien Grande Sakura Azumi En saitama, saitama, kanto
Azumien Grande Tokiwadaira Azumi En matsudo, chiba, kanto
Azumien Grande Tsurumaki Azumi En hadano, kanagawa, kanto
Best Life Fukuyama Best Life 西日本有限公司 (Best Life West Japan Co., Ltd.) fukuyama, hiroshima, chugoku
Best Life Sagamino Best Life 西日本有限公司 (Best Life West Japan Co., Ltd.) ebina, kanagawa, kanto
Best Life Seisei Sakuragaoka Best Life 西日本有限公司 (Best Life West Japan Co., Ltd.) tama, tokyo, kanto
Best Life Sendai Best Life 西日本有限公司 (Best Life West Japan Co., Ltd.) sendai, miyagi, tohoku
Best Life Setagaya Best Life 西日本有限公司 (Best Life West Japan Co., Ltd.) setagaya, tokyo, kanto
Best Life Tama Center Best Life 西日本有限公司 (Best Life West Japan Co., Ltd.) tokyo, tokyo, kanto
Best Life Toyonaka Best Life 西日本有限公司 (Best Life West Japan Co., Ltd.) toyonaka, osaka, kansai
Best Rehabilitation Nursing Home Minami-Senju Bestreha tokyo, tokyo, kanto
Best Rehabilitation Nursing Home Omiya East Bestreha saitama, saitama, kanto
Care Home La France Happy Life Creation kikuchi, kumamoto, kyushu & okinawa
Care Village Grandpa Second Stage Co., Ltd. miyazaki, miyazaki, kyushu & okinawa
Care Village Shonan Chigasaki Kamei Kogyo Holdings Co., Ltd. chigasaki, kanagawa, kanto
Casa de Sol Life Service Oguchi Co., Ltd. shimosuwa, nagano, chubu
Casa de Verde Kurosawa Case de Verde Kurosawa takasaki, gunma, kanto
Charm Kyoto Otowa Charm Care Corporation Co., Ltd. 京都，京都，关西
Charm Kyoto Yamashina Charm Care Corporation Co., Ltd. 京都，京都，关西
Charm Nara Park Charm Care Corporation Co., Ltd. 奈良，奈良，关西
Charm Nishinomiya Uegahara Charm Care Corporation Co., Ltd. 西宫，兵库，关西
Charm Suite Keio Seisei Sakuragaoka Charm Care Corporation Co., Ltd. 多摩，东京，关东
Charm Suite Koenji Charm Care Corporation Co., Ltd. 杉并，东京，关东
Charm Suite Nigawa Charm Care Corporation Co., Ltd. 宝塚，兵库，关西
Charm Suite Shakujii Park Charm Care Corporation Co., Ltd. 练马，东京，关东
Charm Suite Toyosu Charm Care Corporation Co., Ltd. 东京，东京，关东
Charm Suite Yotsuya Charm Care Corporation Co., Ltd. 东京，东京，关东
Cocofump Suizenji Park Gakken Cocofump Co., Ltd. 熊本，熊本，九州及冲绳
Comfort Garden Azamino Secomfort Co., Ltd. 横滨，神奈川，关东
Community Orchard Kaichi WEST Orchard Care Co., Ltd. 松本，长野，中部
Crossheart Shonandai - Fujisawa Cross Heart 藤泽，神奈川，关东
Dear Rest KABE Dear Rest KABE 广岛，广岛，中国地区 (chugoku)
Denmark INN 府中 Denmark INN 府中，东京，关东
Denmark INN 小田原 Denmark INN 小田原，神奈川，关东
Elegano Konan Sumirin Care Life 神户，兵库，关西
神户，兵库，关西
Elysion 学园前站 Elysion 奈良，奈良，关西
Ensemble 大宫 Medical Care Service Company Inc. 埼玉，埼玉，关东
埼玉，埼玉，关东
Ensemble 大宫日进 Medical Care Service Company Inc. 埼玉，埼玉，关东
Ensemble 丰田曙 Medical Care Service Company Inc. 丰田，爱知，中部
Excelsior 千叶 Excelsior Japan Inc. 千叶，千叶，关东
Family More 八重樱学园前 Yaezakura Co., Ltd. 奈良，奈良，关西
Fukusuke 养老院 Care Home for the Elderly Fukumaru Co., Ltd. 奈良，奈良，关西
Gold Age Royal 明细 Gold Age Inc. 名古屋，爱知，中部
名古屋，爱知，中部
Grado 名古屋站前 Medical Corporation Shiseikai 名古屋，爱知，中部
Grancreer 成城护理中心 TOKYU E-LIFE DESIGN Inc. 世田谷，东京，关东
世田谷，东京，关东
Granda 井荻 Benesse Style Care Co., Ltd. 练马，东京，关东
练马，东京，关东
Granda 弘院 Benesse Style Care Co., Ltd. 枚方，大阪，关西
Granda 南麻布 Benesse Style Care Co., Ltd. 港区，东京，关东
Granda 中村桥 2 号 Benesse Style Care Co., Ltd. 东京，东京，关东
东京，东京，关东
Granda 四谷 Benesse Style Care Co., Ltd. 新宿，东京，关东
Granvy 小日向 Meisho Co., Ltd. 文京，东京，关东
Statista R 是创建公司、品牌和产品排名及顶尖榜单的世界领导者，其基础是全面的市场研究和数据分析：Statista R 认可最优秀者。凭借一支由 100 多名专家分析师组成的团队，并与各大洲 40 多个知名媒体品牌合作，Statista R 为消费者和商业决策者创造了透明度，并帮助企业在众多行业和产品类别中建立信任度和认可度。请访问 r.statista.com。Statista R 是 Statista 的一个部门。这一领先的数据和商业智能门户网站提供了广泛的统计数据、报告和洞察，涵盖 170 个行业的 22,500 个来源中的 80,000 多个主题。欲了解更多信息，请访问 statista.com。
助力之手 护理人员为面对残障的居民提供支持。
Hamana Lake Eden Garden Seirei Social Welfare Community hamamatsu, shizuoka, chubu
Hanakotoba Center South Proud Life Inc. yokohama, kanagawa, kanto
Hanakotoba Nursing Totsuka Proud Life Inc. yokohama, kanagawa, kanto
Hanakotoba Plus Denenchofu Proud Life Inc. tokyo, tokyo, kanto
Happine Beppu Kamegawa Green Life Co., Ltd. beppu, oita, kyushu & okinawa
Happine Kokubu Green Life Co., Ltd. kirishima, kagoshima, kyushu & okinawa
Hinoki Ryoninkai, Ushio Hospital Inc. ryugasaki, ibaraki, kanto
Home Station Higashi-Urawa ALSOK Life Care saitama, saitama, kanto
Hyldemoer Setagaya Okamoto Tokio Marine & Nichido Better Life Service Co., Ltd. tokyo, tokyo, kanto
iCare Garden Harutori iCare Co., Ltd. kushiro, hokkaido, hokkaido
iHome Matsudo Kogane iMedicare Co., Ltd. matsudo, chiba, kanto
IMS Akabane Handbell Care Co., Ltd. (IMS Group) kita-ku, tokyo, kanto
IoT Beautiful Japanese Danran Sunheart., Co.Ltd tokyo, tokyo, kanto
Iraifu Tenri Medical Corporation Katsuyukai tenri, nara, kansai
Iruma Higashi Korakuen Medical Corporation Hakuhokai Iruma Tokorakuen iruma, saitama, kanto
Izu Health Care Mansion Izu Healthcare Co. Ltd. higashiizu, shizuoka, chubu
Kaigotsuki Yuryo Jin Homu Yuurakukan Medical Corporation Shoaikai Hayato Shoaikai Hospital kirishima, kagoshima, kyushu & okinawa
Keiaien Hiratsuka Showa, Ltd. hiratsuka, kanagawa, kanto
Kuki Shoyukan SANGA Japan kuki, saitama, kanto
La Nasica Matsumoto Cedar Co., Ltd. matsumoto, nagano, chubu
Leciel Itakano Legato Care Group
osaka, osaka, kansai
Lianleve Tsurumaki Onsen Kinoshita Group
hadano, kanagawa, kanto
Library Nerima Koyadai Living Platform Group
Lifeship Care Obihiro Life Design
obihiro, hokkaido, hokkaido
Livewell Misono Bihonest Inc.
sapporo, hokkaido, hokkaido
sapporo, hokkaido, hokkaido
Long Life Kobe Aotani Japan Long Life Co., Ltd
Madoka Kita-Urawa Benesse Style Care Co., Ltd.
Mandarin Minami-Ogikubo Mandarin South Ogikubo Co.Ltd
Medical Home Granda Fukiage Benesse Style Care Co., Ltd.
Medical Rehabilitation Home Granda in Front of the Governor’s Residence Benesse Style Care Co., Ltd.
Medical Rehabilitation Home Kurara Chitose Funabashi Benesse Style Care Co., Ltd.
Medihos Kamakura Medihos Co., Ltd.
kamakura, kanagawa, kanto
Merry House West Wind New City Yachiyokai Group
Minori Kii Minori Co., Ltd.
wakayama, wakayama, kansai (和歌山县和歌山市，关西地区)
wakayama, wakayama, kansai (和歌山县和歌山市，关西地区)
Modestia Mito Japan Ageless Life Core Co., Ltd.
mito, ibaraki, kanto (茨城县水户市，关东地区)
Mominoki Shibuya Honmachi Momino-ki
tokyo, tokyo, kanto (东京都，关东地区)
tokyo, tokyo, kanto (东京都，关东地区)
Mominoki Suginami Daiwa Life Support Co., Ltd
suginami, tokyo, kanto (东京都杉并区，关东地区)
suginami, tokyo, kanto (东京都杉并区，关东地区)
Muku no Ie Hokkaido Muku Co., Ltd.
sapporo, hokkaido, hokkaido (北海道札幌市，北海道地区)
sapporo, hokkaido, hokkaido (北海道札幌市，北海道地区)
sapporo, hokkaido, hokkaido (北海道札幌市，北海道地区)
Nemu no Ki Koushi-F
marugame, kagawa, shikoku (香川县丸龟市，四国地区)
NEXT Life Design Shin-Koenji Next Life Design Co., Ltd.
Nichii Care Center Himeji Hirohata Nichii Care
himeji, hyogo, kansai (兵库县姬路市，关西地区)
Nichii Home Fudomae Nichii Carepalace Company
shinagawa, tokyo, kanto (东京都品川区，关东地区)
Nichii Home Kamihoshikawa Nichii Carepalace Company
yokohama, kanagawa, kanto (神奈川县横滨市，关东地区)
Nichii Home Nakamagome Nichii Carepalace Company
Nichii Home Sumida Nichii Carepalace Company
sumida, tokyo, kanto (东京都墨田区，关东地区)
NICO A & Co., Ltd.
Note Mae Note Welfare Association
Nursing Home Chiai Kariya Chiai Holdings Co., Ltd.
kariya, aichi, chubu (爱知县刈谷市，中部地区)
Nursing Home Megumi Keiseikai Medical Corporation
toyama, toyama, chubu (富山县富山市，中部地区)
Nursing Home Olive Country Aiyukai Medical Corporation
mitoyo, kagawa, shikoku (香川县三丰市，四国地区)
Ome Garden House Japan Amenity Life Association Co., Ltd.
ome, tokyo, kanto (东京都青梅市，关东地区)
Park Villa Yoshunkan The Park Villa Youshunkan
matsudo, chiba, kanto (千叶县松户市，关东地区)
PD House Itabashi Sunwels Co., Ltd.
itabashi, tokyo, kanto (东京都板桥区，关东地区)
PD House Nakano Shirasagi Sunwels Co., Ltd.
nakano, tokyo, kanto (东京都中野区，关东地区)
PD Residence Kurashiki PD Residence
JGALIONE/GETTY; ICONICS/A.COLLECTIONRF/GETTY
kurashiki, okayama, chugoku (冈山县仓敷市，中国地区)
PLACES Ainosato 3eee Inc.
Plaisant Grand Okamoto Care21 Co., Ltd.
kobe, hyogo, kansai (兵库县神户市，关西地区)
Pokka Poka Atami Pokkapoka Japan
atami, shizuoka, chubu (静冈县热海市，中部地区)
Pore Pore Gakuen-mae Residence Pore Pore Group
nara, nara, kansai (奈良县奈良市，关西地区)
Rakujien Yamato-Saidaiji Rakuji Group
Rakuto 3 Sasuke Inc. mitoyo, kagawa, shikoku (香川县三丰市，四国地区)
Relaxing Home Bond Social Welfare Corporation Nishi-Arie Welfare Association minamishimabara, nagasaki, kyushu & okinawa (长崎县南岛原市，九州与冲绳地区)
Residence Sagamihara Nihon Senior Life Inc. sagamihara, kanagawa, kanto (神奈川县相模原市，关东地区)
Rindoen Special Nursing Home for the Elderly Social Welfare Corporation Taishiki chino, nagano, chubu (长野县茅野市，中部地区)
Royal Care Takamatsu Royal Care Takamatsu takamatsu, kagawa, shikoku (香川县高松市，四国地区)
Sakura Namiki Nursing Care Complex Seiwakai Medical Corporation fukuyama, hiroshima, chugoku (广岛县福山市，中国地区)
Sakura no Sato Brain Co., Ltd. yokohama, kanagawa, kanto (神奈川县横滨市，关东地区)
Sawayaka Club Okazaki Sawayaka Club Co., Ltd. okazaki, aichi, chubu (爱知县冈崎市，中部地区)
Sawayaka Kasadera Kan Sawayaka Club Co., Ltd. nagoya, aichi, chubu (爱知县名古屋市，中部地区)
Sawayaka Seaside Kukinoumi Sawayaka Club Co., Ltd. kitakyushu, fukuoka, kyushu & okinawa (福冈县北九州市，九州与冲绳地区)
Seijo Olintei Benesse Style Care Co., Ltd. setagaya, tokyo, kanto (东京都世田谷区，关东地区)
Senior Style Kobe Sumiyoshi Senior Style Co., Ltd. kobe, hyogo, kansai (兵库县神户市，关西地区)
Silver City Tokachi Obihiro Taiheiyo Silver Service Hokkaido Co., Ltd. obihiro, hokkaido, hokkaido (北海道带广市，北海道地区)
SOMPO Care La Vieille Azamino Sompo Care Inc. yokohama, kanagawa, kanto (神奈川县横滨市，关东地区)
需求增长 到 2040, 7.3 million (730万) 人在日本将使用长期护理服务。
SOMPO Care La Vieille Chiba Tsubakimori Sompo Care Inc. chiba, chiba, kanto (千叶县千叶市，关东地区)
SOMPO Care La Vieille Kita-Kamakura Sompo Care Inc. kamakura, kanagawa, kanto (神奈川县镰仓市，关东地区)
SOMPO Care Laville Hiroshima Hikarigaoka Sompo Care Inc. hiroshima, hiroshima, chugoku (广岛县广岛市，中国地区)
SOMPO Care Sompo no Ie Kyoto Hazukashi Sompo Care Inc. kyoto, kyoto, kansai (京都府京都市，关西地区)
SOMPO Care Sompo no Ie Yasaka Sompo Care Inc. higashimurayama, tokyo, kanto (东京都东村山市，关东地区)
Sonare Hamadayama Life Care Design, Inc. tokyo, tokyo, kanto (东京都，关东地区)
Suitopi Port Nandai mio Nisso Nifty Co., Ltd yokohama, kanagawa, kanto (神奈川县横滨市，关东地区)
Sumikawa no Oka Ai Co., Ltd. sapporo, hokkaido, hokkaido (北海道札幌市，北海道地区)
Suncity Machida Half Century More Co., Ltd. machida, tokyo, kanto (东京都町田市，关东地区)
Sunflower Garden Social Welfare Corporation Mukoshunju-kai sakura, kyoto, kansai (京都府，关西地区)
Sunny Life Ayase Kawashima Corporation ayase, kanagawa, kanto (神奈川县绫濑市，关东地区)
Sunny Life Fujisawa Kawashima Corporation fujisawa, kanagawa, kanto (神奈川县藤泽市，关东地区)
Sunny Life Higashi Totsuka Kawashima Corporation yokohama, kanagawa, kanto (神奈川县横滨市，关东地区)
Sunny Life Misato Chuo Kawashima Corporation misato, saitama, kanto (埼玉县美里市，关东地区)
Sunny Life Setagaya Kawashima Corporation setagaya, tokyo, kanto (东京都世田谷区，关东地区)
Sunny Life Seya Kawashima Corporation yokohama, kanagawa, kanto (神奈川县横滨市，关东地区)
Super Court Kadoma Super Court Co., Ltd. kadoma, osaka, kansai (大阪府门真市，关西地区)
Suzuran Suzuran toyohashi, aichi, chubu (爱知县丰桥市，中部地区)
Trust Garden Hongou Himedic, Inc. bunkyo, tokyo, kanto (东京都文京区，关东地区)
Tsukui Sunshine Okaya Tsukui Co., Ltd. okaya, nagano, chubu (长野县冈谷市，中部地区)
Tsukui Sunshine Sendai Tsukui Co., Ltd. sendai, miyagi, tohoku (宫城县仙台市，东北地区)
Viver Chevita Hikari no Sato Hikari no Sato Ltd. okayama, okayama, chugoku (冈山县冈山市，中国地区)
Wajiro no Sato Cedar Co., Ltd. fukuoka, fukuoka, kyushu & okinawa (福冈县福冈市，九州及冲绳地区)
Welina Care Jiyugaoka Tokyu Wellness Corporation meguro, tokyo, kanto (东京都目黑区，关东地区)
Wellcare Hills Equestrian Park Sankei Building Well Care setagaya, tokyo, kanto (东京都世田谷区，关东地区)
Yale Court Sakura 1st System Co., Ltd. matsumoto, nagano, chubu (长野县松本市，中部地区)
Mumin Nursing Home Kumamoto South Mumin Home kumamoto, kumamoto, kyushu & okinawa (熊本县熊本市，九州及冲绳地区)
Yumeyama Yamanashi Mumin Home yamanashi, yamanashi, chubu (山梨县山梨市，中部地区)
Yuuyu Senior Center Hotaru no Sato Yuyu Group ono, fukuoka, kyushu & okinawa (福冈县小野村，九州及冲绳地区)
1 森之宮医院 (Morinomiya Hospital) 大阪，大阪，关西
2 滨松市康复医院 (Hamamatsu City Rehabilitation Hospital) 滨松，静冈，中部
3 藤田医疗大学医院 (Fujita Health University Hospital) 豊明，爱知，中部
4 熊本康复医院 (Kumamoto Rehabilitation Hospital) 熊本，熊本，九州与冲绳
5 西广岛康复医院 (Nishihiroshima Rehabilitation Hospital) 广岛，广岛，中国
广岛，广岛，中国
6 东京都立康复医院 (Tokyo Metropolitan Rehabilitation Hospital) 东京，东京，关东
东京，东京，关东
东京，东京，关东
7 东京湾康复医院 (Tokyo Bay Rehabilitation Hospital) 习志野，千叶，关东
8 初代康复医院 (Hatsudai Rehabilitation Hospital) 涩谷，东京，关东
涩谷，东京，关东
9 爱仁会康复医院 (Aijinkai Rehabilitation Hospital) 高槻，大阪，关西
10 千森康复医院 (Chikamori Rehabilitation Hospital) 高知，高知，四国
11 兵库县立康复中心医院 (Hyogo Prefectural Rehabilitation Central Hospital) 神户，兵库，关西
神户，兵库，关西
12 福山康复医院 (Fukuyama Rehabilitation Hospital) 福山，广岛，中国
13 船桥市康复医院 (Funabashi City Rehabilitation Hospital) 船桥，千叶，关东
14 福冈康复医院 (Fukuoka Rehabilitation Hospital) 福冈，福冈，九州与冲绳
15 浅尾康复综合医院 (Asao Rehabilitation General Hospital) 川崎，神奈川，关东
16 藤田医疗大学七栗纪念医院 (Fujita Health University Nanaguri Memorial Hospital) 津，三重，关西
17 关西康复医院 (Kansai Rehabilitation Hospital) 丰中，大阪，关西
18 京都大原纪念医院 (Kyoto Ohara Memorial Hospital) 京都，京都，关西
京都，京都，关西
京都，京都，关西
19 Ukai 康复医院 (Ukai Rehabilitation Hospital) 名古屋，爱知，中部
20 上田康复医院 (Kameda Rehabilitation Hospital) 鸭川，千叶，关东
21 熊本 Kinoh 医院 (Kumamoto Kinoh Hospital) 熊本，熊本，九州与冲绳
22 五反田康复医院 (Gotanda Rehabilitation Hospital) 品川，东京，关东
23 川崎医科大学综合医疗中心 (Kawasaki Medical University General Medical Center) 冈山，冈山，中国
24 仓敷康复医院 (Kurashiki Rehabilitation Hospital) 仓敷，冈山，中国
25 横滨脑脊髓中心 (Yokohama Brain and Spine Center) 横滨，神奈川，关东
横滨，神奈川，关东
横滨，神奈川，关东
26 千叶康复中心 (Chiba Rehabilitation Center) 千叶，千叶，关东
27 京都近卫康复医院 (Kyoto Konoe Rehabilitation Hospital) 左京，京都，关西
28 庆应义塾大学医院 (Keio University Hospital) 新宿，东京，关东
29 昭和大学藤高峰康复医院 (Showa University Fujigaoka Rehabilitation Hospital) 横滨，神奈川，关东
30 相泽医院 (Aizawa Hospital) 松本，长野，中部
31 鹤卷温泉医院 (Tsurumaki Onsen Hospital) 秦野，神奈川，关东
32 福冈未来医院 (Fukuoka Mirai Hospital) 福冈，福冈，九州与冲绳
33 仓敷平成医院 (Kurashiki Heisei Hospital) 仓敷，冈山，中国
34 岩手康复中心 (Iwate Rehabilitation Center) 雫石，岩手，东北
35 爱知康复医院 (Aichi Rehabilitation Hospital) 西尾，爱知，中部
36 花川医院 (Hanakawa Hospital) 札幌，北海道，北海道
37 圣特蕾莎镰仓康复医院 (St. Theresa Kamakura Rehabilitation Hospital) 镰仓，神奈川，关东
38 Tapic 冲绳康复中心医院 (Tapic Okinawa Rehabilitation Center Hospital) 冲绳，冲绳，九州与冲绳
39 埼玉三乡综合康复医院 (Saitama Misato General Rehabilitation Hospital) 三乡，埼玉，关东
40 国立残疾人康复中心医院 (National Rehabilitation Center for Persons with Disabilities Hospital) 所泽，埼玉，关东
行动力至关重要 物理康复可以 增强老年人的 独立生活能力。
41 北都十胜康复中心 (Hokuto Tokachi Rehabilitation Center)
带广，北海道，北海道
42 山形市医院再生馆 (Yamagata City Hospital Saiseikan)
山形，山形，东北
43 海心会康复医院 (Kaikokai Rehabilitation Hospital)
八乙女，爱知，中部
44 新横滨康复医院 (Shin-Yokohama Rehabilitation Hospital)
45 东北大学医院 (Tohoku University Hospital)
仙台，宫城，东北
46 京都康复医院 (Kyoto Rehabilitation Hospital)
47 弘前中风与康复中心 (Hirosaki Stroke and Rehabilitation Center)
弘前，青森，东北
弘前，青森，东北
48 东京大学医院 (The University of Tokyo Hospital)
49 富山县立康复医院及残疾儿童支持中心 (Toyama Prefectural Rehabilitation Hospital & Support Center for Children with Disabilities)
富山，富山，中部
富山，富山，中部
50 兵库县立西播磨康复医院 (Hyogo Prefectural Rehabilitation Nishiharima Hospital)
但都，兵库，关西
51 中伊豆康复中心 (Nakaizu Rehabilitation Center)
伊豆，静冈，中部
52 小金井康复医院 (Koganei Rehabilitation Hospital)
小金井，东京，关东
53 岸川康复医院 (Kishigawa Rehabilitation Hospital)
纪之川，和歌山，关西
54 川北康复医院 (Kawakita Rehabilitation Hospital)
55 乐和会乙花康复医院 (Rakuwakai Otowa Rehabilitation Hospital)
56 广岛市康复医院 (Hiroshima City Rehabilitation Hospital)
57 健星医院 (Kensei Hospital)
58 长崎康复医院 (Nagasaki Rehabilitation Hospital)
长崎，长崎，九州及冲绳
59 JR东京综合医院
60 松山康复医院
松山，爱媛，四国
61 齐心会东神奈川康复医院
62 熊本康复中心 开心会医院
鹿岛，熊本，九州及冲绳
63 富山西康复医院
64 本山康复医院
65 奈良县立综合 康复中心 奈良，奈良，关西
66 星礼三方原医院 滨松，静冈，中部
67 大阪急性期护理与 综合医疗中心 大阪，大阪，关西
大阪，大阪，关西
68 石心会药 rehabilitatoion 医院 药，大阪，关西
69 爱知済生会康复医院 名古屋，爱知，中部
名古屋，爱知，中部
70 天草康复医院 越谷，埼玉，关东
71 长町医院 仙台，宫城，东北
72 北大阪护仙花医院 茨木，大阪，关西
ICONICS/A.COLLECTIONRF/GETTY; MICHAEL H/GETTY
73 别府康复中心 别府，大分，九州及冲绳
74 全职会康复医院 名古屋，爱知，中部
75 仓敷中央医院 仓敷，冈山，中国
76 桥本医院 三丰，香川，四国
77 伊予医院 伊予，爱媛，四国
78 千里康复医院 箕面，大阪，关西
79 Kirameki Terrace 医疗医院 鹿儿岛，鹿儿岛，九州及冲绳
80 西纪念港岛 康复医院 神户，兵库，关西
81 埼玉县立 综合康复 中心 埼玉，埼玉，关东
82 久留米康复医院 福冈，福冈，九州及冲绳
83 冈山康复医院 冈山，冈山，中国
84 东海大学医院 伊势原，神奈川，关东
85 贵山会纪念医院 饭田，长野，中部
86 久留米大学医疗中心 久留米，福冈，九州及冲绳
87 西宫协立 康复医院 西宫，兵库，关西
88 蒲田康复医院 东京，东京，关东
东京，东京，关东
89 日本红十字会医疗 中心 涩谷，东京，关东
90 长野中央医院 长野，长野，中部
91 北海道大学医院 札幌，北海道，北海道
札幌，北海道，北海道
92 赤羽康复医院 东京，东京，关东
93 广岛大学医院 广岛，广岛，中国
94 关西医疗大学 久珠叶医院 枚方，大阪，关西
增强体能 物理治疗可以 帮助在受伤后 恢复功能并 降低跌倒风险。
95 北九州市立 综合康复 中心
北九州，福冈，九州及冲绳
96 关西电力 医院
97 诹访中央医院
茅野，长野，中部
98 小仓康复医院
99 东京康复 中心 世田谷
100 爱染会爱染医院
101 岛根县立 中央医院
出云，岛根，中国
102 名古屋大学医院
103 群马康复医院
中之条，群马，关东
104 十条武田康复 医院
京都，京都，关西
105 中道里康复医院
秋田，秋田，东北
106 高山红 十字医院
高山，岐阜，中部
107 老年医学研究 中心与医院
前桥，群马，关东
108 山苍会克拉克医院
109 东北医疗制药 大学医院 仙台，宫城，东北
110 苫小牧东医院 苫小牧，北海道，北海道
111 梶木温泉医院 姶良，鹿儿岛，九州及冲绳
112 第一康复医院 高知，高知，四国
113 青森协立医院 青森，青森，东北
114 新潟康复医院 新潟，新潟，中部
115 滨胁骨科医院 广岛，广岛，中国
116 佳久汤三才山 康复中心 佳久汤 医院 长野，长野，中部
117 青森新都市医院 青森，青森，东北
118 熊本大学医院 熊本，熊本，九州及冲绳
119 宇都宫康复 医院 宇都宫，栃木，关东
120 神奈川康复医院 厚木，神奈川，关东
121 Atsuji 康复医院 鹿儿岛，鹿儿岛，九州及冲绳
122 大空医院 松山，爱媛，四国
123 岛根大学医院 出云，岛根，中国
124 HITO 医院 四国中央，爱媛，四国
125 济生会练马站 康复医院 东京，东京，关东
126 大分康复医院 (Oita Rehabilitation Hospital) 大分，大分，九州及冲绳
127 大阪大学医院 (Osaka University Hospital) 吹田，大阪，关西
128 西熊本医院 (Nishikumamoto Hospital) 熊本，熊本，九州及冲绳
129 高松协同医院 (Takamatsu Kyodo Hospital) 高松，香川，四国
130 香川综合康复医院 (Kagawa General Rehabilitation Hospital) 高松，香川，四国
131 横滨南北康复医院 (Yokohama Namiki Rehabilitation Hospital) 横滨，神奈川，关东
132 福井综合医院 (Fukui General Hospital) 福井，福井，中部
133 圣礼滨松综合医院 (Seirei Hamamatsu General Hospital) 滨松，静冈，中部
134 石川済生会金泽医院 (Ishikawa Saiseikai Kanazawa Hospital) 金泽，石川，中部
135 千里中央医院 (Senri Chuo Hospital) 大阪，大阪，关西
136 岐阜大学医院 (Gifu University Hospital) 岐阜，岐阜，中部
137 柿谷康复医院 (Kakutani Rehabilitation Hospital) 和歌山，和歌山，关西
138 岐阜清流医院 (Gifu Seiryu Hospital) 岐阜，岐阜，中部
139 绿丘医院 (Midorigaoka Hospital) 高槻，大阪，关西
140 京都大学医院 (Kyoto University Hospital) 京都，京都，关西
141 Kotonoura Rehabilitation Center Hospital
wakayama, wakayama, kansai
wakayama, wakayama, kansai
142 Kohsei General Hospital
mihara, hiroshima, chugoku
143 Sapporo Keijinkai Rehabilitation Hospital
sapporo, hokkaido, hokkaido
sapporo, hokkaido, hokkaido
144 Shibata Rehabilitation Hospital
shibata, niigata, chubu
145 Higashi-Sumiyoshi Morimoto Rehabilitation Hospital
osaka, osaka, kansai
146 Tama Rehabilitation Hospital
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
147 Nakamura Memorial South Hospital
148 Saito Rehabilitation Hospital
minoh, osaka, kansai
149 Asanogawa General Hospital
kanazawa, ishikawa, chubu
kanazawa, ishikawa, chubu
150 Saka General Hospital
shiogama, miyagi, tohoku
151 Mie University Hospital
tsu, mie, kansai
152 Kyoto Kyoritsu Hospital
ayabe, kyoto, kansai
153 Nanzan Rehabilitation Hospital
154 Fukuoka Sakura Cross Fukuoka Hospital
fukuoka, fukuoka, kyushu & okinawa
155 Nagoya City University Hospital
nagoya, aichi, chubu
nagoya, aichi, chubu
156 Kobe Rehabilitation Hospital
kobe, hyogo, kansai
157 Okayama University Hospital
okayama, okayama, chugoku
158 Wakayama Medical University Hospital
159 Hofu Rehabilitation Hospital
hofu, yamaguchi, chugoku
160 Kanazawa University Hospital
161 Yokohama Tsurumi Rehabilitation Hospital
yokohama, kanagawa, kanto
162 Omura City Hospital
omura, nagasaki, kyushu & okinawa
163 Uno Hospital
okazaki, aichi, chubu
164 Nagoya Medical Center
165 Nanchang Hospital
yahaba, iwate, tohoku
166 Akita Prefectural Center for Rehabilitation and Psychiatric Medicine
daisen, akita, tohoku
167 Nerima Kenikukai Hospital
nerima, tokyo, kanto
168 Kyorin University Hospital
mitaka, tokyo, kanto
169 Sasayama Medical Center, Hyogo Medical University
tamba-sasayama, hyogo, kansai
170 Shinagawa Rehabilitation Hospital
171 Ehime University Hospital
QUALITY CARE 日本已经扩大了 其认证计划，以 增加护理部门的 从业人员。
172 Tekiju Rehabilitation Hospital kobe, hyogo, kansai
173 Juntendo University Nerima Hospital tokyo, tokyo, kanto
174 Kanazawa Red Cross Hospital kanazawa, ishikawa, chubu
175 Asahi Neurology Rehabilitation Hospital matsudo, chiba, kanto
176 Tatara Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa
177 Sapporo Aso Neurosurgical Hospital sapporo, hokkaido, hokkaido
178 Asahikawa Medical University Hospital asahikawa, hokkaido, hokkaido
179 Takekawa Hospital itabashi, tokyo, kanto
180 Murayama Medical Center tokyo, tokyo, kanto
181 Tokyo Shinjuku Medical Center shinjuku, tokyo, kanto
182 Setagaya Memorial Hospital setagaya, tokyo, kanto
183 Fukuyama Municipal Hospital fukuyama, hiroshima, chugoku
184 Kumamoto Ezuko Rehabilitation Medical Center kumamoto, kumamoto, kyushu & okinawa
185 Hiroshima City Hiroshima Citizens Hospital hiroshima, hiroshima, chugoku
186 St. Luke’s International Hospital tokyo, tokyo, kanto
187 Matsue Red Cross Hospital matsue, shimane, chugoku
188 Nishiyamato Rehabilitation Hospital kanmaki, nara, kansai
189 Azuma Neurosurgical Hospital fukushima, fukushima, tohoku
190 Kishiwada Rehabilitation Hospital kishiwada, osaka, kansai
191 Wakakusa-Tatsuma Rehabilitation Hospital daito, osaka, kansai
192 Fukushima Medical University Hospital fukushima, fukushima, tohoku
193 Tokuyama Rehabilitation Hospital shunan, yamaguchi, chugoku
194 Matsudo Rehabilitation Hospital matsudo, chiba, kanto
195 Yayoigaoka Kage Hospital tosu, saga, kyushu & okinawa
196 Tsuruoka Kyōritsu Rehabilitation Hospital tsuruoka, yamagata, tohoku
197 Kumamoto Seijo Hospital kumamoto, kumamoto, kyushu & okinawa
198 Izumino Hospital kochi, kochi, shikoku
199 AOI Nanasawa Rehabilitation Hospital atsugi, kanagawa, kanto
200 Hidaka Rehabilitation Hospital takasaki, gunma, kanto
201 Saitama Medical University International Medical Center hidaka, saitama, kanto
202 Ishinomaki Royal Hospital ishinomaki, miyagi, tohoku
203 成人礼康复医院 (Seijino Rehabilitation Hospital) 熊本，熊本，九州及冲绳
204 白北会中央医院 (Hakuhokai Central Hospital) 尼崎，兵库，关西
205 国立癌症中心医院 (National Cancer Center Hospital) 东京，东京，关东
206 JCHO 由布院医院 (JCHO Yufuin Hospital) 由布，大分，九州及冲绳
207 医疗法院八户西医院 (Medical Court Hachinohe Nishi Hospital) 八户，青森，东北
208 圣玛丽安娜大学医院 (St. Marianna University Hospital) 川崎，神奈川，关东
209 三保综合康复医院 (Mihono General Rehabilitation Hospital) 八户，青森，东北
210 Qoler康复医院 (Qoler Rehabilitation Hospital) 萨摩，鹿儿岛，九州及冲绳
211 NNT东伊豆医院 (NNT East Izu Hospital) 贯海，静冈，中部
212 横滨市立大学医疗中心 (Yokohama City University Medical Center) 横滨，神奈川，关东
213 阪和纪念医院 (Hanwa Memorial Hospital) 大阪，大阪，关西
214 手寝敬仁会医院 (Teine Keijinkai Hospital) 札幌，北海道，北海道
215 圣玛丽健康医疗中心 (St. Mary’s Health Care Center) 久留米，福冈，九州及冲绳
216 平成洞爷医院 (Heisei Toya Hospital) 熊本，熊本，九州及冲绳
217 花畑康复医院 (Hanahata Rehabilitation Hospital) 东京，东京，关东
218 Wada 医院 日向，宫崎，九州与冲绳
九州与冲绳
219 葛飾康复医院 葛饰，东京，关东
220 Tums Sakura 医院 Edogawa 江户川，东京，关东
221 Shigei 医院 仓敷，冈山，中国地区
222 Shin-Kamikawa 医院 上川内，栃木，关东
223 Teraoka 纪念医院 福山，广岛，中国地区
224 日本医科大学附属医院 文京，东京，关东
225 鸟取大学附属医院 米子，鸟取，中国地区
226 Tokai 纪念医院 春日井，爱知，中部
春日井，爱知，中部
227 Hokikai Kachi 医院 丰川，爱知，中部
228 Onishi 脑神经外科医院 明石，兵库，关西
229 福冈 Kieikai 医院 福冈，福冈，九州与冲绳
福冈，福冈，九州与冲绳
230 一之宫脑神经外科医院 日田，大分，九州与冲绳
231 出云市民康复医院 出云，岛根，中国地区
232 香川大学附属医院 三木，香川，四国
233 山形大学附属医院 山形，山形，东北
234 Fujioka 总医院 藤冈，群马，关东
235 佐贺纪念医院 佐贺，佐贺，九州与冲绳
JGALIONE/GETTY; KAZUMA SEKI/GETTY
236 松山红十字医院
松山，爱媛，四国
237 Kashiigaoka 康复医院
238 所泽康复医院
所泽，埼玉，关东
239 北村山公立医院
东根，山形，东北
240 松江精协总医院
松江，岛根，中国地区
241 Junshin 康复医院
加古川，兵库，关西
242 Miyukikai 医院
上山，山形，东北
243 下越医院
新潟，新潟，中部
244 国立老年医学研究中心
大府，爱知，中部
245 名古屋市立大学康复医院
名古屋，爱知，中部
名古屋，爱知，中部
246 山梨康复医院
笛吹，山梨，中部
笛吹，山梨，中部
247 群马中央脑神经外科医院
高崎，群马，关东
248 学研都市医院
精華，京都，关西
249 阪神康复医院
伊丹，兵库，关西
250 Atagawa 温泉医院
东伊豆，静冈，中部
251 相模康复医院
相模原，神奈川，关东
252 Satou 纪念医院
胜田，冈山，中国地区
253 人吉康复医院
人吉，熊本，九州与冲绳
254 日本海总医院
酒田，山形，东北
255 Shin-Yoshizuka 医院
256 Sunny Side 医院
多治见，岐阜，中部
257 Kaname 医院
258 Ariake Seijin 医院
长洲，熊本，九州与冲绳
259 九州纪念医院
熊本，熊本，九州与冲绳
260 奈良町康复医院
奈良，奈良，关西
奈良，奈良，关西
261 Junwakai 纪念医院
宫崎，宫崎，九州与冲绳
262 三田康复医院
三田，兵库，关西
263 Musashigaoka 医院
264 Kenwakai 医院
饭田，长野，中部
265 市杵敷野医疗协会脑神经外科中心
市杵敷野， l鹿児島，
266 Yatsushiro Keijin 医院
八代，熊本，九州与冲绳
267 Makita 康复医院
东京，东京，关东
东京，东京，关东
东京，东京，关东
268 吉备高原医疗康复中心
吉备中央，冈山，中国地区
步履更稳 提高活动能力、 增强平衡感 以及慢性疼痛 管理，均是 针对老年人的 物理治疗带来的益处。
269 九段坂医院
270 鹤冈市立汤川温泉康复医院
鹤冈，山形，东北
271 Koto 康复医院
272 Sankuro 医院
丰田，爱知，中部
273 Takanohara 中央医院
274 东京总医院
中野，东京，关东
275 石川劳动者医疗协会-城北医院
金泽，石川，中部
276 宇部康复医院
宇部，山口，中国地区
277 佐久总医院
佐久，长野，中部
278 Keiju 医疗中心
七尾，石川，中部
279 Tsukazaki 医院
姬路，兵库，关西
280 中洲八木医院 (Nakasu Yagi Hospital)
德岛，德岛，四国 (tokushima, tokushima, shikoku)
281 北野医院 (Kitano Hospital)
大阪，大阪，关西 (osaka, osaka, kansai)
大阪，大阪，关西 (osaka, osaka, kansai)
282 日立综合医院 (Hitachi General Hospital)
日立，茨城，关东 (hitachi, ibaraki, kanto)
283 幸心会小仓医院 (Koshinkai Ogura Hospital)
鹿乃子，鹿儿岛，九州及冲绳 (kanoya, kagoshima, kyushu & okinawa)
284 鸟取合作医院 (Tottori Co-op Hospital)
鸟取，鸟取，中国 (tottori, tottori, chugoku)
285 山口康复医院 (Yamaguchi Rehabilitation Hospital)
山口，山口，中国 (yamaguchi, yamaguchi, chugoku)
286 Bobus纪念医院 (Bobus Memorial Hospital)
287 札幌西丸山医院 (Sapporo Nishimaruyama Hospital)
札幌，北海道，北海道 (sapporo, hokkaido, hokkaido)
札幌，北海道，北海道 (sapporo, hokkaido, hokkaido)
288 宇杵综合医院 (Uki General Hospital)
宇杵，熊本，九州及冲绳 (uki, kumamoto, kyushu & okinawa)
289 浦安医院 (Urayasu Hospital)
浦安，千叶，关东 (urayasu, chiba, kanto)
290 白山康复医院 (Hakusan Rehabilitation Hospital)
291 东生驹医院 (Higashiikoma Hospital)
生驹，奈良，关西 (ikoma, nara, kansai)
292 袖ケ浦五月台医院 (Sodegaura Satsukidai Hospital)
袖ケ浦，千叶，关东 (sodegaura, chiba, kanto)
293 吉川中央综合医院 (Yoshikawa Central General Hospital)
吉川，埼玉，关东 (yoshikawa, saitama, kanto)
294 Bell Piano 医院 (Bell Piano Hospital)
堺，大阪，关西 (sakai, osaka, kansai)
295 刈谷丰田综合医院 (Kariya Toyota General Hospital)
刈谷，爱知，中部 (kariya, aichi, chubu)
296 宝冢康复医院 (Takarazuka Rehabilitation Hospital)
宝冢，兵库，关西 (takarazuka, hyogo, kansai)
297 甲州康复医院 (Koshu Rehabilitation Hospital)
298 中津脑神经外科医院 (Nakatsu Neurosurgery Hospital)
中津，大分，九州及冲绳 (nakatsu, oita, kyushu & okinawa)
299 新札幌脑神经外科医院 (Shin-Sapporo Neurosurgical Hospital)
300 虎之门医院梶谷 (Toranomon Hospital Kajigaya)
从能源、交通、电子、农业到全球品牌，日本公司正在精度、可靠性以及将产品连接到更大系统的能力中寻找新价值。日本展示了一种能够适应更艰巨问题的制造文化：如何确保更清洁的电力、保护复杂技术、更智能地利用资源，并在竞争国际市场的同时，不丢失最初让日本工业赢得信任的自律。
随着电力系统变得更加紧凑、密集和集成，SOC Corporation 证明了为什么信任依然始于组件层面。保险丝在出问题之前可能是不可见的，但它们的作用是在设计过程中向上传导。“客户不能再在流程的最末端才考虑保护问题，”总裁 Kayoko Arikawa 表示。更安全的电气化依赖于这种更早期的自律。
同样的压力正在重塑交通出行。长期与传统汽车系统绑定的 Molitec Steel 正在为充电基础设施、新能源应用以及未来超越当今汽油时代供应链的业务领域做准备。总裁 Takashi Kado 表示，公司认为有必要“尽早开始为长期转型做准备，而不是等到变化变得不可避免”。这是对不断变化的行业的一种审慎回应。
在先进电子产品的生产内部，NIX, INC. 致力于解决那些微小的搬运问题可能演变为高昂质量成本的环节。其 Nikko-Rack PCB 支架反映了该公司在塑料、材料和生产现场问题解决方面的广泛能力。总裁兼 CEO Kazuhide Aoki 将该公司描述为——
“客户不能再在流程的最末端才考虑保护问题。”
日本工业 为全球变革 构建系统
随着工业适应全球需求，日本将精密制造、清洁能源和经过实地验证的创新连接在一起
凭借近 70 年的经验，SOC Corporation 为电路保护带来了信任与可靠。作者：DANIEL DE BOMFORD 和 BERNARD THOMPSON
作者： DANIEL DE BOMFORD
近年来，地缘政治紧张局势、物流中断以及对供应链韧性日益增长的关注，重新塑造了制造业。对于在电路保护和保险丝领域寻求可靠合作伙伴的公司来说，SOC Corporation 具有明显优势。通过完全在日本制造并主要从日本供应商处采购，SOC 降低了地缘政治采购风险。社长有子·有川（Kayoko Arikawa）表示，这种结构有助于公司提供客户日益需求的稳定、连续的供应。其产品服务于广泛的行业——汽车、可再生能源、工业设备、医疗设备以及信息与通信（ICT）系统。作为高性能保险丝的一站式来源，SOC 提供了
[[IMG_XXXX]] 有子·有川（Kayoko Arikawa）， SOC Corporation 社长。
涵盖广泛电流额定值、尺寸和外形尺寸的丰富产品线，支持电动汽车（EV）、数据中心、太阳能光伏、空调、机器人、物理人工智能（physical AI）和工厂自动化等应用。该公司还因与客户密切协作以满足专业化和利基产品需求而建立了强大的声誉。可持续发展长期以来一直是 SOC 企业哲学的核心，这体现在其 CDP 注册、净零路线图、SBTi 注册以及目前正在准备的产品碳足迹报告中。随着电气系统变得更加紧凑、高压且功率密集，电路保护不再是一个事后考虑的问题。SOC 长期以来的技术专注和基于日本的制造能力，使其成为实现更安全、更可靠电气化的值得信赖的合作伙伴。
公司的角色不仅限于规格： “我们的目标不仅是响应明确的要求，还要挖掘客户自身可能尚未意识到的潜在需求。” Ryokusan Co., Ltd. 将这种系统思维应用于农业、林业和生物质能。其在污泥处理、堆肥和木材加工方面的工作源于一种信念，即废物往往承载着隐藏的价值。代表董事兼社长胜次·小菅（Katsuji Kosuge）表示：“农业、环境管理和能源生产不应被视为独立的领域，它们都是同一个系统的一部分。” REX-One 将这一哲学转化为一台实用的机器。
SDG Co., Ltd. 展示了另一种转型：一家日本制造商如何通过进入现场来建立可见度和市场知识。通过赛车运动、海洋业务及其在德克萨斯州 Boat World 的美国基地，SDG 正在将经验转化为增长。社长兼 CEO 柏木健作（Kensaku Kashiwagi）表示：“微小的差异起初可能并不明显，但随着时间的推移，它们会演变成显著的结果。”
在赛车场上，速度是以秒的分数来衡量的。在鲈鱼钓船上，成功取决于时机、控制以及解读多变环境的能力。柏木健作（Kensaku Kashiwagi）看待商业的方式与之非常相似。对于 SDG 有限公司（SDG Co., Ltd.）的总裁兼首席执行官柏木而言，工厂、赛车场和钓鱼比赛并非截然不同的世界。它们是人们、机器和决策在实时环境下接受考验的地方。这种“现场优先”的思维方式，如今成为了 SDG 从一家历史悠久的日本制造商演变为一家构建更广泛全球身份的公司之核心。
近 75 年来，SDG 凭借日本制造的纪律、工业技术诀窍以及与客户的紧密关系建立了声誉。2024 年 4 月，公司做出了一个标志着其增长进入新阶段的决定：昭和电业集团（Showa Denki Group）更名为 SDG 集团（SDG Group）。
“昭和电业在日本是一个非常熟悉且根深蒂固的名字，但我们觉得，为了向前推进并扩大影响力，我们需要一个能在全球层面更清晰地代表我们的名称，”柏木说道。客户们已经注意到了这一变化。“现在许多客户自然而然地称我们为 SDG 集团，他们对公司的认知已经发生了转变，”他表示。
公司还更新了其视觉识别系统，在 2024 年首先采用简单的红色 SDG 标志后，于 2025 年引入了一个由红、蓝、浅灰三条色带组成的新标志。“这个新身份与运动钓鱼、摩托车和赛车等领域非常契合，”柏木说。“在这些环境中，品牌曝光度非常高，SDG 这个名字比我们之前的身份标识效果好得多。”SDG 正围绕其新获得的可见度构建核心战略。在美国，公司的海洋业务以 Texas Boat World 为核心，将其作为美国海洋业务总部。以此为基地，柏木支持了诸如大森贵弘（Takahiro Omori）等专业钓手（一位在美国享有盛誉的日本鲈鱼专业人士），在鲈鱼钓鱼领域建立了关系，并将市场知识带回日本和亚洲。“过去几年我一直在美国工作，特别是参与鲈鱼钓鱼比赛，”他说道。“通过这些活动，许多人开始了解 SDG 是什么，以及我们的美国公司 Texas Boat World 代表了什么。”海洋业务也成为了一个实践学习平台。
“通过 Texas Boat World，我们学习了定价机制、服务运营的结构以及如何产生利润，”柏木说。“我们还从钓鱼比赛中学到了很多，包括客户的需求、所需的设备类型以及安装技术。”SDG 在赛车领域也采取了类似的方法。2014, SDG 开始赞助 HARC-PRO，这是日本最著名的摩托车车队之一。通过摩托车和汽车赛车，公司正在建立超越品牌曝光的联系。2025, SDG 开始支持日本 Super GT 锦标赛中的 TEAM IMPUL 车队，扩大了其在国家最受关注的赛车环境之一中的影响力。“我们参与赛车运动及相关活动，对我们的形象和业务都产生了非常强的影响，”柏木说。“在过去一年半里，我们收到了许多通过这些活动发现我们的客户的新订单。”对于 SDG 而言，赛车、钓鱼和制造由同一个原则连接：增长源于身处现场。正如柏木所言：“每一天，我都努力向前推进，让公司成长。”
“起初细微的差别可能并不明显，但随着时间的推移，它们会演变成显著的结果。”
柏木健作 SDG 有限公司总裁兼首席执行官
随着汽车工业从汽油动力向电动化转型，Molitec Steel 正依托其 80 年的制造根基，开发电动汽车 (EV) 充电基础设施、在墨西哥和泰国建立海外生产基地，并研发未来的清洁能源技术。作者：DANIEL DE BOMFORD 和 KYANN EDOUARD
“我们认为，尽早为长期转型做准备至关重要，而不是等到变革变得不可避免时才采取行动。”
门前 贵志 (Takashi Kado) Molitec Steel 总裁
从沟槽挖掘到生物质创新，Ryokusan 将农业和林业废弃物转化为资源，助力日本构建循环、可持续的未来。
作者：DANIEL DE BOMFORD 和 CIAN O’NEILL
Ryokusan 成立于 1969 年，一直为日本市场提供能够提高生产力并促进生物资源循环利用的解决方案，涵盖了从灌溉系统、污泥处理到粪便回收和木质生物质利用等多个领域。如今，木质生物质已成为该公司的核心业务之一。凭借向生物质工业供应大型进口粉碎机和切片机 20 年以上的经验，Ryokusan 开发了自主研发的紧凑型履带式木材切片机 REX-One，旨在满足对机动性和高生产力均有要求的林业及绿色废物处理作业。REX-One 由一台 228.5 PS 的发动机驱动，处理能力高达 90 m³/h，能够处理直径最大达 450 mm 的木质材料，并生产出高质量的木片。
尽管性能卓越，该机器依然保持足够的紧凑尺寸，可用自卸卡车运输，从而能够轻松地在不同工地之间转移，并进入狭窄的空间和森林道路。REX-One 可以处理多种生物质资源，包括间伐原木、树枝、树皮以及公园和街道树木维护中产生的绿色废物，有助于将未充分利用的木质资源转化为宝贵的生物质燃料。
Molitec Steel Co. Ltd. 随着汽车工业超越汽油动力系统，正进入一个新的增长阶段。虽然该公司的许多业务是建立在发动机、变速器和其他传统汽车技术之上的，但总裁门前贵志 (Takashi Kado) 将这次转型视为将 Molitec 的制造专长应用于新市场的机会。
“我们的一个主要方向是参与新能源相关的生态系统，”门前说道。这包括电动汽车 (EV) 充电基础设施，Molitec 已经通过专为复杂环境下安全、可靠且实用而设计的可伸缩电缆系统建立了强大的地位。随着充电硬件日益标准化，公司不仅关注设备本身，还致力于开发将基础设施、用户和数据连接到更智能出行网络中的通信系统。这一战略得到了 Molitec 日益扩大的海外版图的支持，包括墨西哥、泰国和北美，在这些地区，公司可以作为一家具有本地服务能力的可靠日本汽车供应商为客户提供服务。
通过将精密制造、电动汽车基础设施和互联出行技术相结合，Molitec 正将自己定位为塑造交通未来的清洁能源生态系统中值得信赖的合作伙伴。
虽然 REX-One 是为了响应日本市场的强劲需求而开发，但 Ryokusan 也在考虑未来向海外市场的扩张。
“农业、环境管理和能源生产不应被视为独立领域。它们都是同一个系统的一部分。”
小菅 勝次 (Katsuji Kosuge) 总裁兼代表董事
作为支持全球制造商运营的解决方案合作伙伴，NIX 旨在利用其在塑料材料开发以及塑料产品设计与开发方面的专业知识，将其高质量的印刷电路板架——“Nikko-rack™”推向全球。作者：DANIEL DE BOMFORD 和 QUENTIN LANGE
随着全球电子制造业变得更加先进，生产线中的微小细节变得愈发重要。印刷电路板（PCB）正变得更加密集、复杂且昂贵，而 SMT 生产线和 EMS 运营则需要更高水平的精度、ESD（静电释放）防护和可靠性。对于全球制造商而言，PCB 的处理是质量保证的直接组成部分。
NIX, INC. 是一家专注于塑料材料和产品开发的日本专家，该公司正是基于这一现实构建其业务。在“化无为有”（Nothing to Something）的理念下，总裁兼首席执行官 Kazuhide Aoki 表示，公司已从一家分包制造商演变为一个综合解决方案合作伙伴，其专业领域涵盖专利材料、机械设计、注塑成型和生产支持。“我们的目标不仅仅是销售产品，而是解决问题，”他说道。
这种方法体现在 NIX 的旗舰级 PCB 架解决方案 Nikko-Rack 中。Nikko-Rack 在日本的出货量已超过 1,500,000 台，体现了该公司对质量、易用性和持续改进的关注。其符合 ESD 标准的塑料材料有助于保护敏感的电路板，而其平行滑动机制允许操作员快速且准确地调整位置。随着 PCB 组件变得更加精精密且更换成本更高，这些特性显得尤为重要。
该产品还展示了为什么 NIX 的价值超出了价格本身。Nikko-Rack 是在材料、设计和制造领域数十年积累知识的结果。通过与生产现场的客户紧密合作，NIX 能够识别出仅凭规格说明书可能无法发现的挑战，并将其转化为实际的改进。
这种同样由材料驱动的思维方式也体现在 NIXAM 和 ARINIX 中，这些功能性塑料材料将性能直接注入树脂。
“我们的目标不仅是响应明确的需求，而且要发掘客户自身可能尚未意识到的潜在需求。”
Kazuhide Aoki NIX, INC. 总裁兼首席执行官
ARINIX 是针对一项涉及害虫防治的客户挑战而开发的，它证明了塑料在具有明确设计目的时，如何为卫生、安全和更可持续的运营做出贡献。
随着 NIX 向海外扩张，德国和法国在高性能自动化制造方面提供了机遇，而墨西哥在北美供应链中日益增长的作用则创造了跨多个产品层级的需求。公司在进入每个市场时，都在幕后支持更安全、更可靠的制造，并帮助客户将复杂的需求转化为可靠的解决方案。
超越 标准
威尔·法瑞尔的《老鹰》(The Hawk) 赋予了高尔夫球这项运动一直缺失的个性
好莱坞从未遇到过任何一项它无法通过“强化”来变得有趣的慢节奏运动。高尔夫，一项建立在安静行走和礼貌鼓掌之上的游戏，激发了一些有史以来最搞笑的电影。《球童》(Caddyshack) 将乡村俱乐部变成了无政府状态。《快乐吉尔摩》(Happy Gilmore) 为这项运动带来了强力击球。迪恩·马丁和杰瑞·刘易斯在《球童》(The Caddy) 中挖掘出了整部电影的笑点，凯瑟琳·赫本和斯宾塞·特雷西在《帕特和迈克》(Pat and Mike) 中让这项运动变得风情万种，甚至像《巴格·万斯传奇》(The Legend of Bagger Vance) 这样肃穆的作品，也让高尔夫显得比现实生活更宏大。
Netflix 的喜剧剧集《老鹰》(The Hawk) 是最新之作，它或许是迄今为止最令人信服的论据，证明高尔夫的形象问题不在于游戏本身，而在于它需要一些个性。而说到个性，喜剧界没有人比威尔·法瑞尔 (Will Ferrell) 更具个性了。他在剧中饰演朗尼·霍金斯 (Lonnie Hawkins)，一名试图夺回 2004 年巅峰时期名声的职业高尔夫球手。
坦白说：我的祖母曾拥有一座高尔夫球场，但没有任何事情能说服我这项运动不枯燥。法瑞尔并没有反驳。他告诉《新闻周刊》：“正是这一点吸引了我去构思这个想法，即它是一项如此令人恼火的游戏。你一次又一次地在几个小时里击打一个小白球。你试图追求完美，但你无法完美，而且你知道你不会完美。那么为什么？为什么你还要继续玩？”接着，他给出了最终论据：“但我知道这一点：高尔夫可以很有趣，好吗？”
这部剧真正的创新在于朗尼，以及他的招牌饮品“朗尼果汁”(Lonnie Juice)、色彩斑斓的露营车，以及在后九洞能让交通停滞的服装。在一项让球星穿着中性色服装的运动中，朗尼证明了高尔夫球手也可以像任何 NFL 或 NBA 球星一样张扬且具有观赏性。“我就是喜欢他依然坚持梦想这个事实，”法瑞尔说。“扮演自恋的人很有趣，而且朗尼并不是最糟糕的人，但他也不是最好的。”
他的演员伙伴们则为这项运动本身辩护。“对我来说，高尔夫拥有一切。它有悲剧，也有幽默，”饰演竞争对手职业球员黄金·菲斯克 (Golden Fisk) 的卢克·威尔逊 (Luke Wilson) 说道。饰演朗尼之子、高尔夫球手兰斯 (Lance) 的吉米·塔特罗 (Jimmy Tatro) 则坚持认为枯燥只是错觉：“时刻都有事情在发生。”饰演朗尼新球童萨姆 (Sam) 的财富·费姆斯特 (Fortune Feimster) 则有自己的理论：“我只是假设男人打高尔夫是为了逃离家庭，”她笑着说。
在《老鹰》中还有一个喜剧迷不应忽视的重聚。该剧是法瑞尔与莫莉·香农 (Molly Shannon) 自 2006 年的《塔拉代加之夜：瑞奇·鲍比的叙事曲》(Talladega Nights: The Ballad of Ricky Bobby) 以来首次合作的剧本项目，此时两人的化学反应基本上就像家人一样。“威尔非常了解我的父亲，我和威尔的父母关系也非常亲近，所以真的感觉像家人一样，”香农说。她在剧中饰演朗尼疏远的妻子斯泰西 (Stacy)。“与威尔合作是最棒的。”
“他感觉像是一个你在生活中真正想要支持的人，”费姆斯特在评价朗尼时说道。塔特罗则更直白：“他看起来像是一个你可以在万圣节扮演的人。这造就了一个伟大的角色。”职业高尔夫在数十年间一直是体育运动中最安静的表演。也许朗尼会激励一些职业球员找到他们自己的“果汁”，可以这么说。
H. Alan Scott 是《新闻周刊》的高级编辑以及《The Parting Shot》播客的主持人。请在各平台关注 @HAlanScott
高雅，通俗 + 以及两者之间的一切
COLLEEN E HAYES/NETFLIX [2]
Boys Keep Swinging 今年夏天，《爱岛》中的“兄弟情”胜过了浪漫爱情
➽ 每个夏天，异性恋男性都会不情愿地陪伴侣观看 Peacock 平台的《爱岛》（Love Island）。但本季，男性观众除了关注博彩市场的赔率外，还有其他可以支持的东西：兄弟情（bromances）。虽然这部真人秀的主题是寻找浪漫关系，但女性之间的友谊往往成为了核心爱情故事。然而本季，男性成为了别墅里的主角。他们一起为女友准备早餐，在火辣的挑战赛中为彼此加油，并进行深度探讨。当 Corbin Mims 被淘汰时，他对自己无法每天见到兄弟们感到比失去 100,000 美元的总奖金更难过。
BEN SYMONS/PEACOCK; PARAMOUNT PICTURES [2]
《Kuso》剧组或许能治愈美国的男性孤独流行病
➽ 我们正面临美国的一场男性孤独流行病，而起源于 MTV 系列节目的《Kuso》（Jackass）特许经营系列中的男性，或许就拥有治疗方案。根据美国生活调查中心（Survey Center on American Life）的数据，只有 27% 的美国男性表示他们有 6 个或更多密友，低于 1990. 年的 55%。换句话说，拥有一个“朋友圈”正变得日益罕见，这是一个看似几乎没有解决方案的真实问题。然而，不知为何，Johnny Knoxville 和《Kuso》系列的成员们不仅维持了他们四分之一世纪的纽带，甚至还加强了这些纽带。
在他们的最新电影《Kuso: Best and Last》中，该团队庆祝了他们的 25 周年纪念，回顾了数十年的恶作剧和伤痛。但当你透过混乱去看时，有一点很明确：这些男人彼此热爱，并且在对方需要时提供支持。Knoxville 可能会在电影中说，通过所有的节目和电影，“我们他妈的一点东西都没学到”，但他们学到的教训，以及我们可以从中汲取的教训，实际上非常清晰：男性友谊至关重要。但说到《Kuso》，这个教训应该是隐喻地理解的，因为片中所有的“请勿在家里尝试”绝对应该字面地理解。
不幸的是，这些男性在面对共枕的女性时并非总是如此纯洁。“电影之夜”是本季的一个转折点，岛民们观看了一些未公开的、表现不尊重的行为片段，包括名字讽刺地叫作 Sincere 的选手的公然谎言。虽然观看过程令人不快，但让他们互相承担责任并道歉，显示出了积极男性气质的迹象。成长！
在一个男性孤独泛滥的时代，看到年轻人表现出脆弱和傻气是很令人耳目一新的。通常情况下，男性会忽略彼此的感受，不倾听，也不提供女性友谊中惯常的情绪支持。本季最亮眼的感情无疑是决赛选手 Zach Georgiou 和 Bryce Alakai 之间的关系。他们的友谊发展到了近乎同性情欲的程度：牵手、在被窝里依偎以及一起拉伸腿后肌。他们在泳裤下那个臭名昭著的“粗细检查”引发了粉丝自制的互动视频合集，在 TikTok 上累积了数十万次观看。但 Alakai 早期对 Trinity Tatum 产生的好感从未动摇，美国观众足够相信他们的爱情故事，从而将他们加冕为冠军。在 30 岁这个年纪，他能胜出并不令人意外，这证明了在 22 岁的演员阵容中，一个发育完全的前额叶起到了很大作用。
当团聚篇在 8 月 31, 日播出时，希望家中的男性能从中领悟到，做一个好男人是有回报的，而且一些最好的关系就存在于他们克服情感笨拙的另一端。
CONTENT BY THE WORLDFOLIO 日本建筑商重新思考 应对新现实的建设
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日本企业正通过 3D 打印、省力技术和亚洲扩张来重塑建筑业。作者：DANIEL DE BOMFORD
日本的建筑业正从扩张转向适应，随着基础设施老化、劳动力短缺、成本上升以及海外增长，维护、移动性、数字化平台和 3D 打印房屋模型等领域的创新正被推动。RAIZNEXT 从日本已经依赖的基础设施入手。其职责是在炼油厂、石化厂、储罐和制造资产随着年久而变得对能源安全更加重要时，确保其安全。总裁兼代表董事 Teruhiko Mouri 明确描述了这一新标准：“随着设施老化且在战略上变得更加重要，维护工作的质量和精细程度必须持续提高。”
同样的逻辑被 Hitachi Building Systems Co., Ltd. 引入城市，在那里，电梯、自动扶梯和建筑系统塑造着日常生活。随着日本面临更高的成本和更少的工人，该公司正利用数据、AI 和机器人技术使建筑更加高效。“这不仅适用于电梯本身的运行，还适用于其安装和维护方式，”总裁兼代表董事 Takeshi Yamamoto 表示。即使建筑业变得更加数字化，可靠的机械依然至关重要。Toyo Kensetsu Kohki Co., Ltd. 的钢筋加工设备旨在为那些停机可能导致损失的市场提供精准度、耐用性和售后支持。
日本制造业以工艺精湛、可靠性高和质量毫不妥协而闻名。 东洋建设工艺 (Toyo Kensetsu Kohki) 将这些优势带入钢筋加工领域，开发出专为日本苛刻的建筑业而设计的机器。总裁畑良一 (Ryoichi Hata) 表示：“由于钢筋是在施工前夕才交付，因此机器的可靠性至关重要。即使是短暂的停机也可能导致项目延期并造成重大损失。” 随着印度基础设施的不断扩建，对耐用且高效的钢筋加工解决方案的需求持续增长。东洋的 TBS-25-NC4RV 自动钢筋弯曲机专为严苛的工地设计，在减少劳动力并优化工作流程的同时，提供高生产率、稳定的性能和一致的质量。这些机器的设计寿命长达 30 年，具有极佳的性价比，使其成为一项可靠的长期投资。东洋的钢筋加工机器在日本的新干线建设工程中得到了验证，始终提供可靠的性能。该公司将在即将举行的印度展会上展示其机器。除了可靠的设备外，东洋正在扩展其在整个亚洲的销售和服务网络，以提供快速响应的技术支持和售后服务。通过将日本工程技术与当地专业知识相结合，该公司旨在成为全亚洲客户信赖的长期合作伙伴。
“我们根据客户的直接反馈，不断改进我们的产品和服务，确保为客户提供可靠的性能和长期价值。”
停掉一个项目。总裁畑良一表示，公司的实力源于经验：“在过去的 67 年里，我们根据客户的直接反馈，不断完善我们的产品和服务。” SpiderPlus & Co. 致力于解决建筑工地日常的低效问题。其平台将图纸、检查结果、照片和报告转化为共享数据，帮助承包商在工作速度更快的通过更清晰的责任制来协作。总裁兼首席执行官伊藤健司 (Kenji Ito) 表示，该产品是为 IT 经验有限的工人设计的，遵循一个原则：“如果不够简单，就没人会使用。” Lib Work Co., Ltd. 将这种对生产力的需求应用于住房。随着日本熟练木匠的年龄增加，该公司利用数字化平台和 3D 打印使房屋更加经济实惠，并减少对稀缺劳动力的依赖。总裁兼首席执行官濑口力 (Chikara Seguchi) 表示，目标是“帮助降低成本，提高生产率，并创建能够实现高效建设的系统”。 V3D Asia Inc. 将日本的建筑优势带到东南亚，那里的住房需求高且成本至关重要。通过在当地采购材料并开发简单、坚固的结构化打印机，其模式理想地响应了当地需求。首席执行官兼集团董事长小野和博 (Kazuhiro Ono) 表示：“通过将材料科学与机器人技术相结合，我们创造了一个融合两种技术的解决方案，并实现了建筑的新方法。” 夏普能源解决方案公司 (Sharp Energy Solutions Corporation) 从该国最基础的挑战入手：能源安全。总裁兼代表董事五角博纯 (Hirozumi Gokaku) 表示：“我一直相信太阳能可以成为日本的‘油田’。”从屋顶到太空级太阳能电池，夏普将可再生能源视为基础设施。
全球价值链
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家长在日出前打开厨房灯，烧水，在房屋渐渐苏醒之时查看天气。这些时刻曾经依赖于数英里外电站的燃料燃烧，但现在，它们可以通过家庭屋顶供电。太阳能正成为人们赖以生存的日常电力的一部分，助力家庭、工作场所和社区在更清洁的电力驱动下运转。随着应对气候变化的行动以及近期地缘政治紧张局势引发的供应冲击刺激了可再生能源的开发与采用，夏普能源解决方案公司（Sharp Energy Solutions Corporation）已将日本的先进技术带到了东南亚，甚至延伸到了太空。
代表董事兼总裁五角宏住（Hirozumi Gokaku）表示，能源安全已不再仅仅是一个环境问题：“它已与能源安全、工业竞争力以及国民经济的长期稳定性直接挂钩。”
该公司将六十多年的太阳能专业经验带到寻求更清洁、更智能电力的全球市场。从住宅屋顶和工厂安装到兆瓦级太阳能电站、储能电池、HEMS（家庭能源管理系统）以及售后服务，夏普提供基于日本品质的集成价值链。其能力涵盖工程、采购和建设（EPC）、独立发电厂（IPP）以及运营与维护（O&M），并拥有旨在确保在严苛环境下长期性能的严格内部测试。在亚洲及其他地区，夏普将太阳能定位为实现脱碳、能源安全和可持续工业增长的实用基础设施。
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从日本走向世界 该公司的东南亚战略是一种综合性的区域能源服务模式。它建设、运营和维护太阳能电场，同时通过适应各国监管和基础设施环境的屋顶太阳能，支持企业的脱碳进程。该公司已在泰国、越南、印度尼西亚和菲律宾完成了项目，五角将后者描述为该地区日益具有吸引力的市场之一。
“菲律宾对外国制造商和国际参与一直相对开放，我相信这种开放性创造了巨大的长期潜力，”他说道。作为一个岛国，其电网的去中心化特性使其非常适合可再生能源，这可以提供更广泛的能源获取能力、稳定性和韧性。“我们已经在该国建立关系和伙伴关系，通过这些网络，我们相信自己能够开展更广泛的价值链活动，包括EPC和PPA（电力购买协议）业务，”五角表示。他认为，虽然其他东南亚国家需要谨慎的本土化处理，但机遇依然显著。
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太空，最后的边疆 夏普与JAXA（日本宇宙航空研究开发机构）的合作为其太阳能业务开辟了独特的前沿。自 1972 年起获得太空使用认证，夏普的高可靠性电池已为约 190 颗卫星提供动力，并支持了包括JAXA的SLIM月球着陆器在内的各项任务。在辐射、极端温度和重量敏感性设计方面的这一记录，强化了夏普对太阳能技术旨在应对最严苛环境的广泛承诺。其地外雄心在地面上产生了切实的影响，所开发的技术有助于创造下一代更高效的面板。对于一个家庭及其社区而言，这意味着更高的能源独立性和更光明的未来。
以及一致性。该公司还致力于研发和实施用于自动化安装本身的机器人。 在人工智能（AI）方面， he 认为 AI 与电梯的演进有着内在的联系。 “我们正在探索的一个概念是开发 AI 驱动的机器人电梯，”他说道。“这些系统将能够与用户交流，实时优化运行，甚至进行自我诊断。” 最终，系统能够预测并识别故障，并采取行动自主应对问题。
从东亚走向更广泛的增长 日立通过由日本公司领导的海外建设项目扩展到亚洲，并建立了当地子公司和运营基地。从 20 世纪 60 年代的香港和 70 年代的新加坡开始，该公司在泰国、中国、印度、菲律宾、缅甸、柬埔寨和越南设立了子公司。 该公司在邻国的发展尤为强劲。“在全球最大的电梯市场中国，我们已连续 8 年实现市场份额第一，在台湾也处于领先地位。这些成就反映了我们强大的全球竞争力。” 山本表示。现在，它希望在东盟地区复制这一策略。
建筑系统的变革者 山本表示，日立建筑系统（Hitachi Building Systems）正追求两个方向：通过技术推动电梯的演进，以及与日立集团更广泛的能力（包括能源系统、安全平台和数字技术）相结合。当被问及如何定义该公司时，他简单地总结道：“我们正在改造建筑系统。”
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和数英里的管道构成了 日本工业经济的 骨干。对于 RAIZNEXT 而言， 确保这些基础设施的安全 运行是一项增长业务。 这家工厂工程与维护 公司为设施的整个生命 周期提供支持，从设计 和建设到日常维护、 修理和更新。其优势在 于在操作现场与客户 保持紧密接触，其中 重复性的维护工作创造 了稳定的基础，并经常 引导至更大规模的现代化、 改造和建设项目。 总裁兼代表董事 Mouri Teruhiko 表示，工厂生命周期模式是 RAIZNEXT 价值的核心。“我们参与工厂生命周期的每一个阶段，从可行性研究、设计、采购、建设，以及
中期 管理 计划基于这一基础。 该公司的目标是在 2028, 财年实现 ¥195 billion ($1.2 billion) 的净销售额， ¥16.3 billion ($100.7 million) 的营业收入， 以及 ¥11.2 billion ($69.2 million) 的净利润，且净资产收益率 (ROE) 超过 10 percent。其战略重点是扩大现有客户现场的订单，捕捉与脱碳相关投资的需求，并通过招聘、并购 (M&A)、数字化转型和机械化来提高供应能力。该计划反映了日本不断变化的工业格局。工厂老化、更严格的可靠性需求、劳动力短缺以及能源安全担忧，提高了能够安全执行复杂维护和建设工作的公司的价值。 RAIZNEXT 还优化了其股东——
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以及最终的工厂 拆除和移除。 我们并非 仅仅 专注于 建设设施， 而是在其 整个运行寿命 期间 持续参与。”
RAIZNEXT 原 Shinko Plantech
百万 日元 百万 日元
净销售额 营业利润（右轴）
净销售额 营业利润 右轴 18.000
18,000
180.000
180,000
150,000
15,000
150,000
15,000
120000
120,000
12,000
12,000
90,000
9,000
90,000
9,000
60,000
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6,000
6,000
30,000
30,000
3,000
3,000
△30,000
△3,000
0 2016年3月 2026年3月
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*计算自 2016 年 3 月财年起 10 年的平均增长率。
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日本的建筑业面临着一个悖论。尽管基础设施维护的需求依然高涨，但人口老龄化正在冷却新需求并缩减劳动力池。V3D Asia Inc. 正将这些障碍转化为新建筑模式的基石，利用 3D 建筑打印技术来提高效率、降低成本并向海外扩张。
V3D Asia 的方法将材料科学与机器人技术相结合。该公司始于减少水泥的纳米碳技术以及在回收后仍能保持强度的耐用塑料。首席执行官兼集团董事长 Kazuhiro Ono 表示：“我们的战略建立在 3D 建筑打印的两个主要优势之上：效率和自由形式的设计。” 这种方法使该公司能够在马来西亚等奢侈住宅需求高昂的市场，以及需要大规模量的印度尼西亚等市场中开展竞争。“我们的目标不仅是通过普及 3DCP 技术来满足这一需求，而且要彻底改变未来房屋的外貌，”Ono 说道。
在进入新的外国市场时，信任至关重要。V3D 通过其商业房地产分支机构 Nuvah，通过与 SIRIM Academy 合作创建该国首个 3D 建筑打印行业标准，在马来西亚取得了进展。这些标准对于建立公信力至关重要，有助于监管机构、开发商和买家将 3D 住宅视为具有银行可融资性和可扩展性的产品，而非纯粹的实验。
SIRIM Academy Sdn. Bhd. 的代理首席执行官 Mohd Bakri bin Jali 博士表示，行业标准对于支持新兴建筑技术的安全和结构化采用至关重要。“通过与 V3D Asia 和 Nuvah 的合作，SIRIM Academy 将其在行业标准开发、培训和认证方面的专业知识，用于支持建立一个可靠且实用的 3D 建筑打印框架，”他说道。他认为，这一举措将增强信心，鼓励创新，并促进评估与认证的一致性。
V3D Asia 和 Nuvah 将 3D 建筑定位为一个区域性平台。其中期战略结合了专利技术、本地打印机制造、房地产开发、参与标准制定以及未来部署可租赁的 3DCP 系统和机器人手臂。这个生态系统吸引了那些寻求可扩展地接触东南亚住房和建筑缺口的投资者，并为公司提供了多种收入流。通过与马来亚大学 (Universiti Malaya) 的合作，V3D Asia 旨在帮助培训马来西亚下一代 3D 打印建筑专家，利用当地专业知识强化其“日本设计，马来西亚制造”的模式。
这有助于创建一个由专业工程师、操作员和项目经理组成的国内基础，使其能够将 3D 混凝土打印从一项进口技术转化为一种工业能力。Ono 指出：“通过与政府合作培养一个完整的 3DCP 生态系统，我们将加速全行业的采用，并巩固马来西亚在自动化建筑前沿的地位。”
SPIDER+ 推动快速增长的东盟市场实现建筑业数字化转型 (DX)
在整个东盟地区，建筑业继续加速发展，项目规模不断扩大，且对质量的验证要求日益提高。对于 SpiderPlus & Co. 的平台 SPIDER+ 而言，答案在于本地化——建立能够适应人们现有工作方式的敏捷数字化基础设施。SPIDER+ 是通过在日本现场的实地工作，与实际使用者协作，并通过当地团队的亲身验证而开发的。它必须简单到足以用于日常操作，但又要强大到足以改变项目的管理方式。
在施工现场，基于纸质的工作流、手写报告，以及依赖记忆的照片和记录仍然很常见，这带来了风险和低效。SPIDER+ 将普通的现场操作转化为结构化数据。图纸、照片、检查记录和整改记录均保存在一个平台上，让业主、承包商和顾问能够共享对进度和质量的视角。其分析功能减少了返工，有助于缩短工期，明确责任归属，并为后续施工阶段提供数据驱动的改进方案。
SPIDER+ 正在帮助东盟建筑团队将日常现场工作转化为透明、实用且可扩展的数字化管理。
作者： DANIEL DE BOMFORD 和 CIAN O’NEILL
在交通不便和基础设施缺口导致现场走访困难的地区，其价值变得尤为明显。对于监督多个项目的经理和质量控制团队来说，远程指令和验证使他们能够在不必始终亲临现场的情况下检查情况、发布指令并确认整改。对于经常在不同工种间移动的多技能工人来说，该平台支持灵活、实用的工作，而非强加一个僵化的系统。
越南及更广阔的东盟市场表明，SpiderPlus & Co. 的方法正取得成效。用户提到，照片管理更简单、报告创建更快、整改跟踪更清晰，且承包商、分包商与管理层之间的信息共享更顺畅。其敏捷性在中小规模项目中已得到证明，表明该系统不仅适用于旗舰开发项目，也能适应日常建设。
在私营部门已经获得验证后，SpiderPlus & Co. 正进入公共部门的新阶段。该公司与东盟基础设施当局的讨论和试点计划正在探索数字化建筑管理如何支持国家标准。该公司的角色正在从软件供应商演变为将日本质量控制应用于当地基础设施管理的合作伙伴。
这引导出了其长期愿景：建立一个共享的数据基础和通用语言，将整个行业的公共和私营参与者联系起来。其目的是让建筑业更加透明、负责且高效。创始人、总裁兼首席执行官 Kenji Ito 的信念始终是其指南：“如果它不够简单，就没人会使用。”在东盟，这种简单或许正是将数字化转型 (DX) 从一个进口概念转化为现场通用语言的关键。
“如果它不够简单，就没人会使用。”
Kenji Ito SpiderPlus & Co. 总裁兼首席执行官
未来的前景
S
“Lib Earth House model B” 客厅内部 “Lib Earth House model B” 外观 “Lib Earth House model B” 庭院
自从 20 世纪日本出现建筑热潮以来，日本一直采用“拆除-重建”模式，在住房领域尤为如此。经济和社会激励促使人们拆除房屋并从零开始重建，而不是重复利用住所。如今，随着人口和经济压力增加，日元疲软，对进口材料的依赖以及建筑劳动力的萎缩，Lib Work Co., Ltd. 推出了一种新模式：采用天然材料制造的 3D 打印房屋。
总裁兼首席执行官 Seguchi Chikara 表示，日本需要摆脱拆除-重建的模式，建造能够维持更长时间效用且可更新而非丢弃的房屋。这对该行业来说既是挑战也是机遇。Seguchi 认为，该行业应该保留有价值的部分，通过深思熟虑的调整创造新价值，并让这些建筑得以重生。
3D 打印材料混合
3D 打印过程
3D 打印材料样本
耐火测试
Lib Work 正通过 3D 打印和数字化转型，在需求变化的时代变革住房领域。
1. 2. 3. 4.
作者： DANIEL DE BOMFORD 和 QUENTIN LANGE Q
Lib Work 正在整个住房价值链中推进数字化转型 (DX)，从建筑本身到客户获取和规划。随着熟练建筑工人因年龄增长而退出行业，Seguchi 认为传统的住房建设正变得类似于艺术品，普通买家难以负担，且需要极少数专业人士的专门技能。“这正是我们认为新技术必不可少的原因，”他说。“这包括 3D 打印住房，也包括更广泛的数字化转型。”
3D 打印住房具有明显优势：降低劳动力需求、提高效率并减少碳排放。此外，“物理 AI”正在进步，使得房屋本身的生产可以实现自动化。由于它是由天然材料而非混凝土制成的，该过程的碳强度大大降低；当结构需要拆除时，材料将回归大地。
Lib Work 还在将客户获取流程数字化，Seguchi 以公司的 YouTube 频道作为预期转变的证据。寻找建房机会的人们不再参观样板房，而是在线搜索。该公司的 YouTube 存在成为了进入点。
“我们希望帮助降低成本，提高生产力，并创建能够高效建设的系统。”
Seguchi Chikara 总裁兼首席执行官， Lib Work Co., Ltd.
纪念品
想象一下
你是否曾经想要拥有一个《黄金女人们》(Golden Girls) 历史碎片？现在你可以实现了。Julien’s 拍卖行正在拍卖该剧最标志性的道具之一：Sophia 的手提包。Estelle Getty 最初在试镜时购买了这个包，它出现在 NBC 这部情景喜剧的几乎每一集中，成为了该角色及该剧传奇的核心。该包在 2009 年首次由 Getty 的遗产拍卖，成交价为 $9,150，目前在 Julien’s 接受竞拍，截止日期为 8 月 12 日。
) g
名人
责任在此
2002 年，Rosie O’Donnell 获得了 $100 million 的报价以延长其受欢迎的脱口秀节目，但她拒绝了。你问为什么？“我当时想，‘因为我已经有那些钱了’，”她向 Page Six 独家表示。“如果我觉得我还需要更多，那我的心态就有问题了。”这位喜剧演员随后在 ABC 的《观点》(The View) 节目中引起轰动，目前正在进行她的个人秀《常识》(Common Knowledge) 的有限场次外百老汇演出。
我觉得 我还需要 更多， 那我的心态 就有问题了。”
ROSIE O’DONNELL
THE REGISTER
本周关注重点 W H A T ’ S O N O U R R A D A R T H I S W E E K
音乐
昨日之歌
对于那些与希拉里·达夫 (Hilary Duff) 一起长大的千禧一代来说，这就是梦想成真的时刻。这位演员兼歌手多年来一直与她童年时期迪士尼明星的音乐经历以及“利兹·麦奎尔”(Lizzie McGuire) 这一角色保持距离，但现在她正重新拥抱自己的年轻 era。达夫的“Lucky Me”巡演官方是在推广她的新专辑《luck...or something》，但粉丝们到场是为了重温童年回忆。
记录
秃顶野心
Pitbull 创造了一项吉尼斯世界纪录，成为规模最大的佩戴秃顶假发人群聚集活动。7月 10 日，在伦敦举行的英国夏季时间 (British Summer Time) 音乐节期间，有 22,141 名粉丝齐聚其表演现场。粉丝们经常装扮成这位出生于迈阿密的歌手的样子，佩戴秃顶假发和太阳镜，使他们赢得了“Bald-Es”的绰号。“全球先生”本人向到场者表示感谢，称如果没有他们，就没有“Pitbull，没有运动，没有革命”。
体育
胜利之圈
ESPY 奖（即体育界的奥斯卡奖）正式宣布：在纽约尼克斯队赢得 NBA 总冠军后，所有人仍沉浸在兴奋之中，这是该队 53 年来获得的第一座冠军奖杯。随着卡尔-安东尼·唐斯 (Karl-Anthony Towns) 等人被 ESPN 颁奖典礼评为“最佳球队”，这为那些等待（且受苦）已久的球迷们在辉煌的一年中画上了圆满的句号。希望他们不要让我们再等半个世纪才迎来这样一个赛季。
KEVIN MAZUR/GETTY IMAGES FOR W+P; BRYAN STEFFY/FILMMAGIC/GETTY; STEVEN LAWTON/FILMMAGIC/GETTY; JAMIE MCCARTHY/GETTY; WALTER MCBRIDE/CORBIS/GETTY; MATTHEW BAKER/GETTY
我不知道你怎么想，但我讨厌调时钟。自从奥巴马 era 以来，我的烤箱一直显示错误的时间。现在唐纳德·特朗普（以及众议院）想替我们完成这项工作。
7月 14 日，众议院以 308-117 的投票结果通过，决定让美国大部分地区全年实行夏令时。《新闻周刊》制作了一张直观的地图，展示这将产生什么影响。奇怪的是，这通过我们的“公正度测量仪”(Fairness Meter) 引发了某种争论。77% 的读者认为这篇文章是公正的，但 18% 的读者认为它倾向于右翼。我想，其中一个人是否就是那位来自斯瓦尔巴群岛 (Svalbard) 的唯一读者——那个位于挪威和北极之间的遥远群岛，那里要么陷入黑暗，要么沐浴在全天候的阳光下。无论如何，那 18% 的人可能发现了某些问题。这一切都围绕着那个看似无害的短语——“可用日光”。
永久性夏令时从那些必须在某个时间出现在某个地点的美国人那里夺走了一小时的冬季光线，并将其交给那些需要彻底、某种程度上，去做某些活动的美国人。早晨的阳光对医务工作者、仓库工人、屋顶工人和等待校车的孩子们很有用。而傍晚的阳光则对斯科茨代尔 (Scottsdale) 的高尔夫球手、威斯特切斯特 (Westchester) 的长棍球家长、在户外用餐的布鲁克林创意总监以及在顶楼招待会上讨论工作尊严的华盛顿说客们有用。
并不是美国以前没尝试过这样做。1974, 年，理查德·尼克松在能源危机期间让全国实行了全年夏令时。
太阳照不到的地方 (STICK IT WHERE THE SUN DON’T SHINE) 永久性夏令时是一场全天候的阶级战争
作者 CHRISTOPHER ROBERTS
国会承诺过降低电力消耗、提高道路安全并减少犯罪。该法律还赞扬了将日光延长至购物高峰时段所创造的“扩展的经济机会”。然而，实际情况是这样的： 昏暗的早晨迫使 44 percent 的学区不得不更改时间表。在佛罗里达州，有八名儿童在交通事故中丧生。建筑业雇主反对在日出前派遣施工队伍。预计电力节省量——请注意——在 1 月和 2 月仅为 0.75 percent。国会在年底前撤回了决定。 让我们坦诚一点。共和党的理由更为透明：较晚的日落对高尔夫球场、餐厅和零售商有利。而民主党则不得不将同样的安排称为“稳定性”，无论那意味着什么。 左翼的解决方案应该是永久标准时间、推迟学校上课时间、灵活的排班以及更短的工作日。让那些冷漠的机构和公司在这一回适应人类的身体。当然，这将需要与雇主对抗，所以这根本不在考虑之列。 永久夏令时并不能节省日光。它只是将日光向上重新分配。这是我们的两党“看钟人”的又一次胜利。
冷漠的 机构 和 公司 在这一回 适应 人类的 身体。
Christopher Roberts 是新闻周刊的出版与订户战略副总裁。 联系邮箱：c.roberts@newsweek.com
NEWSWEEK/MAGNIFIC
电子商务 物流 世界的 航空 技术。
每一个在线购物网站都在寻找能够快速交付产品的可靠解决方案。
航空公司及其供应链合作伙伴拥有相关资产，可以满足全球电子商务零售商对配送速度日益增长的需求。
将这种需求与航空公司的运力供应相结合，可以通过航空货运带来可观的收入增长。
SmartKargo 提供技术和专业知识，帮助航空公司及其合作伙伴实现从桌面到门前的连接。
了解更多 请通过 hdq@smartkargo.com 联系我们，或扫描下方二维码阅读案例研究。
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July 31, 2026 | Vol. 187 No. 02
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WILDFIRES
A C LOSER LOOK
■ Once again, smoke from Canadian wildfires has descended on American cities. Detroit has been among the hardest hit, at one point recording the worst air quality of any major city in the world, with smoke prompting health warnings across Michigan. New York City has also been shrouded in a smoky orange haze, with residents urged to stay indoors amid poor air quality alerts. The fires have become a political flashpoint along the northern border. Four Republican congressmembers from Michigan wrote in a letter that Canadian “Provincial leaders have offered excuses instead of results, and in some cases have openly dismissed the health of American citizens as an inconvenience to their own summer.” President Donald Trump went further, saying on July 19: “Maybe they should pay us some damages...or we should do some tariffs.” Eleanor Olszewski, Canada’s emergency management minister, said earlier that Ottawa’s “first priority is protecting Canadians and keeping communities safe.”
■As the war with Russia
stretches into its fi fth year,
Ukraine doesn’t have time to
wait for NATO membership.
Growing impatient for his invite
to the table (and the coveted
Article Five protections that
come with that), Ukraine’s Presi-
dent Volodymyr Zelensky formed
a coalition with nine other
European countries to protect
themselves against the threat of
ballistic missiles. The Ukrainian
leader said the alliance could
develop a mass-produced,
low-cost missile system within
12 months that
would make them
less reliant on for-
eign capabilities.
This comes
amid a growing
trend of smaller
defense alliances
across different
hotbed regions of
rising global ten-
sions. Australia and
Fiji recently linked up for a major
new defense alliance to counter
China’s growing infl uence across
the Indo-Pacifi c, leaving the door
open for neighbors like New
Zealand, Papua New Guinea and
Tonga to join. Turkey and Egypt
also signed a letter of intent to
establish closer defense indus-
try cooperation.
With mounting international
confl icts putting pressure on
DEFENSE
Numbers
existing coalitions, experts say
these deals are not meant to
replace traditional alliances,
but signal a shift in strategy
toward “minilateralism”—where
smaller clusters of nations
build more informal yet highly
focused collaborations to tackle
specifi c shared goals.
“Rather than waiting for
consensus across larger
organizations, such as NATO
or the U.N., governments are
increasingly pooling resources,
expertise and technology with
partners whose security inter-
ests most closely
align,” said Artur
Nadiiev, associate
researcher at the
U.K.’s University of
Nottingham, spe-
cializing in Ukraine’s
foreign policy and
European secu-
rity narratives.
“These arrange-
ments can enable
faster and more targeted
action, but they are best under-
stood as complementing, rather
than replacing, established
alliances and wider interna-
tional cooperation.”
With threats from
President Donald Trump to
leave NATO and cut off military
aid abroad, allies may fi nd
thinking globally, acting locally
is the best solution.
President Trump has threatened to remove the U.S. from NATO.
“[Sports have] become more than just a passion investment. It’s become a real part of the portfolio.”
SPORTS
Takes the Field
■The NFL, long the redoubt of America’s oldest money, has become an asset class for its newest, as shown by the recent sale of the Seattle Seahawks. The Seahawks are being sold to a group led by venture capitalist Vinod Khosla for $9.612 billion, the highest price ever paid for an NFL franchise. Khosla’s wife, Neeru, will be the controlling owner. His group beat out Boston Celtics alternate governor Wyc Grousbeck and steel heir Aditya Mittal in the fi nal round of bidding. The buyer matters more than the number. Paul Allen, who bought the Seahawks in 1997, co-founded Microsoft; his estate will direct the proceeds to philanthropy. Khosla co-founded Sun Microsystems and, through Khosla Ventures, was the fi rst venture fi rm to back OpenAI. His son Neal, part of the own- ership group, runs an AI health company. One generation of Silicon Valley wealth is passing an NFL franchise to the next. The league’s owner class has long been drawn from oil, retail, real estate and manufacturing—Jerry Jones, Rob Walton, Stan Kroenke, Robert Kraft. Allen was the tech outlier. He no longer is. Steve Ballmer, another Microsoft alumnus, has owned the Clippers since 2014. A November JPMorgan Private Bank survey found that 20 percent of billionaire families now hold controlling stakes in sports teams, up from 6 percent in 2022. Sports have “become more than just a passion investment,” Andy Cohen, executive chairman of JPMorgan’s global private bank, told Bloomberg. “It’s become a real part of the portfolio.”
TERESA SUAREZ/POOL PHOTO/AP; BURAK KARA/GETTY; IAN MAULE/GETTY; SIMONKR/GETTY
MEXICO
HOME COOKING
y
Chipotle has opened its fi rst restaurant in Mexico, taking a U.S. interpretation of Mexican food back to its source. The Nuevo León outlet is intended as a launchpad for wider expansion, with Mexico City next on the list. The challenge is not introducing burritos to Mexico. It is persuading diners that a chain from California has something to add to a cuisine they already know far better than it does.
ou
Bu
CHIPOTLE; ATOSS/GETTY; MOUNEB TAIM/AP; DANIEL HAYDUK/AFP/GETTY; EMMA DA SILVA/AP; PABLO BLAZQUEZ DOMINGUEZ/GETTY; MARVIN RECINOS/AFP/GETTY
GIBRALTAR
OPEN BORDER
Thousands of people crossing between Spain and the British Overseas Territory of Gibraltar each day will no longer face routine checks at the land border following a new U.K.-EU treaty. The agreement ends years of uncertainty that followed Brexit and is designed to protect an economy that depends heavily on cross-border workers. Gibraltar’s sovereignty remains unchanged, but the practical barriers that threatened daily life and commerce have largely been removed.
Will Neighbor’s Third-Term Playbook Travel North?
■President Nayib Bukele’s march toward a third consecutive term in El Salvador may be unfolding thousands of miles from Washington, but it is hard to imagine Donald Trump not paying attention. On July 13, Bukele’s ruling Nuevas Ideas party formally ratifi ed him as its candidate for the 2027 election, cementing a path opened by constitutional changes that allowed indefi nite presidential ree- lection. Critics call it a democratic warning sign. Supporters call it democracy at work. Either way, Bukele is testing how far a popular leader can stretch the rules of the political system without losing public support. That is unlikely to be lost on Trump, who has sent mixed signals about his own political future. In March last year, when asked if he wanted a third term, he told NBC News, “I like working,” and said, “There are methods which you could do it.” Yet weeks later he told the outlet: “I’ll be a two-term president. I always thought that was very important.” Trump and Bukele are allies on immigration and crime. Trump has publicly praised his El Salvador counterpart, a MAGA favorite. Trump can’t follow his path without overcoming the 22nd Amendment. But as Bukele pushes ahead, he offers a model likely to appeal to the U.S. president: a popular strongman persuading voters that staying longer gives them more of what they voted for.
ele
his
S T O R I E S F R O M A R O U N D T H E W O R L D
SOUTH AFRICA
LOSING ORBIT
Elon Musk’s Starlink is connecting remote communities from Alaska to Zambia. But not South Africa, where Musk was born. Instead, Amazon’s Project Kuiper is set to launch there fi rst, taking advantage of regulatory requirements that have kept Starlink grounded. It is an unusual reversal. Globally, Starlink dominates the satellite internet race. In Musk’s own backyard, Jeff Bezos may be fi rst to market.
ROTTERDAM, NETHERLANDS
SMEAR CAMPAIGN
“Isn’t it fantastic that we are all standing here looking at peanut butter?” Wim T. Schippers asked journalists in 1997. Nearly three decades later, people still are. Rotterdam’s Museum Boijmans Van Beuningen has recreated the Dutch artist’s Pindakaasvloer using around 800 pounds of peanut butter—enough for 15,000 sandwiches—in tribute to the artist, who died in June at age 83. The shelf life is extraordinary.
EAST AFRICA
PACIFIC WARNING
A strong El Niño is developing in the Pacifi c and forecasters expect it to peak around the end of the year. Aid agencies warn of severe fl ooding across East Africa and parts of South and Southeast Asia, with Somalia, Kenya and Bangladesh among the most exposed. Humanitar- ian budgets have been cut, debt burdens have grown and food prices remain elevated. The countries in the fi ring line are, once again, the least equipped to absorb another shock.
ECONOMY
Until You See the Bill
■For years, staying home was the budget-friendly alternative. But the couch is no longer the cheap seat it used to be. The average subscribing house- hold spends $69 per month on streaming video services, before adding broadband, devices or gaming subscrip- tions, according to Deloitte. And prices continue to go up. Disney+ has raised its premium ad-free tier $3 to $18.99 per month. This year, Netfl ix’s stand- ard ad-free plan went up $2 to $19.99, while Paramount+ Pre- mium rose a dollar to $13.99. Gaming at home isn’t a steal, either. The Xbox Game Pass Ultimate costs $22.99 a month, PlayStation Plus Premium
STRESS TEST Buckled columns, cracks and sagging fl oors at the Manhattan offi ce-to-residential conversion triggered evacuations.
$19.99 a month, and premium consoles from major brands typ- ically cost around $500-$800, after 2026 price increases. Next, there’s food. Ameri- cans spend on average $38 on a takeout meal, per Touch Bistro—and don’t forget delivery platform fees and tips. Add ris- ing electricity costs, with house- holds forecast to pay about $75 more in 2026, and even a home- cooked meal carries overhead. Then again, a restaurant meal averages $54 before tips, per Touch Bistro. Movie theater tick- ets average around $16, per one analysis, and remember to top up the parking meter. The couch isn’t cheap anymore, but it’s better at hiding the damage.
The Great Conversion Myth
■America has a hous-
ing shortage. Downtowns
have empty offi ce towers.
Seems like a match made in
real estate heaven.
Then a pair of buckling
support columns at the
former Pfi zer headquarters on
East 42nd Street in Midtown
Manhattan on July 7 reminded
everyone that converting an
offi ce building into apartments
is a lot harder than moving out
the cubicles and installing a
few kitchen islands.
The catch is that an
offi ce tower isn’t just a giant
apartment building waiting
for a makeover.
Many offi ce buildings were
designed for desks, conference
rooms and fl uorescent lighting,
not home comforts. What looks
like a straightforward renovation
can quickly become a construc-
tion headache. Apartments
need kitchens and bathrooms
on every fl oor. Residents expect
sunlight in their living rooms,
not just the corner offi ce. Build-
ing and fi re codes often require
signifi cant upgrades when a
property changes from offi ce
use to residential use. The
International Existing Building
Code treats such projects as
a change of occupancy that
triggers formal reviews and
compliance requirements.
Plus, not every tower is a
good candidate. Researchers
studying conversions for the
U.S. Department of Housing
and Urban Development found
that building layouts, construc-
tion costs and fi nancial realities
frequently stand in the way.
That’s why America’s empty
offi ce towers aren’t automati-
cally tomorrow’s apartments.
Between the vacancies and
the housing shortage sits
an expensive, complicated
reality check.
MICHAEL M. SANTIAGO/GETTY [2]; NEWSWEEK/GETTY
The Cougar Test
BG048/BAUER-GRIFFIN/GC IMAGES; US MINT; DIARMUID GREENE/SPORTSFILE FOR WEB SUMMIT/GETTY [2]; JULIAN HAMILTON/WIREIMAGE; LUKE HALES/GETTY; AURORE MARECHAL/GETTY; JESSE GRANT/GETTY; KATELYN MULCAHY/GETTY; JUSTIN CASTERLINE/GETTY; LISA O’CONNOR/AFP/GETTY; TAYLOR HILL/GETTY; JOHN NACION/GETTY; ERIC VERHOEVEN/SOCCRATES/GETTY
■Kathy Griffi n may have just conducted the internet’s quick- est gender studies seminar. The comedian sent social media into a frenzy when she appeared to “hard launch” a new boyfriend 43 years her junior, posting a photo of the pair on Instagram alongside the caption: “He’s 22. Have at it, internet.” The internet obliged. Within hours, commenters were debating everything from age gaps to power dynamics. A day later, Griffi n revealed the young man wasn’t her boyfriend at all but a member of her security team. The post, she said, was a “sociological exper- iment” designed to expose how differently people react when an older woman is paired with a younger man. According to Griffi n, the response varied sharply by platform. Instagram users were largely supportive, while Threads fi lled with accusations of “grooming” and other forms of slut-shaming.
NUMBER OF THE WEEK
$
$
➽ The face value of the commemorative coin featuring Donald Trump, set to be released this fall. The coin features the president’s face and the words “In God We Trust.” In a post on X, Treasury Secretary Scott Bessent called it “a lasting symbol of patriotism.” $1
The stunt tapped into a
long-running cultural fault line.
Hollywood is full of older man/
younger woman pairings—from
Harrison Ford, 84, and Calista
Flockhart, 61, to Jay-Z, 56, and
Beyoncé,44, or Michael Doug-
las, 81, and Catherine Zeta-
Jones, 56—that rarely attract
the same level of outrage.
“Older men have been dating
younger women since the
beginning of time,” Griffi n wrote,
calling out the double standard.
The debate arrives amid a
steady stream of headlines
involving older male celebrities
and much younger partners,
from actor Luke Wilson, 54, wel-
coming a child with his 24-year-
old girlfriend, to Scottie Pippen,
60, being linked to a 23-year-
old woman, making her younger
than some of his children.
Those relationships often
draw attention anyway. Griffi n’s
stunt, however, put the spotlight
on whether age-gap romances
are judged differently when the
older partner is a woman.
Summer Games Edition
■Between the scoreboard and the fi ne print, the contest gets lost. Committees and judges decide who wins, overruling those who played, traded or built—in a verdict that arrives by memo.
Caitlin Clark Complaints about missed fouls escalated from postgame gripes to reports the NBA Commis- sioner pushed WNBA suspensions, then to a con- gressional threat of a probe. She used to argue with referees; now the government argues for her.
Steve Ballmer The Kawhi Leonard endorsement scandal grew from an internal L.A. Clippers matter to an outside probe serious enough to freeze his trade to the Toronto Raptors. Ballmer’s mess is now a Toronto problem.
Tarek Mansour A federal judge in New York ruled state gambling law applies to Kalshi’s sports-event contracts, rejecting its claim to be a fi nancial market. Kalshi bet the business on not being a sportsbook; a judge has called the bluff.
Neeru Khosla When the Seattle Seahawks’ $9.6 billion sale was agreed on, headlines credited her venture capitalist husband, Vinod Khosla—but the NFL’s memo named her as controlling owner. Vinod got the headlines; Neeru got the deed.
Connor Storrie His hockey drama Heated Rivalry, fi nanced in Canada, was deemed ineligible for Emmys, yet Storrie landed a nomination anyway for guest-hosting Saturday Night Live. His show may have been deported, but he got to stay.
Michael Oliver The Premier League referee was set to work the World Cup fi nal, but FIFA bars English offi cials from calling Argentina games due to the Falk- lands War dispute from 1982. The war ended decades ago; Oliver became its latest casualty.
Diamonds Are Forever, But Tastes Are Changing
■As wedding season hits its peak, the diamond industry is being asked: If a lab-grown stone sparkles exactly like a mined one, how much romance is buried in the dirt? The debate has been reig- nited after De Beers suspended production at South Africa’s Venetia mine for two years. It’s a sign of the pressure facing the natural diamond industry as changing consumer habits and weaker demand squeeze profi ts—and labora- tory-grown gems continue to reshape the market. It’s not just about everyday jewelry, either. Couples appear perfectly happy saying “yes” to diamonds made in a factory. According to The Knot’s latest
THE ARCHIVES
➽ “Russia, if it is ever attacked by B-52s, will have to cope with perhaps a dozen missions at once, with planes coming from all over the map—and going all over the map, after bombing their objectives,” Newsweek wrote about Boeing’s development of the B-52 bomber to be a long-range nuclear deterrent during the Cold War era. The jet-powered plane, which succeeded the B-36, was then projected to have a wingspan of 185 feet and weigh 185,000 pounds empty. It remains in active service with the U.S. Air Force. Despite more advanced bombers being introduced, the B-52 is still used thanks to its large payloads and lower operating costs, costing roughly $88,000 per fl ight hour, compared with the Northrop Grumman B-2 Spirit bombers at around $150,000 per fl ight hour. More than 70 years after Newsweek imagined the bomber in a confl ict with Russia, B-52s were intercepted after fl ying near Russia’s border during a 2024 U.S. deployment to Romania. 1953
Real Weddings Study, 61 per- cent of U.S. couples who wed in 2025 chose a lab-grown center stone for their ring, up from 52 percent a year earlier and 12 percent in 2019. And roughly two-thirds of Gen Z engagement ring buyers now opt for lab- grown versions, BriteCo found. The attraction is hardly a mystery. As well as being seen as more ethical, an unbranded one-carat lab-grown diamond cost about $850 in early 2025, versus roughly $3,900 for a comparable natural stone. The diamond industry has insisted that only a natural stone could symbolize forever. Today’s couples seem to have their own formula: same spar- kle, bigger rock, smaller bill.
As Gen Z yearns for the analog age, perhaps a resurgence in letter writing will emerge.
■If you’re planning on sending a postcard
from your trip to Disney World this summer,
you may need to dig around in your bag for
a few more coins. The U.S. Postal Service
recently raised the price of Forever stamps,
from 78 cents to 82 cents.
For those who haven’t sent a letter in
decades, Forever stamps are used on
standard letters and can never expire,
unlike regular stamps that are printed with
a specifi c monetary value and may need to
be supplemented when prices change.
They were supposed to be a shield
against future price changes. But these
not-really-Forever stamps have seen a price
increase of 100 percent since they were
fi rst launched in 2007. Will this actually
make a dent in anyone’s budget? Business
shipping in bulk might take the biggest hit,
but it’s unlikely increased postage costs
will sting the same as the uptick in prices
at grocery stores or gas pumps. Especially
when wedding invites are sent through
Paperless Post, travelers use Instagram
stories as digital postcards and grand-
parents can FaceTime their loved ones in
other states. The Postal Service blames
“continued rising operational costs” for the
price bump, which comes as the volume of
fi rst-class mail has declined by 30 percent
over the last decade.
But as Gen
Z yearns for the
analog age, perhaps
a resurgence in
letter writing will
emerge. They are
already opting
for physical media
and dumb phones
—hopefully the
extra few cents
won’t stop them
from embrac-
ing snail mail.
PATRICK LANDMANN/GETTY; JUSTIN SULLIVAN/GETTY; NEWSWEEK/ARCHIVE
ARTIFICIAL INTELLIGENCE
of AI? Take Your Pick
■If you posted a photo on Instagram recently, congratula- tions—for a brief window, your face was fair game for Mark Zuckerberg’s AI image generator. Meta’s new Muse Image tool let anyone tag a public account and generate an AI image using that person’s face, unless they burrowed into settings and switched it off. Actors, agents and ordinary users revolted. Within days, Meta pulled the plug. “We’ve heard the feedback that this feature missed the mark, so it’s no longer available,” a spokesperson said. Days later, the AI regulation story had lurched some- where else entirely. Google DeepMind chief Demis Hassabis, a Nobel laure- ate not usually given to panic, warned that humanity is now “standing in the foothills of the singularity” and that artifi cial general intelligence is not far away. He called for a U.S.-led standards body, modeled on Wall Street’s FINRA, to test fron- tier models before release. “We’ve already seen the chal- lenges frontier models pose for cybersecurity, and other threats including nuclear and bio risks may soon emerge as capabili- ties continue to advance,” he wrote. “At the moment, we are locked in an extremely intense, multilayered commercial and
NEWSWEEK/GETTY; KEVIN DIETSCH/GETTY; ANDREW HARNIK/GETTY
geopolitical race…. advances on the frontier are outpacing our understanding of the technol- ogy.” When one of the people actually building this stuff starts asking to be regulated, it is worth paying attention. Meanwhile, Germany decided existing law would do just fi ne. Its media regulators ruled that Google’s AI Overviews and Per- plexity fall under the country’s media laws, because AI-gen- erated answers count as the platforms’ own content—not somebody else’s. “AI search engines and chatbots are con- tent providers, and we will con- sistently apply German media law to them from now on,” said Thorsten Schmiege, chair of the country’s media regulator ZAK. Three companies, three con- tinents, three different answers to the same question: Who is in charge of AI? The answer right now is nobody. Silicon Valley wants a friendly standards body it helps design. Europe wants courts and existing statutes. Meta seems perfectly content to let public outrage function as a kind of live-fi re beta test. Somewhere in the middle sits the user, opting out of features they never opted in to, reading AI summaries no pub- lisher signed off on and waiting to see which grown-up in the room decides to act fi rst.
rope wants
Congress’ Age-Old Fallacy
■One day, Lindsey Graham, 71, was in Ukraine promot- ing a sanctions package. The next, the South Carolina Republican, who had spent more than three decades in Congress, died. Then, Mitch McConnell, 84, appeared in a proof-of-life photo. He disclosed that he had been receiv- ing treatment since a June 14 fall. Both appear to show Congress is too old, yet they tell almost opposite stories.
The Familiar Story Pennsylvania Senator Dave McCormick says an older, more experienced Congress “has not translated to a more productive” one. He notes that the average senator is around 11 years older than in 1981 and Congress enacts barely half as many laws each year as it did in the 1980s. McCormick has proposed limiting lawmakers to 12 years in either chamber. And Congress has grown older: in 1981, the mean representative was approximately 49 and the mean senator approximately 53. At the opening of the 119th Congress in 2025, the averages were around 58 and 64. The argument seems logical: Retire the gerontoc- racy and let government become better. But this is wrong.
What’s Really Going On Congress is not aging in a straight line. Lawmakers’ aver- age age remains near record highs, but the median has edged down. In the 119th Congress, the House median age fell to 57.5 from 58.9 four years earlier, while the Sen- ate median slipped to 64.7 from 65.3. The Senate began the 119th Congress with an average 11.1 years of service versus 14 years in 2009. Today’s Senate is older than in the early ’80s, yet less experienced. The gerontocracy cri- tique incorrectly confl ates age and tenure, but the Center for Effective Lawmaking found committee chairs averaged legislative effectiveness scores of 2.47 in the House and 1.51 in the Senate vs. 1.44 and 1.11 for majority-party members, showing the value of experience. A broader academic study found long-serving members retained disproportionate effectiveness after the seniority system weakened and congressional power centralized. Relationships built over time help attract support. Graham represents accumu- lated experience; McConnell questions of health transparency. Neither is an argument for an age-based cutoff.
1.51 in the Senate
Matt Schlicht didn’t plan to change how coM- panies work. He just wanted to give his AI agents something to do. In January 2026, he built a social network for them. Not for people, but for agents—software systems that can carry out tasks and make decisions with limited human supervision. He called it Moltbook, and he built it without writing a single line of code himself. Within days, agents were signing up, forming communi- ties and doing things nobody had specifically programmed them to do. One community invented a religion centered around lobsters and the act of molting. They named it Crustafarianism. They wrote doctrine. They recruited converts. Within days, the platform claimed 1.5 million registered agents. Meta acquired it six weeks later. Most people read Moltbook as a curiosity, a viral exper- iment that burned bright and got bought. But the more important point was not the lobster religion. It was that the agents had been given a place to interact and then began creating their own norms, rituals and communities. To others, it looked like something else: a test of what hap- pens when you give agents a shared space, step back and let them run without a single human in the loop.
NEWSWEEK/MAGNIFIC
THE BOSS?
As companies deploy more AI agents across their operations,
the real challenge isn’t automation—it’s figuring out who remains
accountable when the machines are running the business
by BORIS GROYSBERG, SARAH ABBOTT AND PRIYANKA RAO
NE WS, O PINION + A N ALYSIS
ARTIFICIAL INTELLIGENCE
That is why Moltbook matters beyond Silicon Val- ley novelty. AI is changing what an organization is, not just what it does.
Beyond the Experiment For over a century, every shift in how companies worked left one assumption intact. Management theorist Frederick Tay- lor’s specialist roles, corporate strategist Alfred Sloan’s divi- sional corporations, the outsourcing boom, the gig economy: all of them changed how work was divided. But at the end of every chain, there was always a person making a call, catch- ing an error, signing off. That assumption is now optional. The concept has a prototype. A decade ago, develop- ers in the cryptocurrency world built what they called Decentralized Autonomous Organizations. A DAO is an organization that uses software rules, often embedded in blockchain-based smart contracts, to automate parts of governance that would usually be handled by managers, boards or members. Wyoming recognized DAO LLCs as legal entities in 2021. The Marshall Islands and Tennessee followed in 2022. DAOs showed that parts of an organization could be governed by code. What they couldn’t solve was human
coordination: voters who didn’t vote, disputes that stalled, deci- sions that arrived too late. Advocates of AI-led organizations argue that agents could remove some of that friction by carrying out defi ned decisions automatically. But that is an argument, not a settled fact: replacing people with agents creates new problems of oversight, security and accountability. Brian Roemmele, an independent researcher who has publicly championed the idea of a zero-human company, and has since advised NIST’s AI Agent Standards Initiative, was among the fi rst to make that leap publicly. His experiments were messy. His agents drifted without tight guardrails. But he was asking ques- tions that most organizations haven’t faced yet. The early experiments showed the concept was real. But what is now emerging in established enterprises is a diff erent problem. It is one thing to build a company around agents from scratch. It is another to redraw the org chart of an organization with thou- sands of employees, existing governance structures and regula- tory obligations. That is the Zero Human Enterprise, or ZHE: not literally a company with no humans anywhere, but a business in which important work is delegated to networks of AI agents rather than traditional teams of employees. Not a fringe exper- iment. It is already underway inside organizations most people assume are nowhere near it. Google’s Sundar Pichai captured the shift at the Cloud Next 2026 conference: “The conversation has gone from ‘Can we build an agent?’ to ‘How do we manage thousands of them?’” That sec- ond question is really a management question: If thousands of agents are making decisions, who supervises them, who sets their boundaries and who is accountable when they go wrong? Most companies do not have an answer. KPMG tested the idea more rigorously. Researcher Sander Klous and entrepreneur Nart Wielaard built a company with no human employees, gave it an AI CEO named Avery Jameson and tasked it with deciding what business it wanted to be in. That detail needs pausing over: The experiment did not simply use AI to help human managers. It asked AI agents to make the mana- gerial decisions themselves. The agents started a webshop selling personalized art. The fi rst version failed badly. Agents drifted, hallucinated, ignored instructions and stopped working without explanation. The problem was not simply the technology. It was the structure. They had copied a human org chart and handed it to agents. An agent given a broad role like CFO cannot hold the tension between specifi c tasks and wide context at the same time. Humans can often do that almost without thinking. Agents cannot. So they scrapped the executive team entirely. They broke every process into small, tightly defi ned tasks and deployed what Klous called an “army of disposable agents,” each with a narrow job and clearly defi ned boundaries. That version worked. What it revealed matters more than whether the webshop turned a profi t: when humans are removed from execution, control does not disappear. It moves upstream, into whoever wrote the rules. Management does not go away. It migrates.
Deutsche Telekom understood this early. Its network team once monitored roughly 1,000 events a year across Germany—concerts, matches, festivals, anything that might spike mobile traffi c. Each event required the team to adjust network parameters to manage traffi c spikes, a process known as tuning. Each tuning session took about an hour. After deploying a multi-agent system called RAN Guardian, the company identifi ed 237,000 events to monitor in 2026 alone. Each tuning session now takes about a minute. The humans did not vanish. Their job changed: from tuning networks to designing the systems that tune them, writing the rules and deciding what agents are allowed to do without asking anyone fi rst. That is the organizational redesign most companies need to be looking at. The people at the top are no longer just managing people. They are managing the rules that manage the agents that do the work. Reporting lines do not just change shape. They change nature.
Leading the Way Many assume this new organization will be fl atter, with fewer peo- ple. Not necessarily. Take IKEA. The company deployed an AI chat- bot named Billie to handle basic customer service questions, and it resolved around 47 percent of inquiries without human involvement. Most companies would have declared victory and started cutting headcount. Instead, IKEA studied what Billie could not handle and found those unresolved cases pointed to demand for interior design advice. It reskilled 8,500 customer service employees into design
JONATHAN NACKSTRAND/AFP/GETTY; CAMILLE COHEN/AFP/GETTY
consultants, backed by AI tools, and built an entirely new business line that generated €1.3 billion (roughly $1.4 billion) in its fi rst full year. No layoff s. The org chart did not shrink. It changed shape around what humans turned out to be better at. That is the optimistic version of the story. The harder truth is that IKEA had somewhere for those employees to go. Most companies attempting the same transition will not. Reskilling at that scale requires an opportunity on the other side. Not every org chart redesign comes with one. These new organizations carry their own risks. The fi rst is knowledge. When the org chart stops including the roles that taught people how to perform the basic work of the organization, where does that knowledge go? Junior analysts, asso- ciate developers and trainee consultants were ineffi cient by design. They existed to build capabilities over time. Cut them and the orga- nization gets leaner, yes. It also loses the pipeline that produces people who understand the work well enough to design systems that do it autonomously. You cannot govern what you do not understand. And you cannot understand it if you never did it. The risk is not just that
NEW ORDER Google’s Pichai (below) says the question facing every boardroom has shifted from whether to build AI agents to how to manage thousands of them at once. IKEA (left) offers an early answer, reshaping its workforce around what humans still do best rather than shrinking it.
AGENTS
How AI Took Over Network Management
PEOPLE 1,000 EVENTS PER YEAR
Accountability Gap Agents can execute the rules. What they cannot inherit is the judgment that knows when the rules are wrong. Microsoft’s Cyber Pulse report, published in February 2026, found that more than 80 percent of Fortune 500 companies are already running active AI agents, with only 10 percent having a for- mal strategy for governing them. Those are not Zero Human Enterprises. But they are the organizations that will face this question next, and most of them are not ready for it. Get the rules wrong and there is no buff er. Moltbook’s database was exposed within days of launch. Every credential in the database was unsecured. “You could grab any token and pretend to be another agent,” Ian Ahl, chief technology offi cer at cybersecurity fi rm Permiso, told TechCrunch. In a human organization, someone may notice and fi x the prob- lem. In an agent organization, the rules are the organization. Incom- plete rules do not create a gap someone can patch. They create a system that behaves exactly as designed, all the way down, with nothing to stop it and no one to notice. The security failure is vis- ible when it happens. The quality failure is not. When no human checks whether the output is any good, agents do not necessarily self-correct. They produce more of it. Polsia, a platform for building zero-human companies, just raised $30 million at a $250 million val- uation. Polsia is “AI slop” spelled backward. It is a joke, but not much of one. A business built to generate work without people can also generate errors, noise and low-quality output at industrial speed. Most executives we speak with are focused on which tools to buy, which vendors to trust, who to hire and which workfl ows to automate fi rst. Those are real questions. The harder question is who is accountable for designing a system that can fail faster and fur- ther than any human organization, with nobody watching. Previous transformations left a human at the center, responsible and account- able. That assumption is being engineered out. In March, four U.K. regulators warned that agent autonomy does not transfer account- ability; it concentrates accountability on the deployer. As of year-end, the EU will classify AI systems as products for product liability purposes. The U.S. has not made comparable nationwide/federal moves yet. The human job in these organizations is deciding what the system is allowed to learn and who answers when it does not. The org chart is being redrawn around something other than people. Nobody has redrawn the accountability frameworks to match.
237,000
Boris Groysberg is Richard P. Chapman Professor of Business Administra- tion and Sarah Abbott is a research associate, both at Harvard Business School. Priyanka Rao is the founder and CEO of AIChampions.com.
organizations stop producing the next gen- eration of leaders. It is that they remove the very experience required to produce them.
Cutting through the tropiCal waters of the South China Sea, the front line of global rivalry between China and the United States leaves no country more exposed than the Philippines, a U.S. treaty ally. Open war it is not, but it is far from complete peace either. While the neighbor- ing self-ruling island of Taiwan lives with the looming threat of a Chinese takeover, the Philippines sees a daily battle to stop chunks of maritime territory being taken in the name of Beijing’s sweeping claims. “On the probability scale, we view that the attempts against us in the West Philippine Sea are more severe than the prospects of any Taiwanese conflict,” Philippines Defense Secretary Gilberto Teodoro told Newsweek at Manila’s main military camp. “We see that there is an attempt to occupy areas within our exclusive eco- nomic zone, and we have to resist that,” said Teodoro, who has been banned from China for hawkish remarks. China challenges the Philippines’ own claims within the “Nine-Dash Line”—a U-shaped boundary in the South China Sea that Beijing has decreed is its terri- tory—rejecting an international arbitra- tion court ruling from a decade ago that went in favor of the Philippines. “China has consistently maintained that differences should be managed through dialogue and consultation, not through
GEOPOLITICS
RED LINE
Caught between pressure from Beijing and ties with Washington, the Philippines sits at the sharp edge of superpower rivalry
by MATTHEW TOSTEVIN
sensationalism or manufactured narra- tives,” the Chinese Embassy in Manila said in a recent social media post. China’s embassy did not respond to Newsweek’s requests for comment.
‘Resistance and Resolve’ The Philippines and Taiwan, along with Japan, form parts of the “First Island Chain” that America sees as its strategic bulwark against China in the Pacific. The Philippines is no stranger to being fought over. The former Spanish colony was seized by the U.S. at the end of the 19th century in the empire’s final death throes. It then saw some of the heaviest fighting in the Pacific in World War Two between Japan and the U.S. After independence in 1946, it kept its strong U.S. ties as a rear base during Cold War conflicts in Asia. Made up of around 7,600 islands, the country is now home to nearly 120 million people—a third as many as the United States. It is a crucial business back-office hub and source of skilled migrant workers. A quarter of the world’s overseas nurses are from the Philippines and up to a third of the maritime workforce. It now seeks to build its global security partnerships beyond the U.S., with Japan, Canada, Australia and Western European countries. “For them, naturally, it’s about keeping the South China Sea as a global common, which is directly challenging the
Nine-Dash Line of China,” Teodoro said. “I wouldn’t put it at confrontation, I would put it at resistance and resolve; China is the one confronting us.” On the anniversary of the July 2016 South China Sea arbitration ruling, a group of Chinese academics advanced a new territorial claim, suggesting the Phil- ippines’ northernmost Batanes islands were a geographical extension of Taiwan and therefore part of China. Teodoro dismissed it as ridiculous and a local newspaper quipped that using that logic, the Philippines could lay claim to China itself as an extension of its territory. But it was nonetheless interpreted as another warning message. Confrontations between Philippine vessels and Chinese ships using water jets or ramming have become commonplace. The recent focus is Scarborough Shoal, around 140 miles from the Philippines’ largest island and
EZRA ACAYAN/GETTY
ACTIONS ARE] INCREASINGLY A MORE AGGRESSIVE GRAZING STRATEGY THAT ARE ALWAYS JUST SHORT OF THE THRESHOLD OF DIRECT MILITARY CONFRONTATION.”
540 miles from mainland China. China took de facto control in 2012, but has not yet built the kind of concrete outpost it has established elsewhere in the South China Sea. In June, it removed a tempo- rary floating research platform after dip- lomatic pressure from Manila. “We don’t want our fisherfolks, we don’t want the government, we don’t want the Filipino people to accept the new reality as a new reality,” Rear Admiral Roy Trin- idad, Philippines navy spokesman for the West Philippine Sea, told Newsweek. Although the Philippines has its mutual defense treaty with the U.S., it has not drawn on that in defending its waters. Academic Richard Heydarian said the Philippines wanted to demonstrate its own capabilities at home, to fellow South- east Asian nations and to China. “So far the Philippines has been rela- tively successful in a sense that it has not
STRONGER PRESENCE
Philippine troops during the annual
Balikatan military drills with the
U.S. on May 4, 2026, in Laoag,
Philippines. The joint exercise has
grown under President Marcos.
lost any major land feature to China,” he told Newsweek. “As far as China’s actions are concerned, they’re more grazing, although increasingly a more aggressive grazing strategy that are always just short of the threshold of direct military confrontation.” The U.S. presence in the Philippines has been strengthened under President Ferdi- nand “Bongbong” Marcos Jr., elected in 2022 and the son of Cold War dictator Fer- dinand Marcos—dubbed “America’s Boy” by one biographer. U.S. military base access has increased, Typhon Mid-Range Capa- bility, or MRC, missile systems have been deployed and the two nations’ joint annual Balikatan military exercise has grown. The Philippines has also been brought into America’s Pax Silica initiative to counter China on the technology front, with a plan for an artificial intelligence industrial hub north of Manila. Although some leftist groups have protested the proj- ect, it is widely expected to move forward.
An Opening For China But the president can only serve one six- year term, and maneuvering is intensify- ing ahead of the nation’s 2028 presidential election—with a possible opening for Bei- jing. China is inescapable in the Philippines. The mainland and Hong Kong accounted for nearly a third of total exports and imports in 2024—making it easily the
biggest trade partner. Chinese firms are invested in the national grid and form the backbone of the telecoms network. Teodoro accused China of trying to undermine the Philippines through “wolf warrior” diplomacy, disinformation, social media trolls, crime syndicates, purchases of land through dummy buyers and infil- tration through the establishment of sis- ter cities—among other things. One possibility in the 2028 election is a victory for Vice President Sara Duterte. Her populist father Rodrigo Duterte took a distinctly pro-Beijing line in office from 2016 to 2022. He now faces charges of crimes against humanity at the Interna- tional Criminal Court after being shipped to The Hague under Marcos following a falling out between the political dynasties. “The Philippines is such an unstable democracy,” said Carlos Conde, editor of the Rights Report website. “If Sara wins, the Chinese could put their foot back in. That’s not to say the U.S. is going to be kicked out, obviously not, but there’s going to be a lot more effort to try to maintain a stronghold in the Philippines.” Sara Duterte faces her own legal trou- bles through Senate impeachment hear- ings. She stands accused of threatening President Marcos in a Zoom call, of misus- ing public funds, accumulating wealth from unexplained sources, bribery and corrup- tion. She denies any wrongdoing and says the impeachment is politically motivated. With the Senate divided between Mar- cos and Sara Duterte supporters, there is no guarantee the impeachment verdict will go against her or stop a presidential run in 2028. The trial, which began on July 6, is expected to run for weeks and possi- bly months. Both Sara Duterte and her father have a massive following for their promises and for his deadly war on drugs.
Bigger Issues Yet in a recent survey, nearly 70 percent of Filipinos said the government should be even more forceful to counter China in the South China Sea with naval patrols and an expanded troop presence. Either way, relations with the U.S. and
CONFRONTATION
Teodoro said that
China’s attempts
against Manila in
the West Philippine
Sea were “more
severe” than
the likelihood
of conflict with
Taiwan.
China are not top issues for voters in the Philippines. The fact that the World Bank recently elevated the country to the status of an upper-middle-income country belies the poverty in which many live. For them, the cost of living will matter more than geopolitics. “There’s a phrase in Tagalog called ‘malayo sa bituka,’ which means ‘it’s too far from my stomach,’” said Conde. And even if a more pro-China admin- istration were to win, there is a question mark over how far it would shift the dial diplomatically. “It [Beijing] had its best shot during the Duterte administration to really create deep roots and make major inroads, but it really missed the opportunity,” said Heydarian. “China made no significant investments in the Philippines.” Instead,
IS AN ATTEMPT TO OCCUPY AREAS WITHIN OUR EXCLUSIVE ECONOMIC ZONE, AND WE HAVE TO RESIST THAT.”
Chinese businesses were prominent in online gambling and scam operations, another source of friction even though such activities were condemned by Beijing. The Philippines’ strongly pro-Ameri- can armed forces are also determined that there will be no weakening of the rela- tionship with Washington. While some European and Middle East countries might be questioning their alliances with the U.S. under President Donald Trump, Filipino authorities voice confidence in an “ironclad” security alliance based on both history and a reading of U.S. security pri- orities for dominating the Pacific Ocean. “After the United States, you have Hawaii, you have Guam, nothing else,” Teodoro said. “Even with the shift of policy, we saw the largest multilateral exercise this year, we have a lot of bilateral activities. There’s a lot of exchanges and a lot of defense coop- eration in a converged manner going on.” The 2028 election may shape the tone of Philippine foreign policy, but not neces- sarily its direction. China is an economic fact of life, while the U.S. remains a key security partner. Whoever wins in Manila, balancing those two realities will remain a central challenge.
Matthew Tostevin is global affairs
editor at Newsweek. You can email him
at m.tostevin@newsweek.com
EZRA ACAYAN/GETTY
VERSANO
Last week, I toLd my newsLetter readers that If they were expecting me to dance on Lindsey Graham’s grave upon the news of his sudden death, I had to dis- appoint them. I try not to speak ill of the dead, mostly for karma reasons. Bad juju. So let’s remember Graham for what he actu- ally was: an extraordinarily effective and influential political operator who understood exactly how to play the game in the Trump era, and one of the last true-believer neocons left stand- ing in Washington. I found Graham’s appetite for constant new wars distasteful, to put it gently. But I admired his ability to contort himself into a Trump supplicant without losing sight of his own ideology. Plenty of Republicans became Trump bootlickers for advancement or self-preservation. Few did it as skillfully as Graham, and almost none for such consistent reasons. He wasn’t chasing higher office or enriching himself, and he certainly wasn’t taking orders from constituents in South Carolina, most of whom probably couldn’t find Kyiv or Tehran on a map. Graham believed in American hegemony, full stop. Whether it meant bankrolling Israel’s war machine or Ukraine’s or ramming through defense appropriation bills, Graham was remarkably con- sistent over his three decades in Congress: a world governed by a muscular United States, and he’d do what it took to get there— even if it meant looking like a sycophant. In an era of political shape-shifters serving only themselves, that consistency earns a kind of begrudging respect from yours truly. His old “amigo” John McCain never could bring himself to flatter Trump; Graham had no such hesitation, once even telling the president he “loves” him. When news broke that Graham had died—hours after his 10th wartime trip to Ukraine, where he’d toured a drone facility—my first instinct was that he’d been poisoned. It’s not paranoid to wonder whether Putin’s FSB might target the biggest Ukraine hawk in Congress while he was next door; Russian operatives
BELIEVED IN AMERICAN HEGEMONY, FULL STOP.”
NEWSWEEK
have a history of making assassinations look like natural causes. Graham had appeared healthy on the trip and was booked on Meet the Press the next morning, suggesting his cardiac event came on fast. We know he was experiencing chest pains, but put off seeing a doctor until after his upcoming TV appearance. Still, I’m inclined to believe the official account: cardiac arrest brought on by an aortic dissection, per the D.C. medical exam- iner’s preliminary findings—the kind of thing that can catch up with an otherwise healthy man in his 70s, especially one who’d just endured back-to-back long-haul flights. Graham’s office was unusually forthcoming with the press in the days after his death, and I hope that continues if further toxicology results come back, if only to put the conspiracy theories to rest. I’m more skeptical about the health of Graham’s old Senate colleague and fellow neocon Mitch McConnell, whose office finally produced a proof-of-life photo with his wife, Elaine Chao, after a month of near-total silence. The explanation: McConnell took a fall, went briefly unconscious and developed pneumonia in the hospital. He’s now in a rehab facility and, in his own words, not ready to return “quite yet.” If that’s really the whole story, it’s odd it took a month and mounting public pressure to say so. Whatever’s actually going on with the 84-year-old, his team clearly felt he needed to be shown, more or less alive, before Kentucky Governor Andy Beshear—a Democrat with plausible 2028 ambitions—could credibly push for a special election. Graham, by contrast, was sharp and by no means old by our Congressional standards, and yet he’s the one who left the stage. South Carolina Governor Henry McMaster has since tapped Graham’s own sister, Darline Graham Nordone, to hold the seat through the remainder of his term—a poignant, if politically safe, choice in a state Trump has carried by double digits three times running. Republicans eyeing a full term in November still have to sort out a primary, but the seat itself was never really in doubt. Democrats aren’t in the mood to launder these men’s legacies, and I understand why. But Graham’s death and McConnell’s long medical silence and looming retirement mark the close of a cer- tain era in Washington—men who knew how to survive, literally in McConnell’s case and electorally in Graham’s. Men who knew how to actually pass legislation. Even Graham’s Democratic col- leagues spent last week eulogizing a guy who could be a real pain in public and still crack jokes and work with them in private. We lose something intangible when people like that leave the stage. The twilight of the neocons has been a long time coming. But I’m not so sure I’ll like whatever replaces it.
Carlo Versano is director of politics and culture at Newsweek.
Email him at c.versano@newsweek.com
EYES EVERYWHERE
As Beijing ramps up spy activities
worldwide, more agents and suspected
operatives are being caught in the open
When an american journalist pleaded guilty in June to acting as an agent for the Chinese government, it was just the latest in a string of cases highlighting Beijing’s global intelligence activities—and part of a broader pattern of Chinese espionage- related arrests and convictions. U.S. prosecutors said Thomas Pauken II worked for Chinese state media, includ- ing Xinhua, but was paid at least $100,000 to act as an intermediary for the Chinese government. “By his own admission, not only did Thomas Pauken attempt to infil- trate U.S. political circles at the direction of China’s Ministry of State Security, but he gathered intelligence on his American targets and reported it back to his Chi- nese intelligence handlers,” said Roman Rozhavsky, assistant director of the FBI’s Counterintelligence and Espionage Divi- sion. Pauken’s guilty plea is just one of a growing number of cases. A month earlier, Eileen Wang, mayor of Arcadia, California, agreed to plead guilty to acting as an illegal agent for China. Per the Justice Department, Wang—who was elected to the city council in Novem- ber 2022 and became mayor in February 2026—worked at the direction and control of Chinese government officials from late 2020 through 2022, promoting Beijing’s interests in the U.S. through a website aimed at the Chinese American community. The Chinese Communist Party is
by DIDI KIRSTEN TATLOW
“flooding the zone” with spies as it seeks political and economic advantage over a West that it perceives as weakening, experts told Newsweek. Report after report has emerged of suspected spy activ- ity from Norway to Germany, plus other liberal democracies such as South Korea. “We’re talking about a vast espionage machine by China,” said I-Chung Lai, pres- ident of Taiwan’s The Prospect Foundation think tank. “What China does is they send a lot of people, collect every piece of infor- mation they can have and assemble it back together in their headquarters,” he said. In Norway, Chinese citizens were arrested in May in two separate cases of suspected spy-related activity. In one, a woman allegedly attempted to import a 22-ton satellite receiver to an island that conducts sensitive rocket launches, according to Norway’s counterintelligence authority. Lai said that he was not privy to details but thought that case could be the work of a professional linked to Chi- na’s People’s Liberation Army. “To import that equipment you need to know how to assemble it, use it, and that basically means that that woman would...probably would be a trained PLA soldier,” he said. May also saw a married German cou- ple arrested on suspicion of working for an unnamed Chinese intelligence agency that was seeking sensitive science and technol- ogy of “military use,” German prosecutors
said. The same month, two Chinese nationals were convicted in South Korea after photographing Korean-U.S. military bases and civilian airports—the first con- viction of foreign nationals under the Asian nation’s general espionage provision. So why the surge in cases? China believes the U.S. and other democracies are struggling with declining domestic cohesion, especially as President Donald Trump’s leadership drives wedges in the traditional Western alliance, giving Bei- jing opportunities for greater influence. Other factors include worries over Chi- na’s own sluggish economy and efforts to restrict its access to top technology inter- nationally, Lai said. China believes its con- test with the U.S. will be settled through scientific and technological power, and CCP leaders including President Xi Jin- ping have said so publicly. “Definitely China is increasing its espionage oper- ations, precisely and particularly as the economy is going down, and they cannot have the technology as conveniently as they had it before,” Lai said. Others agree. “Chinese secu- rity agencies have been tasked with
increasingly heavy requirements under Xi Jinping’s more assertive foreign policy,” Matthew Brazil, a nonresident fellow at The Jamestown Foundation in Washing- ton, D.C. and co-author of Chinese Com- munist Espionage, An Intelligence Primer, told Newsweek. “Because the Chinese are intensifying their efforts, naturally there are going to be more cases uncovered.” The push is global. “China has resources. China has interests all over the world…. If you’re a global superpower, you need global coverage,” said a third expert with direct experience of intelligence in China, granted anonymity to speak freely. China’s embassy in Washington, D.C. did not respond to a request for comment.
Discovering Spies Getting a sense of where to look for prob- able overseas espionage is not difficult, said Lai: read China’s Government Work Report from the legislative and consul- tative meetings held every March in Bei- jing. “Usually in the work report they will come out with the objectives for the next year or what they have accomplished last year,” he said, “then probably you can
NEWSWEEK/MAGNIFIC
INCREASING ITS ESPIONAGE OPERATIONS, PRECISELY AND PARTICULARLY AS THE ECONOMY IS GOING DOWN.”
back-trace the work and espionage con- nected with those objectives.” China’s agents can sometimes seem lax, making mistakes like carrying cellphones filled with incriminating messages. But it is simply the result of the large and varying nature of China’s intelligence apparatus, Lai said. “First of all, it’s a vast machine, and…it’s difficult to say that they have a central coordinating mechanism, but the vast machine comes out of different agen- cies,” he said. Non-traditional collectors such as students are an important part of the system. “When it comes to the small fish, sometimes they have good training and sometimes they don’t,” Brazil said. While it is unclear how big China’s intel- ligence agencies are, Brazil said he had seen figures of 100,000 people just for the Ministry of State Security, or MSS—the country’s main civilian intelligence agency. “The Ministry of Public Security is prob- ably much larger,” he said. “Then the mil- itary agencies: the Information Support Force, which does communications intel- ligence and electronic warfare, the Cyber- space Force which does fixed station and strategic facilities, and Aerospace Force,
which does overhead photography. These military intelligence units are specialized.” The United Front Work Department, the Propaganda Department and the Foreign Ministry also conduct espionage. And the MSS figure could be much higher: In a new study, German analyst Jürgen Kremb at Taiwan’s Soochow Uni- versity assessed there are up to 800,000 members across all of China’s provinces. China prefers people to transfer infor- mation rather than signals as it is afraid of giving away a location via communications cyberhacking and detection techniques mastered by the U.S., Lai said. This is likely why its spies continue to pop up in obvious locations like military bases or airports, as in the South Korea case. The two men had a radio but it was not active, according to South Korean media reports. Yet the same technologies China excels in could be a chink in its armor. The grow- ing use of AI is creating “extreme naked- ness,” said the former intelligence officer, who is from a Western nation. “Keeping an agent or intelligence officer safe—or even alive—is going to be many times harder than in the past. Because it’s not just facial recognition, it’s gait recognition, lots of other ways, and the AI will presum- ably pull it all together pretty rapidly.” In a July 8 post shared to X, FBI Direc- tor Kash Patel wrote, “113 active spies from foreign countries arrested. Counter intelli- gence arrest have jumped 53%.” An accom- panying video stated that these arrests mean “tech stays home and our defense secrets stay locked down.” It went on to say that the FBI “forced 62 removals of Chinese spies in 2026 alone,” which “completely shattered Beijing’s deep cover operations.” Speaking after Pauken’s case, Rozhavsky said it shows “the lengths to which the Chi- nese Communist Party will go to undermine our democratic institutions and degrade our political freedoms,” but “demonstrates the FBI’s resolve to defend the homeland from threats to our national security.”
Didi Kirsten Tatlow is Newsweek’s senior
correspondent, international affairs.
Email her at d.tatlow@newsweek.com
Hear It for the Dreamers
Newsweek's American Dream Index reveals where Americans still have the best shot at building a better life—and where the climb is getting harder
by CHRISTOPHER ROBERTS AND JESUS MESA
THE EASIEST LINE IN AMERICAN POLITICS.
YOU HEAR IT EVERYWHERE: THE AMERICAN DREAM IS DEAD. Donald Trump declared in his 2015 presidential campaign launch speech that “sadly, the American Dream is dead.” In his 2017 inaugural address it was replaced with “American carnage.” Back on the trail in October 2024, he sharpened the point: “The American Dream for young people is gone. They can’t buy a house.” His opponent, Kamala Harris, agreed that the Dream was “out of reach.” Democratic Senator Ber- nie Sanders warned upward mobility was “in peril.” Republican Senator Tim Scott said homeownership was “further out of reach today than it was just a few years ago.” Diff erent parties, same premise. That premise contains more than a grain of truth. In today’s aff ordability crunch, a Gen Z professional can earn more than their parents did and still feel poorer once housing, childcare, insurance and transportation are taken into account. Social media has turned gloomy comparisons into a 24-hour doomscroll. The liberal and conser- vative press alike are addicted to selling despair from opposite ends of the spectrum. But the obituary is selective. Median household income rose from $53,657 in 2014 to $83,730 in 2024. In that same period, the poverty rate fell from 14.8 percent to 10.6
$9
MEDIAN MONTHLY RENT—AMONG THE LOWEST IN THE NATION
g
TE
The #1 state in the Dream Index wins on affordability, not glamour: cheap rent, a 17.9-minute average commute and an energy-and-agriculture job base. A counterpoint to Massachusetts (#4), which scores better on schools, but makes residents pay for it.
Massachusetts
OF ADULTS HOLD A BACHELOR’S DEGREE —THE MOST-EDUCATED STATE
S DEGREE
MAGNIFIC [6]; WYNNTER/GETTY; GOTHAM/GC IMAGES; STU99/GETTY; GRAEME SLOAN/SIPA USA/AP; KEVIN WOLF/AP
The country’s most credentialed state (#4) posts top-tier Education and Economic Mobility, but its Housing Access and Cost of Living pillars are among the weakest in the nation. Its world-class strengths are appealing, but not so the equally impressive costs. Compare North Dakota (#1), which edges it out by winning on affordability rather than educational achievement.
In the index’s #1 county, roughly 60 percent of adults hold a bachelor’s degree and poverty sits near only 4 percent. The Denver-Colorado Springs corridor nearly rivals Loudoun County, Virginia (#2), on the opposite side of the country as a powerhouse of prosperity.
Virginia
$149,594
MEDIAN HOUSEHOLD INCOME—HIGHEST IN COLORADO, TOP 10 IN THE U.S.
A YEAR IN DATA CENTER TAXES—NEARLY HALF OF ALL COUNTY REVENUE
The American Dream as cloud infrastructure: Data Center Alley helps fi nance a low-tax, high-income model, and the county’s $181,765 median household income was the highest of any in the U.S. Where Douglas County, Colorado (#1) runs on household wealth, Loudoun (#2) runs on the infrastructure that powers the internet.
Rent is brutal (Manhattan Housing 2.2), but skipping a car— at roughly $12,300 a year—can more than offset the pain. That’s why transit access is part of the Index. For example, two car payments and a long commute in a car-dependent suburb in the middle of the country would eat the savings a New Yorker could keep.
OF NYC HOUSEHOLDS OWN A CAR—THE GREAT AFFORDABILITY ESCAPE HATCH
percent. Health insurance coverage improved, from 89.6 percent to 92 percent. New business creation has more than doubled: 222,677 fi lings in February 2014, 443,944 in February 2024, and is still increasing, to 496,443 this past February. That doesn’t make the Dream easy, but it means it’s still alive— if you know where to look. This is what Newsweek’s American Dream Index is for. We have scored every U.S. ZIP code—33,772 of them—from 0 to 100 across six pillars: Economic Mobility, Housing Access, Employ- ment Quality, New Business Formation, Education & Skills and Cost of Living. Crucially, the index is weighted toward mobility: It asks not just whether a place is already rich, but whether ordi- nary people there can still climb. Listen carefully, and there are voices who will tell you the same thing. “The Dream is alive—follow the money and you’ll find it,”
A composite score from 0 to 100, drawn from six pillars of social mobility: Economic Mobility, Housing Access, Employment Quality, New Business Formation, Education & Skills and Cost of Living
1 North Dakota
66.5
Near-full employment
with low rents
2 Utah
65.5
Highest economic
mobility in the top fi ve
3 Minnesota
65.2
Strong combination of
attributes
4 Massachusetts
63.9
Best-educated state,
but with priciest housing
5 South Dakota
63.2
Affordable with high
employment and an
entrepreneurial culture
Anthony Scaramucci, fi nancier and former Trump White House communications director, told Newsweek. “Capital, talent and opportunity have migrated: out of legacy institutions and into the Sun Belt, the digital economy. The Dream didn’t die; it changed its address.” Maria Cardona, a Democratic political strategist and commen- tator and founder of Latinovations, agrees. “The American Dream is still alive, but it has become much harder to achieve,” she told Newsweek. “I believe the challenge is not that the Dream has disappeared, but that we have to make it more accessible again. At the same time, it’s important to remain optimistic. America’s best days are still ahead of us, and people need leaders who project hope, believe in the country’s future and are committed to creating more economic opportunity, so that everyone has a fair chance to achieve their version of the American Dream.”
co
Newsweek’s Dare To Dream project is not intended to be the last word on every single place. The real world is more compli- cated than that. Rather, it is intended to be a starting point for a conversation about opportunity.
IF YOU HAD TO PREDICT THE TOP OF THE DREAM INDEX BY STATE, you would likely get it wrong—and the way you’d get it wrong is part of the point. The leaders of our Index are not the coasts. North Dakota is fi rst. Utah and Minnesota follow. Massachusetts—exactly the kind of state you’d expect to win—is only fourth, with South Dakota and New Hampshire trailing just behind it. Vermont, Hawaii, Colorado and Iowa round out the top 10. The Great Plains and the Mountain West, the part of the country least visible in coastal media coverage, sit at the very top of Newsweek’s list.
6 New Hampshire 63.2
16 Connecticut 58.6
GO IN-DEPTH
Scan the QR code to see how your ZIP code scores
where measured opportunity, mobility and quality of life are strongest and the American Dream is fl ourishing
knowledge corridor and the Denver foothills, yes—but also small farm counties that quietly deliver on jobs, affordability and mobility.”
sure. Because it leans on mobility rather than raw wealth, North Dakota’s near-full employment, its oil sector pumping real wages into real communities and houses that cost less than half what they do in Boston add up to a fi rst-place fi nish. Utah pairs some of the fastest job growth in the country with unusually strong intergenerational mobility. South Dakota, Iowa and Nebraska tell a similar story. Unsurprisingly, the Northeast still scores well, with high-paid graduate clusters, venture capital, prestige hospitals and elite schools. They help lift Massachusetts and its neighbors into the top 10. But the region pays for them. Its Housing Access and Cost of Living pillars are among the weakest in the country, and that is what keeps the Acela corridor out of the top three. The bottom of the table is, sadly, more familiar. Mississippi sits last, with Alabama, South Carolina, Louisiana, West Virginia and Arkansas just above it. The Deep South’s generations-old structural dis- advantages are visible across most of our six pillars, despite cheaper housing and low living costs.
6 10 9
7 3
income rose from $53,657
in 2014 to $83,730 in
2024. In that same period,
the poverty rate fell…
health insurance coverage
improved… [and] new
business creation has
more than doubled.
ican story truly come alive, though. The top of the list is a combination few would pre- dict. Douglas County, Colorado, leads, just ahead of Loudoun, Virginia, and Morgan, Utah. Then come places like Arlington and Fairfax in Northern Vir- ginia—and, improbably, Edmunds County, South Dakota, and Sheridan County, Kansas, two rural Plains counties sitting shoulder-to-shoulder with the
THRIVING
1 Douglas County 80.1 COLORADO
2 Loudoun County 79.7 VIRGINIA
3 Morgan County 79.5 UTAH
4 Arlington County 79.0 VIRGINIA
5 Fairfax County 78.6 VIRGINIA
6 Edmunds County 78.2 SOUTH DAKOTA
7 Sheridan County 78.0 KANSAS
8 Summit County 77.3 UTAH
9 Ozaukee County 77.1 WISCONSIN
10 Teton County 77.1 WYOMING
(Maricopa County)
R
M
113 DAYS STRAIGHT AT OR ABOVE 100°F IN 2024—WITH 602 HEAT DEATHS
America’s growth magnet (#1,109), where actress Emma Stone grew up, added tens of thousands of residents in a year, even as summers turn lethal. Set it beside Miami-Dade (#1,867)—another magnet where the pull outruns what residents can safely afford.
Florida
THESTEWARTOFNY/WIREIMAGE; MEGAN BRIGGS/GETTY; SJOERD VAN DER WAL/GETTY; ALLISON ROBBERT/AFP/GETTY; THEO WARGO/WIREIMAGE/GETTY; GLOBALP/GETTY
It has every lifestyle ingredient—beaches, fi nance, Lionel Messi glamour—and a fi rehose of new business (New Business Formation 96.1), yet Miami-Dade (#1,867) has near-rock-bottom Cost of Living and Housing Access against a median income near $72,000. The mirror image of North Dakota (#1).
$532,903 PER-CAPITA INCOME—THE RICHEST COUNTY IN AMERICA
Jackson Hole’s top 1 percent average roughly $35 million a year—about 221 times the bottom 99 percent. Yet it’s only rated #10 on the Index, with Housing Access at 15.6, proof the Dream measures mobility, not money. Compare livable Douglas County, Colorado (#1).
THE MEDIAN GROSS RENT AS A PERCENTAGE OF INCOME RENTERS SPEND ON HOUSING—THE MOST RENT-BURDENED METRO IN THE U.S.
POPULATION GROWTH FROM 2020 TO 2025
Ranked #1,239 and scoring 50.3, it’s the Sun Belt boom in miniature—Austin-region opportunity without the high price tag, but growing faster than its civic systems. Median rent is $1,495, there’s a 31.3-minute commute and 14 percent of under-65s are uninsured. Opportunity arrives before the clinics and roads do.
Texas
The migration magnet where index and headlines line up: strong Education & Skills and New Business Formation, Travis’ (#637) score of 59.0 is above Texas’ average state score of 46.1 (#41). But the strain shows in Housing Access, radiating growth to its next-door neighbor, Hays County (#1,239).
(Hennepin County)
OF RESIDENTS LIVE WITHIN A 10-MINUTE WALK OF A PARK
Parks are civic infrastructure here, offering free places to gather in a city whose national image since 2020 has been linked to protest. Prince’s birthplace ranks #3 among states, with Hennepin (#190) ranking high on county tables.
TESLA RELOCATED ITS HEADQUARTERS TO THE AUSTIN AREA
TESLA RELOCATED ITS
THRIVING
thriving and struggling nationwide
STRUGGLING
LOCATION SCORE
LOCATION SCORE
58778 McLean, ND 89.2
84098 Summit, UT 87.9
80027 Boulder, CO 87.6
18913 Bucks, PA 87.4
59211 Sheridan, MT 87.4
01748 Middlesex, MA 87.2
20817 Montgomery, MD 86.9
01886 Middlesex, MA 86.8
58484 North Dakota 86.8
86.8
86.7
86.6
86.6
86.6
86.5
86.5
86.4
86.4
86.2
86.1
86.0
85.9
85.8
85.8
85.7
J U LY 31, 2026
CHRISTINA HENDRICKS
Wisconsin; and Teton, Wyoming, complete the top 10. The Washington-to-Boston knowledge corridor and the Denver foothills, yes—but also small farm counties that quietly deliver on jobs, affordabil- ity and mobility. Other interesting stories lie somewhere in the middle. Take Madison County, Alabama. It scores high, a reward for the paycheck that defense, space and manufacturing work bring home. The Department of Defense and NASA’s Marshall Space Flight Center spread aerospace contracts, alongside Toyota and Mazda’s joint plant. Northwest Arkansas tells a similar story. Ben- ton County, the home of Walmart’s headquarters in Bentonville, is lifted by steady employment. The Northwest Arkansas Council reports that the region
57794 South Dakota 7.0
27584 North Carolina 8.6
87328 Mckinley, NM 8.6
29567 Dillon, SC 10.9
86544 Arizona 11.0
31087 Hancock, GA 11.1
28362 North Carolina 11.2
57566 South Dakota 11.7
29519 South Carolina 11.9
11.9
12.0
12.3
12.5
12.5
12.6
12.7
12.7
12.9
13.2
13.3
13.5
13.6
13.7
13.7
2024, a 2.6 percent gain that tied for fi rst among its peer metros, on top of a regional GDP of $33.3 billion. There is still hope in rural com- munities, as Brian Reisinger, a farmer, author and rural policy expert, told Newsweek. “The American Dream is very much alive, but it survives only if people con- tinue to believe in it and fi ght to pre- serve it,” he said. “Despite the challenges facing the country—from the decline of family farms to the struggles of rural com- munities—I still see resilience in people who keep working, starting businesses and fi nding new ways to build a better future. That’s especially true in rural America, where families and entrepreneurs continue to hold on despite enormous pressures. “I believe that spirit of persever- ance is part of the country’s iden- tity. America still offers a level of opportunity that is difficult to find anywhere else in the world, where hard work, determination and a good idea can still change a family’s future within a generation. As long as people continue to see and pursue those opportunities, the American Dream will endure.” None of these places highlighted above is the wealthiest American suburb. None is the cheapest Ameri- can small town. They are the working middle of the country, where the Dream is being rewritten, but they rarely get written about.
BEN BERNANKE
than their overall score lets on. The Bakken-Shale counties of North Dakota sit at the very top on Eco- nomic Mobility and Cost of Living: Billings County, Dunn and Mountrail are close behind. Oil is not a fashionable employer, but it pays. Of course, some places stand out for the quality of education on off er. Clarke County, Georgia—home of the University of Georgia in Athens—scores highly on that measure. Durham, North Carolina (Duke University), Albemarle, Virginia (the University of Virginia) and Oktibbeha, Mississippi (Mississippi State) do the same. Manhattan and Atlanta’s Fulton
SAVION WASHINGTON/WIREIMAGE; KEVIN WINTER/GETTY; WIN MCNAMEE/GETTY
“ Capital, talent and opportunity have migrated: out of legacy institutions and into the Sun Belt, the digital economy. The Dream didn’t die; it changed its address.”
County both stack elite universities and white-collar density into small areas. Entrepreneurship is also a big driver. Miami-Dade, Florida, is a hot spot of business creation in a metro area otherwise weighed down by housing and cost of living. Kent County, Delaware, and rural Real County, Texas, show the same entrepreneurial surge. And in Alaska’s remote boroughs—Denali, Aleutians East— seasonal industries pay real wages in hard places. Entrepreneurship is part of America’s DNA, as Chelsea Follett, a research fellow at the Cato Insti- tute’s Center for Global Liberty & Prosperity, argues. “I’m optimistic that the American Dream is alive because many of the biggest obstacles to oppor- tunity are the result of policy choices, and we can make better policy choices,” she told Newsweek. “We can keep the American Dream alive by remov- ing the obstacles to prosperity and the pursuit of happiness that are the result of poor policy choices.” Others agree with that diagnosis, but perhaps have a diff erent prescription. “The American Dream is still alive because the United States remains a place where people can pursue opportunity, enjoy freedoms and build a bet- ter life than they could in much of the world,” Mike Madrid, the veteran Republican political commen- tator, told Newsweek. “The country has real shortcomings, but it con- tinues to represent hope for millions—from Amer- icans born here to immigrants. Immigrants, in particular, play a crucial role in keeping that dream alive because they have a fi rsthand understanding of what exists beyond America’s borders. They remind the rest of us not to take those opportunities for granted and help renew the country’s founding belief that anyone can come here, work hard and pursue happiness.”
KAYLA BARTKOWSKI/GETTY; GILLES MINGASSON/GETTY; SPENCER PLATT/GETTY
The Country We Actually Live In
THE AMERICAN DREAM IS HARDER TO FINANCE THAN it should be. Housing scarcity is a national failure. Childcare is punishingly expensive. Student debt shapes career decisions long after graduation.
WALMART’S ANNUAL REVENUE, THE SECOND LARGEST OF ANY COMPANY ON EARTH
The purest company town in America: Walmart is headquartered in Bentonville, and the fortune it built makes the Waltons the richest family in the country and among the Republican Party’s biggest donors and Arkansas’ most infl uential political players. That single employer lifts Benton County to 58.6, the best score in Arkansas (Cost of Living 77.4, Employment Quality 65.6, Education & Skills 64.1)—a bright corner in a state that ranks 45th overall (43.5).
1 million RENT-STABILIZED APARTMENTS UNDER THE MAYOR’S RENT FREEZE
Manhattan’s New York County (#248), with a score of 65.9,
has the jobs and education to make opportunity real, but
they are paired with a Housing Access score of 2.2, near the
bottom nationally. Mayor Zohran Mamdani’s Block by Block plan
promises 200,000 new affordable homes atop the rent freeze.
66.5
65.5
65.2
63.9
63.2
63.2
62.0
61.2
61.1
61.0
61.0
60.5
59.8
59.3
59.2
58.6
58.4
58.0
57.9
57.4
56.9
56.8
56.1
55.9
55.9
Health care costs remain a source of chronic instability for tens of millions. The places carrying the heaviest of these burdens—the Mississippi Delta, the high-cost coastal metros—are not random. They are the result of decisions made and postponed, sometimes over generations. But the Dream is not dead. It can be found in Huntsville, Alabama, and Bentonville, Arkansas, and Greenville, South Carolina. It is in Douglas County, Colorado, and Loudoun, Virginia, and the long suburban arc from Boston to Washington. It is in the North Dakota oil towns and in the farm counties of the Plains that outscore famous suburbs. It is, in muted form, even in many of the counties that score below the national median, where
across all scored ZIP codes in each state
55.3
54.7
54.1
53.8
52.7
51.5
50.5
50.0
49.2
48.5
47.3
47.2
46.9
46.2
46.1
45.7
45.4
44.4
43.8
43.5
42.0
41.9
41.4
41.3
39.1
honest to say that the Dream has narrowed and dispersed. It’s less photogenic than it used to be, yet more attainable than the declinists allow. Pew finds that 53 percent of Americans still believe it is pos- sible for them, and UCLA researchers report that 86 percent of Americans under 27 still want to achieve it. Most striking, Gallup and the Milken Institute reported this year that 76 percent of U.S. adults still agree the American Dream is achievable. They are not deluded. They are looking past the headlines. The American Dream is still being written; you just have to know where to look.
THE ANNUAL ECONOMIC IMPACT OF L.A.’S ENTERTAINMENT INDUSTRY
The Dream factory is still a powerhouse: Entertainment generates an estimated $117 billion a year and supports more than 325,000 jobs across some 15,000 businesses. That engine keeps Economic Mobility (65.1) and Education & Skills (60.4) high—even as Housing Access (8.2) and Cost of Living (11.3) drag it down as the city builds toward the 2028 Olympics. Two hours up the coast, San Francisco scores far higher overall (73.7), yet has the worst Housing Access of any large county (6.5).
CHRIS DELMAS/AFP/ GETTY; ANGELA WEISS/AFP/GETTY; ROBERT KAMAU/GC IMAGES; AMY SUSSMAN/GETTY; JEAN CATUFFE/GETTY; HIGHFIVE/BAUER-GRIFFIN/GC IMAGES; MATT DIRKSEN/CHICAGO CUBS/GETTY; BOARDING1NOW/GETTY; PICTORIAL PARADE/GETTY
How the Scores Are Calculated Every score is built from public, free-to-use government data—nothing proprietary, nothing hidden. We measure six pillars of opportunity, then blend them into one number. And because the Dream is really about getting ahead, not just being comfortable, we weight the pillars toward mobility: • Economic Mobility. This is the big one. Do children who grow up here actually climb the income ladder as adults? • Employment Quality. Are there good jobs, steady work and reasonable commutes? • Education & Skills. Degrees, schools and training that opens doors. • Housing Access. Can a family with an average income actually afford to live there? • New Business Formation. Are people launching new ventures? A signal of local energy and reinvention. • Cost of Living. How far a paycheck really stretches. To compare a rural county in North Dakota with a slice of Manhattan fairly, we put every measure on the same 0 to 100 curve before combining them—so each place is judged against the whole country, not just its neighbors. When a ZIP code was missing a piece of data, we fi lled it with the national middle and fl agged it as such, and each ZIP carries a confi dence rating (high, limited or low) so you know how solid its score is. About four in fi ve ZIP codes are rated high confi dence. Most of our data is genuinely at the ZIP-code
Chicago (Cook County)
How we computed the scores, how to use the Index and what the numbers mean
level. A few pieces—upward mobility, new- business fi lings and cost of living—are only published for whole counties or metro areas, so we carefully mapped them onto the ZIPs within those areas. Those places are marked as slightly lower confi dence, which is why some rural areas that score well still carry a caveat. Some states appear tied due to rounding, but their underlying scores differ.
Our Sources We drew our data from the U.S. Census Bureau (the American Community Survey, ZIP Code Business Patterns and Business Formation Statistics), the Bureau of Labor Statistics, the Bureau of Economic Analysis, the CDC, Harvard’s Opportunity Insights and the MIT Election Lab.
How To Use It The American Dream Index gives every one of America’s 33,772 ZIP codes a single score from 0 to 100. Think of 50 as the national middle: score higher and opportunity is stronger than average; lower and it’s weaker (based on all the scores, the
RESIDENTS—THE SECOND-MOST-POPULOUS COUNTY IN AMERICA
A giant, diverse county (#1,042) averages out to the middle (52.4): Gold Coast wealth and South Side disinvestment average out. The opposite of a small, uniform winner like Douglas County, Colorado (#1).
state median is 55.6). The full Index can be found online at newsweek.com/dare-to-dream. You can read it three ways:
• Start at home. Enter your ZIP code. You’ll see your neighborhood’s overall score, where it ranks among every ZIP in the country and the six components that got it there, so you can tell whether your area is carried by good jobs, affordable housing, strong schools or something else. • Zoom out. The state and county maps show the same idea at a glance. Darker indicates a higher score; lighter indicates lower. It’s the fastest way to see how your corner of the map compares to the rest of the country. • Look for the surprises. The rankings pull out the places that quietly punch above their weight—a modest county with a booming main street, a college town with sky-high education, an oil town with real wages.
What the Numbers Mean • 65 and up – Thriving • 55–64 – Doing Well • 45–54 – Holding Steady • 35–44 – Facing Challenges • 34 and below – Struggling
Limitations This is an index, not a verdict. It’s the starting point for a conversation, not the last word on any single place. We’ll update the data online as new information comes in.
Best Care Facilities 2026
These long-term care hospitals, nursing homes and private rehabilitation centers in Japan provide exceptional treatment for your loved ones
I L L U S T R AT I O N B Y OLEG BORODIN
J
Supports the World’s Longest Lives
Japan has built a health care system that supports longevity through modern practices and universal health care, but the risk of failure is growing
B Y SHIV SUDHAKAR
apan’s aging population relies heavily on the nation’s health care system. Experts point to the physician-led gover- nance, mandatory long-term care insurance and commu- nity-based integrated care as key elements of a system designed to support longev- ity, alongside various social programs, but the system will see increased strain in the coming decades. The World Economic Forum estimates that nearly 30 percent of Japan’s population is age 65 or older, making it the world’s oldest population. The 14,125-island nation is home to nearly 100,000 citizens aged 100 or older, the country’s health ministry reported in 2025. Experts say the reasons for such longevity are nuanced— dietary patterns, public health measures, education, social conditions and health-related
shortages, ...remain a defi ning operational challenge for aging-care systems such as Japan’s.”
behaviors—all of which are
intertwined with having a sup-
portive health care system.
“Japan’s health care system
has been a relative success,”
Dr. Naoki Ikegami, emeritus
professor at Keio University in
Tokyo, told Newsweek.
Japan operates under a
universal health coverage
system, which was established
in 1961. By law, participation
is mandatory for everyone
living in the country—including
foreign nationals.
Anyone who lives in the
country for at least three
months is required to have
insurance, either through
Employees’ Health Insurance
for salaried employees or the
National Health Insurance
system for those who are
self-employed, unemployed,
retired or anyone who perma-
nently lives in Japan for three
months or more, according to
The Commonwealth Fund.
Copays vary depending on
level of care, but patients are
generally protected from high
insurance costs.
“Costs have been con-
trolled by the national govern-
ment, which sets the fees...
for virtually all health care
services and pharmaceuti-
cals,” Ikegami said.
“As the population has
aged, Japan has developed
one of the world’s most struc-
tured post-acute and long-term
care systems, with rehabilita-
tion hospitals, long-term care
hospitals, nursing homes and
home-care services operating
within interconnected care
pathways,” Meilin Möllenkamp,
head of health care analysis at
Statista, told Newsweek.
But the health care system
faces signifi cant challenges
as the population ages, which
may rise to over 40 percent for
those 65 and older by 2060.
“Workforce shortages,
particularly among nurses,
caregivers and rehabilita-
tion professionals, remain a
defi ning operational challenge
for aging-care systems such
as Japan’s,” Möllenkamp said.
“These pressures are often
more pronounced in rural and
highly aged prefectures, where
health care systems face
high and increasing levels of
demand alongside constrained
workforce availability.”
The fi nancial sustainability
of hospitals is also a concern
as hospitals increasingly
have limited ability to pass
rising labor, energy and
supply costs on to payers,
Kazunari Onishi, associate
professor in the graduate
school of public health at St.
Luke’s International Univer-
sity, told Newsweek.
“Strengthening preventive
care, promoting healthy aging
and improving the effi ciency
of health care delivery will
be increasingly important
to maintain both population
health and the sustainability
of the health care system,”
Onishi said. “The challenge
will be not only helping
people live longer but also
helping them remain healthy
and independent for longer
periods of life.”
J
apan has one of the world’s oldest populations, with approximately 29.3 percent of its population aged 65 and above, driving strong demand for facilities that provide specialized treatment and ongoing care for older adults. To provide patients with a comprehensive resource for informed decision-making, Statista and Newsweek have partnered to award Japan’s leading long-term care hospitals, 250 leading private nursing homes and 300 inpatient physical rehabilitation facilities.
LONG-TERM CARE HOSPITALS Hospitals with long-term care capabilities in Japan are defined as facilities that provide extended inpatient care through designated bed types, including long-term care beds and rehabilitation beds. These beds serve patients requiring prolonged medical treatment, nursing care or structured rehabilitation following acute illness or injury, typically over several weeks to months. Hospitals were eligible for inclusion in the ranking if they operated inpatient beds intended for extended stays, specifically long-term care beds as defined under the Medical Care Act (Article 7) and rehabilitation beds. While rehabilitation beds are legally classified separately from long-term care beds, they were included due to their comparable function in providing longer-duration inpatient care following the acute phase. Acute care beds, as well as tuberculosis, infectious disease and psychiatric beds, were excluded unless part of a broader care mix that also included long-term or rehabilitation services. The ranking is based on three data sources: reputation (recommendation from peers and quality assessment): 85 percent of the total score; accreditation: 10 percent of the total score and patient satisfaction: 5 percent of the overall score.
■ Reputation—
∙ Recommendation from peers: From March to April 2026, Statista conducted a nationwide online survey among medical professionals (e.g., physicians, physical therapists, nurses) and managers/administrators who work in long-term care hospitals. The survey
was also available on newsweek.com. Additionally, participants were invited via e-mail. Participants were asked to recommend the top long-term care hospitals in Japan. Recommendations for their own employer/facility were not allowed. The order of the recommendations and professional experience of the participant were taken into account. A score was assigned to each facility based on the number of weighted recommendations. ∙ Quality asessment: For each recommended long-term care hospital participants were asked to recommend leading long-term care hospitals and to rate them on a scale of 1 to 10 in five quality dimensions: quality of care; communication; quality of service & accommodation; overall nursing & care staff and transition support.
■ Patient Satisfaction See description under Physical Rehabilitation Facilities.
■ Accreditation
An accreditation score was included based
on the accreditation status of the Japan
Council for Quality Health Care. This score
reflects whether a hospital meets nationally
recognized standards for patient safety
and care quality in chronic care settings
and serves as an external indicator of
structural quality.
NURSING HOMES To be eligible for inclusion in the ranking, nursing homes were required to be privately owned and provide residential accommodation for clients in addition to nursing support and treatment. Nursing homes from all regions and prefectures were eligible for inclusion in the ranking. To identify the top private nursing homes, a score was calculated for each facility in the analysis. The list is based on four data pillars: reputation: 72.5 percent of the total score; quality assessment: 15 percent of the total score; care infrastructure & capacity: 7.5 percent of the total score and patient experience: 5 percent of the total score.
■ Reputation
From February to March 2026, Statista
invited professionals with expertise in nursing home care (medical doctors, medical nurses, nursing assistants, therapists and nursing home managers and administrators) to an online survey. The survey was also promoted on newsweek. com. Participants were asked to recommend nursing homes in Japan. Recommendations for their own employer were not permitted. A reputation score was assigned to each nursing home based on the number of weighted recommendations. Additionally, the professional experience of the participant was considered.
■ Quality Assessment
To further differentiate the perceived
reputation of each nursing home,
participants evaluated recommended
facilities across four quality dimensions:
quality of care: 45 percent of score; quality
of service: 25 percent of score; nursing staff:
15 percent of score and accommodation
& amenities: 15 percent of score. For each
facility, participants provided ratings on a
scale from 1 (“poor”) to 10 (“excellent”)
for each dimension. These ratings were
aggregated into an overall quality score
for each facility based on their respective
weighting.
■ Care Infrastructure & Capacity
The provision of care pillar evaluates the
structural and service-related framework
through which nursing homes deliver daily
care and support to residents. This pillar
aims to provide insight into the structural
readiness, comprehensiveness and depth of
care services offered by each nursing home.
These data were gathered from the Ministry
of Health, Labour and Welfare.
The following indicators were considered:
∙ Patient-to-staff ratio: Staffing levels
relative to the number of residents,
reflecting the facility’s capacity to
provide individualized attention and
timely care.
∙ 24-hour staffing availability: Continuous
on-site staff presence to ensure
round-the-clock supervision and
responsiveness.
∙ Access to specialized services:
Availability of services such as dementia
consultations, on-site rehabilitation and
occupational therapies, dental care
and support for residents with severe
cognitive symptoms.
∙ Care level distribution (levels 1–5):
Range of certified care levels
accommodated within the facility,
indicating its ability to support residents
with varying degrees of physical and
cognitive dependency.
∙ Assistance need levels (support levels
1 and 2): Facilities’ ability to serve
residents who require lower levels of
assistance, reflecting the breadth of
care across the dependency spectrum.
∙ Star rating: Number of stars from 1 to 5
based on user reviews and evaluation
criteria, summarizing opinions from
visitors and family. This data point
was gathered from the review platform
Minnanokaigo.
■ Patient Satisfaction
As an additional pillar of the scoring, Google
patient evaluations are included for each
facility. Based on the available data, nursing
homes receive a patient satisfaction rating
between 0 and 5 stars.
■ Performance Ribbons
Ribbons are assigned based on each
nursing home’s relative overall performance
and reputation score:
∙ Five ribbons are awarded to nursing homes that rank above the 90th percentile in overall performance among all nursing homes and above the 75th percentile in the reputation pillar.
IMAZINS/GETTY
∙ Four ribbons are awarded to nursing
homes that meet the list’s rigorous
inclusion standards based on the
overall scoring model, but whose scores
did not reach the percentile thresholds
for five ribbons.
This two-step system guarantees that the
recognized facilities perform well overall and
in reputation, while highlighting differences
within this high-performing group. Seventy-
nine facilities were awarded five ribbons,
and 171 facilities were awarded four ribbons
respectively.
PHYSICAL REHABILITATION FACILITIES The ranking is based on three data sources: nationwide online survey: 68 percent of the total score; quality & performance indicators: 25 percent of the total score and patient satisfaction: 7 percent of the overall score.
■ Nationwide Online Survey From February to March 2026, Statista conducted a nationwide online survey among medical professionals (e.g., physicians, physical therapists, nurses) and managers/administrators who work in physical rehabilitation facilities. The survey was also available on newsweek. com. Additionally, participants were invited via e-mail. Participants were asked to recommend leading rehabilitation facilities and to rate them on a scale of 1 to 10 in various quality dimensions. Recommendations for their own employer/ facility were not allowed.
■ Quality & Performance Indicators Quality and performance per facility was assessed using three data sources: adherence to specialized rehabilitation standards, accreditations and affiliations and operational performance. Adherence to standards was measured using JCQHC (Japan Council for Quality Health Care) status, reflecting compliance with nationally recognized standards for patient safety and care quality. Affiliation with rehabilitation- focused organizations, including KRWA (Kaifufuki Rehabilitation Ward Association and JARM (The Japanese Association of Rehabilitation Medicine) were included to reflect domain-specific guidelines and best practices in rehabilitation care. Operation performance was derived from publicly available KRWA reports, which provide hospital-level indicators of rehabilitation intensity and quality in Japan’s post-acute inpatient rehabilitation system. Metrics include a disease-adjusted performance index, rehabilitation units per patient per day (the daily intensity of therapy a patient receives) and rehabilitation fee category (a national classification reflecting facility resources such as staffing levels and equipment quality). These data were used to determine the performance score, which makes up 25 percent of the overall score.
■ Patient Satisfaction Patient experience and satisfaction data were sourced from Caloo, a Japanese online platform that provides information on hospitals and medical clinics and allows patients to share and rate their experiences. For each facility, Caloo ratings were used as a proxy for patient satisfaction. These reviews offer standardized star ratings based on real patient feedback and enable the identification of satisfaction trends over time.
Disclaimer
The rankings are comprised exclusively of long- term care hospitals, nursing homes and physical rehabilitation facilities that are eligible regarding the scope described in this document. A mention in the ranking is a positive recognition based on peer recommendations, quality metrics, public sources of patient experiences and accreditations. The ranking is the result of an elaborate process which, due to the interval of data-collection and analysis, reflects the last 12 months only. Furthermore, any events preceding or following the period April 1, 2025 to March 31, 2026 (for physical rehabilitation facilities), April 15, 2025 to April 14, 2026 (for long-term care hospitals) or May 14th, 2025 to May 14th, 2026 (for nursing homes) and/or pertaining to individual persons affiliated/ associated with the facilities were not included in the metrics. As such, the results of this ranking should not be used as the sole source of information for future deliberations. The information provided in this ranking should be considered in conjunction with other available information about long-term care facilities, nursing homes or physical rehabilitation facilities, or, if possible, accompanied by a visit to a facility. The quality of facilities that are not included in the rankings is not disputed.
Aichi Rehabilitation Hospital nishio, aichi, chubu
Akabane Rehabilitation Hospital kita, tokyo, kanto
Akaeda Hospital yokohama, kanagawa, kanto
AOI International Hospital kawasaki, kanagawa, kanto
Atago Hospital nagasaki, nagasaki, kyushu & okinawa
Central Hospital Shoto shibuya‑ku, tokyo, kanto
Eisei Hospital hachioji, tokyo, kanto
Fuke Chiba Hospital chiba, chiba, kanto
Fukuoka Mirai Hospital fukuoka, fukuoka, kyushu & okinawa
Funabashi City
Rehabilitation Hospital
funabashi, chiba, kanto
Gotanda Rehabilitation Hospital shinagawa, tokyo, kanto
Hanwa Daiichi Senboku Hospital sakai, osaka, kansai
Hanwa Daini Senboku Hospital sakai, osaka, kansai
Hanwa Daini
Sumiyoshi Hospital
osaka, osaka, kansai
Hanwa Hospital osaka, osaka, kansai
Hatsudai Rehabilitation Hospital shibuya, tokyo, kanto
Hiroshima Green Hill Hospital hiroshima, hiroshima, chugoku
Horoto Hospital sapporo, hokkaido, hokkaido
Jiseikai Memorial Hospital itabashi, tokyo, kanto
Jozankei Hospital sapporo, hokkaido, hokkaido
Kamata Rehabilitation Hospital ota, tokyo, kanto
Katsumata Hospital nagoya, aichi, chubu
Kobe Rehabilitation Hospital kobe, hyogo, kansai
Koganei Rehabilitation Hospital koganei, tokyo, kanto
Koitabashi Hospital matsudo, chiba, kanto
Koto Rehabilitation Hospital koto, tokyo, kanto
Kyoto Higashiyama
Geriatric Sanatorium
kyoto, kyoto, kansai
Kyoto Ohara Memorial Hospital kyoto, kyoto, kansai
Matsuyama Rehabilitation
Hospital
matsuyama, ehime, shikoku
Namiki Hospital nagoya, aichi, chubu
Nishiyama Hospital hamamatsu, shizuoka, chubu
Okayama Rehabilitation Hospital okayama, okayama, chugoku
CARE AT SCALE
Japan’s long-term care
network supports
around one in five
older adults.
Omiya Kyoritsu Hospital saitama, saitama, kanto
Roju Yasuragi Hospital kawachinagano, osaka, kansai
Sakura Juji Hospital kumamoto, kumamoto, kyushu & okinawa
Sangenjaya Daiichi Hospital setagaya, tokyo, kanto
Sapporo Ryokusei Hospital sapporo, hokkaido, hokkaido
Senri Rehabilitation Hospital minoh, osaka, kansai
Setagaya Memorial Hospital setagaya, tokyo, kanto
Shin-ai Hospital kiyose, tokyo, kanto
Shin-Sapporo Paulo Hospital sapporo, hokkaido, hokkaido
Shonan Keiyu Hospital fujisawa, kanagawa, kanto
Sousen Hospital chiba, chiba, kanto
Sowa Hospital sagamihara, kanagawa, kanto
St. Theresa Kamakura
Rehabilitation Hospital
kamakura, kanagawa, kanto
Takekawa Hospital itabashi, tokyo, kanto
Tamagawa Hospital chofu, tokyo, kanto
Tatara Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa
Tenri Yorozu Consultation Hospital Shirakawa Branch tenri, nara, kansai
Tsurumaki Onsen Hospital hadano, kanagawa, kanto
Ukai Rehabilitation Hospital nagoya, aichi, chubu
Wakakusa-Tatsuma
Rehabilitation Hospital
daito, osaka, kansai
Yokohama Denentoshi Hospital yokohama, kanagawa, kanto
Yokohama Namiki Rehabilitation Hospital yokohama, kanagawa, kanto
Yugawara Central Onsen Hospital yugawara, kanagawa, kanto
Agape Kabutoyama Hospital nishinomiya, hyogo, kansai
Ageo Central Second Hospital ageo, saitama, kanto
Aichi Saiseikai Rehabilitation Hospital nagoya, aichi, chubu
Aino Hospital ibaraki, osaka, kansai
Aioiyama Hospital nagoya, aichi, chubu
Akaiwa Hospital toyohashi, aichi, chubu
Ambiru Hospital kagoshima, kagoshima, kyushu & okinawa
AOI Shohoku Hospital sagamihara, kanagawa, kanto
Arakawa Hospital arakawa, tokyo, kanto
Arima Onsen Hospital kobe, hyogo, kansai
Atagawa Onsen Hospital higashiizu, shizuoka, chubu
Awakigahara Hospital saga, miyazaki, kyushu & okinawa
Chikamori Rehabilitation Hospital kochi, kochi, shikoku
Clinical Hospital saitama, saitama, kanto
Comprehensive Rehabilitation
Center Midori Hospital
niigata, niigata, chubu
Daiei Hospital narita, chiba, kanto
Daijukai Hospital hirakata, osaka, kansai
Daini Hokuso Hospital kamagaya, chiba, kanto
Daini Sekizen Hospital toyohashi, aichi, chubu
Eastern Shimane Medical
and Welfare Center
matsue, shimane, chugoku
Eiju General Hospital
Yanagibashi Branch
taito, tokyo, kanto
Fukuoka Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa
Fukuoka Wajinkai Hospital fukuoka, fukuoka, kyushu & okinawa
Fukushimura Hospital toyohashi, aichi, chubu
Gamagori Eastern Hospital gamagori, aichi, chubu
Gunma Perth Hospital kawaba, gunma, kanto
Hakujuji Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa
Hara Hospital
fukuoka, fukuoka, kyushu & okinawa
fukuoka, fukuoka, kyushu & okinawa
fukuoka, fukuoka, kyushu & okinawa
Hashimoto Hospital
mitoyo, kagawa, shikoku
Heian no Mori Memorial Hospital
hamamatsu, shizuoka, chubu
Higashi Niigata Hospital
niigata, niigata, chubu
Higashimae Hospital
mito, ibaraki, kanto
Higashiohizumi Hospital
nerima, tokyo, kanto
nerima, tokyo, kanto
Hikari Hospital
otsu, shiga, kansai
Hiroshima Seaside Hospital
hiroshima, hiroshima, chugoku
Hojo Hospital
sakai, osaka, kansai
Ibukino Hospital
izumi, osaka, kansai
Iwamizawa Asuka Hospital
iwamizawa, hokkaido, hokkaido
Izu Heiwa Hospital
kannami, shizuoka, chubu
Izumisano Yujinkai Hospital
izumisano, osaka, kansai
Jiai Hospital
bunkyo, tokyo, kanto
Jikokai Memorial Hospital
izunokuni, shizuoka, chubu
Jiseikai Nerima
Takanodai Hospital
Jiseikai Tokumaru
Rehabilitation Hospital
itabashi, tokyo, kanto
itabashi, tokyo, kanto
Jukokai Central Hospital
miyoshi, aichi, chubu
Junshin Rehabilitation Hospital
kakogawa, hyogo, kansai
Kamiitabashi Hospital
Kamoshika Hospital
sanjo, niigata, chubu
Kanenokuma Hospital
Kanto Hospital
yokohama, kanagawa, kanto
Kanzaki Central Hospital
higashiomi, shiga, kansai
Kasamatsu Hospital
gifu, gifu, chubu
Kashiihara Hospital
Kashima Jingumae Hospital
kashima, ibaraki, kanto
Kashiwanoha Hokuso Hospital
nagareyama, chiba, kanto
Kawasaki Denentoshi Hospital
kawasaki, kanagawa, kanto
ATOMSTUDIOS/GETTY; IMAGENAVI/GETTY
Kitakyushu Koga Hospital
koga, fukuoka, kyushu & okinawa
Kitakyushu Yahatahigashi Hospital
yahatahigashi, fukuoka, kyushu & okinawa
Kitakyushu Yugawa Hospital
kokuraminami, fukuoka, kyushu & okinawa
Koyukai Shin-Sapporo Hospital
sapporo, hokkaido, hokkaido
Kumamoto Seijo Hospital
kumamoto, kumamoto, kyushu & okinawa
Kurume Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa
Kyoritsu Memorial Hospital kawanishi, hyogo, kansai
Matsue Seikyo General Hospital matsue, shimane, chugoku
Matsukage Senior Hospital nagoya, aichi, chubu
Meinan Fureai Hospital nagoya, aichi, chubu
Minamino Hospital hachioji, tokyo, kanto
Miwa Hospital toyama, toyama, chubu
Motoyama Rehabilitation Hospital kobe, hyogo, kansai
Musashino Central Hospital koganei, tokyo, kanto
Musashinodai Hospital ome, tokyo, kanto
Nagaoka Nishi Hospital nagaoka, niigata, chubu
Nagaresugi Hospital toyama, toyama, chubu
Nagasaki Hospital nagasaki, nagasaki, kyushu & okinawa
Nagasaki Midori Hospital nagasaki, nagasaki, kyushu & okinawa
Nagasaki Rehabilitation Hospital nagasaki, nagasaki, kyushu & okinawa
Nagashio Hospital toshima, tokyo, kanto
Naniwa Hospital osaka, osaka, kansai
Nayuta no Mori Hospital saga, saga, kyushu & okinawa
Nerima Kenikukai Hospital nerima, tokyo, kanto
Neuromuscular Center
Yoshimizu Hospital
shimonoseki, yamaguchi, chugoku
New Kinkai Hospital nagasaki, nagasaki, kyushu & okinawa
Niigata Rehabilitation Hospital niigata, niigata, chubu
Ninosawa Hospital takasaki, gunma, kanto
Nishi-Sendai Hospital sendai, miyagi, tohoku
Nishiyamato Rehabilitation Hospital kanmaki, nara, kansai
Obara Hospital nakano, tokyo, kanto
Okanoki Hospital kitakyushu, fukuoka, kyushu & okinawa
Ome Keiyu Hospital ome, tokyo, kanto
Ome Sankei Hospital ome, tokyo, kanto
Omiya Central General Hospital saitama, saitama, kanto
Otsuka Hospital tamba, hyogo, kansai
Owada Hospital saitama, saitama, kanto
Oyamada Memorial
Onsen Hospital
yokkaichi, mie, kansai
Port Island Hospital kobe, hyogo, kansai
Rakuhoku Hospital kyoto, kyoto, kansai
Rikita Hospital
nishi, hiroshima, chugoku
Royal Hospital suginami, tokyo, kanto
Ryokuseikai Hospital kodaira, tokyo, kanto
Ryokusuikai Hospital takatsuki, osaka, kansai
Sadowara Hospital miyazaki, miyazaki, kyushu & okinawa
Saga University Hospital saga, saga, kyushu & okinawa
Saiseikai Yuda Onsen Hospital yamaguchi, yamaguchi, chugoku
Saishukan Hospital kitanagoya, aichi, chubu
Saitama Central Hospital saitama, saitama, kanto
Sakishima Hospital osaka, osaka, kansai
Sanda Kogen Hospital sanda, hyogo, kansai
Sangenjaya Hospital setagaya, tokyo, kanto
Sapporo Miyanosawa Hospital sapporo, hokkaido, hokkaido
Sashiogi Nursing Hospital saitama, saitama, kanto
Seaside Hospital fukuoka, fukuoka, kyushu & okinawa
Seijinkai Hospital kamisu, ibaraki, kanto
Shigei Hospital kurashiki, okayama, chugoku
Shiroyama Hospital hachioji, tokyo, kanto
Showakai Hospital nagasaki, nagasaki, kyushu & okinawa
Sunbury Fukuoka Hospital takaoka, toyama, chubu
Tagami Hospital nagasaki, nagasaki, kyushu & okinawa
Tama Hiyoshidai Hospital kawasaki, kanagawa, kanto
Tane Second Hospital osaka, osaka, kansai
Tenryu Suzukake Hospital hamamatsu, shizuoka, chubu
Teruyama Memorial Hospital iida, nagano, chubu
Tokai Memorial Hospital kasugai, aichi, chubu
Tokyo Rehabilitation
Center Setagaya
setagaya, tokyo, kanto
Tomiya Hospital fujimino, saitama, kanto
Toyama Jonan Hospital toyama, toyama, chubu
Toyano Central Hospital niigata, niigata, chubu
Toyokawa Aoyama Hospital toyokawa, aichi, chubu
Uenohara Hospital sakuragawa, ibaraki, kanto
Utsukushigaoka Hospital sapporo, hokkaido, hokkaido
Utsunomiya Rehabilitation
Hospital
utsunomiya, tochigi, kanto
Wajinkai Hospital nagasaki, nagasaki, kyushu & okinawa
Yamagata Royal Hospital higashine, yamagata, tohoku
Yamaguchi Rehabilitation
Hospital
yamaguchi, yamaguchi, chugoku
Yayoigaoka Kage Hospital tosu, saga, kyushu & okinawa
Yoda Hospital misaki, osaka, kansai
Yokohama Hospital yokohama, kanagawa, kanto
Yokohama Konandai
Comprehensive Care Hospital
yokohama, kanagawa, kanto
Yomiuri Land
Keiyu Hospital
inagi, tokyo, kanto
Yoshida Hospital nagoya, aichi, chubu
Yuai Onsen Hospital toyama, toyama, chubu
Age-Free Life Korien Panasonic Age-Free Co., Ltd. neyagawa, osaka, kansai
Alive Setagaya-shimouma Alive Inc. setagaya, tokyo, kanto
Alive Shinagawa-oi Alive Inc. tokyo, tokyo, kanto
tokyo, tokyo, kanto
Aria Bajikoen Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Aria Kyoto Kamogawa Gosho Higashi Benesse Style Care Co., Ltd. kyoto, kyoto, kansai
kyoto, kyoto, kansai
Aria Takarazuka Benesse Style Care Co., Ltd. takarazuka, hyogo, kansai
Aria Yakumo Yamate Dori Benesse Style Care Co., Ltd. nagoya, aichi, chubu
nagoya, aichi, chubu
Aria Yoyogi Uehara Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Best Life Sapporo Kiyota Best Life West Japan Co., Ltd. sapporo, hokkaido, hokkaido
Bon Sejour Suizenji Benesse Style Care Co., Ltd. kumamoto, kumamoto, kyushu & okinawa
Charm Premier Kakinokizaka Charm Care Corporation Co., Ltd. tokyo, tokyo, kanto
Charm Premier Yamate-cho Charm Care Corporation Co., Ltd. yokohama, kanagawa, kanto
yokohama, kanagawa, kanto
Charm Suite Setagaya Kamiuma Charm Care Corporation Co., Ltd. tokyo, tokyo, kanto
Charm Suite Shinjuku Toyama Charm Care Corporation Co., Ltd. tokyo, tokyo, kanto
Comfort Hills Rokko Secomfort West Co., Ltd. kobe, hyogo, kansai
Elegano Maya Sumirin Care Life kobe, hyogo, kansai
Evergreen City Teraoka Matsuda-kai Co., Ltd. sendai, miyagi, tohoku
Fleur Happiness Shinoro Moe Welfare Service Co., Ltd. sapporo, hokkaido, hokkaido
Gamo Meisei Meisho Co., Ltd. koshigaya, saitama, kanto
Garden Terrace Oyamadai Shimada Living Partners Co., Ltd. tokyo, tokyo, kanto
Good Time Home Obihiro Good Time Alliance obihiro, hokkaido, hokkaido
obihiro, hokkaido, hokkaido
Good Time Living Machida Nakamachi Good Time Living Co., Ltd. machida, tokyo, kanto
Good Time Living Osaka Bay Good Time Living Co., Ltd. osaka, osaka, kansai
Grancreer Aobadai TOKYU E-LIFE DESIGN Inc. yokohama, kanagawa, kanto
Grancreer Bajikoen TOKYU E-LIFE DESIGN Inc. tokyo, tokyo, kanto
Granda Ashiya Benesse Style Care Co., Ltd. ashiya, hyogo, kansai
Granda Hatsudai Benesse Style Care Co., Ltd. kashiwa, chiba, kanto
Granda Issha Benesse Style Care Co., Ltd. nagoya, aichi, chubu
Granda Kunitachi Benesse Style Care Co., Ltd. kunitachi, tokyo, kanto
Granda Mejiro Ochiai Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Granda Nerima Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Granda Oyama 2 Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Granda Shimouma Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Granda Tokugawa Benesse Style Care Co., Ltd. nagoya, aichi, chubu
Granda Toyota Motomachi Benesse Style Care Co., Ltd. toyota, aichi, chubu
Granda Uesugi Amamiya Benesse Style Care Co., Ltd. sendai, miyagi, tohoku
DIGNITY PRESERVED
As of 2023, 100
percent of Japan’s
private care facilities
are required to
provide dementia
training to staff.
Green Hills Care Aioi Green Hills Care toyoaki, aichi, chubu
Habitation Josui Habitation Co., Ltd. fukuoka, fukuoka, kyushu & okinawa
Hikari Heights Varus Kotoni Hikari Heights Varus Co., Ltd. sapporo, hokkaido, hokkaido
Ilysée Iruma HITOWA Co., Ltd. Healthcare Company iruma, saitama, kanto
Kirara Fureai no
Mori Joetsu
Fureai no Mori
joetsu, niigata, chubu
La Nasica Akita Cedar Co., Ltd. akita, akita, tohoku
Le Blanc Tominohara Aishinkai Medical Corporation omura, nagasaki, kyushu & okinawa
Long Life Kyoto Arashiyama Japan Long Life Co., Ltd kyoto, kyoto, kansai
Long Life Maebashi Social Welfare Corporation Koshiokai maebashi, gunma, kanto
Matsudo Nissei
Eden no Sono
Nissei Seirei Health and Welfare Foundation
matsudo, chiba, kanto
Medical Rehabilitation Home
Granda Yamahana
Benesse Style Care Co., Ltd.
sapporo, hokkaido, hokkaido
Nichii Care Center Hiroshima West Nichii Care
hiroshima, hiroshima, chugoku
Nichii Care Center Obihiro Midorigaoka Nichii Care
Nichii Home Kachidoki Nichii Carepalace Company
PARK WELLSTATE KAMOGAWA
Mitsui Fudosan Residential
Wellness Co., Ltd.
kamogawa, chiba, kanto
Plaisant Grand Koganei Care21 Co., Ltd.
koganei, tokyo, kanto
Plaisant Grand Kyoto Enmachi Care21 Co., Ltd.
Plaisant Grand Nishinomiya Koroen Care21 Co., Ltd.
nishinomiya, hyogo, kansai
Plaisant Luxe Minami Aoyama Care21 Co., Ltd.
minato, tokyo, kanto
Platesia Center South Good Time Living Co., Ltd.
Rehabilitation Home
Granda Minamiyama
Benesse Style Care Co., Ltd.
Rire Home Horai Annex Rire Stage Group
nara, nara, kansai
Robel Nakano Saginomiya
East Japan Welfare Management
Service Corporation
nakano, tokyo, kanto
Rose Life Takanohara ALSOK Joy Life
kizugawa, kyoto, kansai
Royal Residence
Higashi-Tokorozawa
Social Welfare Research
Institute Co., Ltd.
tokorozawa, saitama, kanto
Sakuravia Seijo Prime Stage Co., Ltd.
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
SOMPO Care Sompo no Ie Konandai Sompo Care Inc.
yokohama, kanagawa, kanto
yokohama, kanagawa, kanto
Spring Life Kanazawa Spring Life Kanazawa Co., Ltd.
kanazawa, ishikawa, chubu
Suncarna Nishijin Nishitetsu Care Service Co., Ltd.
fukuoka, fukuoka, kyushu & okinawa
Suncity Ginza EAST Half Century More Co., Ltd.
Suncity Kanagawa Half Century More Co., Ltd.
hadano, kanagawa, kanto
Sunny Life Meguro Kawashima Corporation
meguro, tokyo, kanto
Sunny Life Miyanozawa Kawashima Corporation
sapporo, hokkaido, hokkaido
Sunny Life Sendai Kawashima Corporation
MICHAEL H/GETTY [2]
sendai, miyagi, tohoku
Trust Garden Tokiwamatsu Himedic, Inc.
Trust Garden Yoga no Mori Himedic, Inc.
Tsukui Sunshine Gotemba Tsukui Co., Ltd.
gotemba, shizuoka, chubu
Tsukui Sunshine Joetsu Tsukui Co., Ltd.
joetsu, niigata, chubu
joetsu, niigata, chubu
Tsukui Sunshine
Koga Akayama
Tsukui Co., Ltd.
koga, ibaraki, kanto
Tsukui Sunshine
Shin-Kurashiki
Tsukui Co., Ltd.
kurashiki, okayama, chugoku
Urara Nerima Starts Care Service Co., Ltd.
Yasuragi no Yakata Benesse Style Care Co., Ltd.
itami, hyogo, kansai
Yokohama Garden of Eden Seirei Social Welfare Community
Adagio Fukuzumi Sakura Care Service Co., Ltd.
nagaoka, niigata, chubu
Airefu Yasuzuka Social Welfare Corporation Echigo-Joetsu Welfare Association
Alive Kugahara Alive Inc.
ota, tokyo, kanto
Alive Ogikubo Alive Inc.
suginami, tokyo, kanto
Alive Setagaya-daita Alive Inc.
setagaya, tokyo, kanto
Alive Yoyogi-oyamacho Alive Inc.
Amperena Hyakudo Amperena Momochi
LIFE IN MOTION
Hands-on activities
and home-based care
help older adults
remain active and
involved in daily life.
Apprule Kugenuma Apprule fujisawa, kanagawa, kanto
Aria Ichibancho Benesse Style Care Co., Ltd. chiyoda, tokyo, kanto
Aria Roppongi Benesse Style Care Co., Ltd. minato, tokyo, kanto
Aria Shoto Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
Aria Takanawa Benesse Style Care Co., Ltd. minato, tokyo, kanto
Arontia House Suminoe Medical Corporation Kozenkai osaka, osaka, kansai
Asanagi Morimoto Co., Ltd. sennan, osaka, kansai
As-heim Hikarigaoka As Partners Co., Ltd. nerima, tokyo, kanto
As-heim Misato As Partners Co., Ltd. misato, saitama, kanto
As-heim Ota Chuo As Partners Co., Ltd. ota, tokyo, kanto
Azumien Grande Sakura Azumi En saitama, saitama, kanto
Azumien Grande Tokiwadaira Azumi En matsudo, chiba, kanto
Azumien Grande Tsurumaki Azumi En hadano, kanagawa, kanto
Best Life Fukuyama Best Life West Japan Co., Ltd. fukuyama, hiroshima, chugoku
Best Life Sagamino Best Life West Japan Co., Ltd. ebina, kanagawa, kanto
Best Life Seisei Sakuragaoka Best Life West Japan Co., Ltd. tama, tokyo, kanto
Best Life Sendai Best Life West Japan Co., Ltd. sendai, miyagi, tohoku
Best Life Setagaya Best Life West Japan Co., Ltd. setagaya, tokyo, kanto
Best Life Tama Center Best Life West Japan Co., Ltd. tokyo, tokyo, kanto
Best Life Toyonaka Best Life West Japan Co., Ltd. toyonaka, osaka, kansai
Best Rehabilitation Nursing Home Minami-Senju Bestreha tokyo, tokyo, kanto
Best Rehabilitation Nursing Home Omiya East Bestreha saitama, saitama, kanto
Care Home La France Happy Life Creation kikuchi, kumamoto, kyushu & okinawa
Care Village Grandpa Second Stage Co., Ltd. miyazaki, miyazaki, kyushu & okinawa
Care Village Shonan Chigasaki Kamei Kogyo Holdings Co., Ltd. chigasaki, kanagawa, kanto
Casa de Sol Life Service Oguchi Co., Ltd. shimosuwa, nagano, chubu
Casa de Verde Kurosawa Case de Verde Kurosawa takasaki, gunma, kanto
Charm Kyoto Otowa Charm Care Corporation Co., Ltd. kyoto, kyoto, kansai
Charm Kyoto Yamashina Charm Care Corporation Co., Ltd. kyoto, kyoto, kansai
Charm Nara Park Charm Care Corporation Co., Ltd. nara, nara, kansai
Charm Nishinomiya Uegahara Charm Care Corporation Co., Ltd. nishinomiya, hyogo, kansai
Charm Suite Keio
Seisei Sakuragaoka
Charm Care Corporation Co., Ltd.
tama, tokyo, kanto
Charm Suite Koenji Charm Care Corporation Co., Ltd. suginami, tokyo, kanto
Charm Suite Nigawa Charm Care Corporation Co., Ltd. takarazuka, hyogo, kansai
Charm Suite Shakujii Park Charm Care Corporation Co., Ltd. nerima, tokyo, kanto
Charm Suite Toyosu Charm Care Corporation Co., Ltd. tokyo, tokyo, kanto
Charm Suite Yotsuya Charm Care Corporation Co., Ltd. tokyo, tokyo, kanto
Cocofump Suizenji Park Gakken Cocofump Co., Ltd. kumamoto, kumamoto, kyushu & okinawa
Comfort Garden Azamino Secomfort Co., Ltd. yokohama, kanagawa, kanto
Community Orchard Kaichi WEST Orchard Care Co., Ltd. matsumoto, nagano, chubu
Crossheart Shonandai - Fujisawa Cross Heart fujisawa, kanagawa, kanto
Dear Rest KABE Dear Rest KABE hiroshima, hiroshima, chugoku
Denmark INN Fuchu Denmark INN fuchu, tokyo, kanto
Denmark INN Odawara Denmark INN odawara, kanagawa, kanto
Elegano Konan Sumirin Care Life kobe, hyogo, kansai
kobe, hyogo, kansai
Elysion Gakuen-mae Station Elysion nara, nara, kansai
Ensemble Omiya Medical Care Service Company Inc. saitama, saitama, kanto
saitama, saitama, kanto
Ensemble Omiya Nisshin Medical Care Service Company Inc. saitama, saitama, kanto
Ensemble Toyota Akebono Medical Care Service Company Inc. toyota, aichi, chubu
Excelsior Chiba Excelsior Japan Inc. chiba, chiba, kanto
Family More Yaezakura Gakuenmae Yaezakura Co., Ltd. nara, nara, kansai
Fukusuke Residential
Care Home for the Elderly
Fukumaru Co., Ltd.
nara, nara, kansai
Gold Age Royal Meisai Gold Age Inc. nagoya, aichi, chubu
nagoya, aichi, chubu
Grado Nagoya Ekimae Medical Corporation Shiseikai nagoya, aichi, chubu
Grancreer Seijo Care Residence TOKYU E-LIFE DESIGN Inc. setagaya, tokyo, kanto
setagaya, tokyo, kanto
Granda Iogi Benesse Style Care Co., Ltd. nerima, tokyo, kanto
nerima, tokyo, kanto
Granda Korien Benesse Style Care Co., Ltd. hirakata, osaka, kansai
Granda Minami-Azabu Benesse Style Care Co., Ltd. minato, tokyo, kanto
Granda Nakamurabashi No. 2 Benesse Style Care Co., Ltd. tokyo, tokyo, kanto
tokyo, tokyo, kanto
Granda Yotsuya Benesse Style Care Co., Ltd. shinjuku, tokyo, kanto
Granvy Kohinata Meisho Co., Ltd. bunkyo, tokyo, kanto
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HELPING HANDS Care staff provide support to residents facing disabilities.
Hamana Lake Eden Garden Seirei Social Welfare Community hamamatsu, shizuoka, chubu
Hanakotoba Center South Proud Life Inc. yokohama, kanagawa, kanto
Hanakotoba Nursing Totsuka Proud Life Inc. yokohama, kanagawa, kanto
Hanakotoba Plus Denenchofu Proud Life Inc. tokyo, tokyo, kanto
Happine Beppu Kamegawa Green Life Co., Ltd. beppu, oita, kyushu & okinawa
Happine Kokubu Green Life Co., Ltd. kirishima, kagoshima, kyushu & okinawa
Hinoki Ryoninkai, Ushio Hospital Inc. ryugasaki, ibaraki, kanto
Home Station Higashi-Urawa ALSOK Life Care saitama, saitama, kanto
Hyldemoer Setagaya Okamoto Tokio Marine & Nichido Better Life Service Co., Ltd. tokyo, tokyo, kanto
iCare Garden Harutori iCare Co., Ltd. kushiro, hokkaido, hokkaido
iHome Matsudo Kogane iMedicare Co., Ltd. matsudo, chiba, kanto
IMS Akabane Handbell Care Co., Ltd. (IMS Group) kita-ku, tokyo, kanto
IoT Beautiful Japanese Danran Sunheart., Co.Ltd tokyo, tokyo, kanto
Iraifu Tenri Medical Corporation Katsuyukai tenri, nara, kansai
Iruma Higashi Korakuen Medical Corporation Hakuhokai Iruma Tokorakuen iruma, saitama, kanto
Izu Health Care Mansion Izu Healthcare Co. Ltd. higashiizu, shizuoka, chubu
Kaigotsuki Yuryo Jin Homu Yuurakukan Medical Corporation Shoaikai Hayato Shoaikai Hospital kirishima, kagoshima, kyushu & okinawa
Keiaien Hiratsuka Showa, Ltd. hiratsuka, kanagawa, kanto
Kuki Shoyukan SANGA Japan kuki, saitama, kanto
La Nasica Matsumoto Cedar Co., Ltd. matsumoto, nagano, chubu
Leciel Itakano Legato Care Group
osaka, osaka, kansai
Lianleve Tsurumaki Onsen Kinoshita Group
hadano, kanagawa, kanto
Library Nerima Koyadai Living Platform Group
Lifeship Care Obihiro Life Design
obihiro, hokkaido, hokkaido
Livewell Misono Bihonest Inc.
sapporo, hokkaido, hokkaido
sapporo, hokkaido, hokkaido
Long Life Kobe Aotani Japan Long Life Co., Ltd
Madoka Kita-Urawa Benesse Style Care Co., Ltd.
Mandarin Minami-Ogikubo Mandarin South Ogikubo Co.Ltd
Medical Home Granda Fukiage Benesse Style Care Co., Ltd.
Medical Rehabilitation Home Granda in Front of the Governor’s Residence Benesse Style Care Co., Ltd.
Medical Rehabilitation Home Kurara Chitose Funabashi Benesse Style Care Co., Ltd.
Medihos Kamakura Medihos Co., Ltd.
kamakura, kanagawa, kanto
Merry House West Wind New City Yachiyokai Group
Minori Kii Minori Co., Ltd.
wakayama, wakayama, kansai
wakayama, wakayama, kansai
Modestia Mito Japan Ageless Life Core Co., Ltd.
mito, ibaraki, kanto
Mominoki Shibuya Honmachi Momino-ki
tokyo, tokyo, kanto
tokyo, tokyo, kanto
Mominoki Suginami Daiwa Life Support Co., Ltd
suginami, tokyo, kanto
suginami, tokyo, kanto
Muku no Ie Hokkaido Muku Co., Ltd.
sapporo, hokkaido, hokkaido
sapporo, hokkaido, hokkaido
sapporo, hokkaido, hokkaido
Nemu no Ki Koushi-F
marugame, kagawa, shikoku
NEXT Life Design Shin-Koenji Next Life Design Co., Ltd.
Nichii Care Center Himeji Hirohata Nichii Care
himeji, hyogo, kansai
Nichii Home Fudomae Nichii Carepalace Company
shinagawa, tokyo, kanto
Nichii Home Kamihoshikawa Nichii Carepalace Company
yokohama, kanagawa, kanto
Nichii Home Nakamagome Nichii Carepalace Company
Nichii Home Sumida Nichii Carepalace Company
sumida, tokyo, kanto
NICO A & Co., Ltd.
Note Mae Note Welfare Association
Nursing Home Chiai Kariya Chiai Holdings Co., Ltd.
kariya, aichi, chubu
Nursing Home Megumi Keiseikai Medical Corporation
toyama, toyama, chubu
Nursing Home Olive Country Aiyukai Medical Corporation
mitoyo, kagawa, shikoku
Ome Garden House Japan Amenity Life Association Co., Ltd.
ome, tokyo, kanto
Park Villa Yoshunkan The Park Villa Youshunkan
matsudo, chiba, kanto
PD House Itabashi Sunwels Co., Ltd.
itabashi, tokyo, kanto
PD House Nakano Shirasagi Sunwels Co., Ltd.
nakano, tokyo, kanto
PD Residence Kurashiki PD Residence
JGALIONE/GETTY; ICONICS/A.COLLECTIONRF/GETTY
kurashiki, okayama, chugoku
PLACES Ainosato 3eee Inc.
Plaisant Grand Okamoto Care21 Co., Ltd.
kobe, hyogo, kansai
Pokka Poka Atami Pokkapoka Japan
atami, shizuoka, chubu
Pore Pore Gakuen-mae Residence Pore Pore Group
nara, nara, kansai
Rakujien Yamato-Saidaiji Rakuji Group
Rakuto 3 Sasuke Inc. mitoyo, kagawa, shikoku
Relaxing Home Bond
Social Welfare Corporation Nishi-Arie
Welfare Association
minamishimabara, nagasaki,
kyushu & okinawa
Residence Sagamihara Nihon Senior Life Inc. sagamihara, kanagawa, kanto
Rindoen Special Nursing
Home for the Elderly
Social Welfare Corporation Taishiki
chino, nagano, chubu
Royal Care Takamatsu Royal Care Takamatsu takamatsu, kagawa, shikoku
Sakura Namiki
Nursing Care Complex
Seiwakai Medical Corporation
fukuyama, hiroshima, chugoku
Sakura no Sato Brain Co., Ltd. yokohama, kanagawa, kanto
Sawayaka Club Okazaki Sawayaka Club Co., Ltd. okazaki, aichi, chubu
Sawayaka Kasadera Kan Sawayaka Club Co., Ltd. nagoya, aichi, chubu
Sawayaka Seaside Kukinoumi Sawayaka Club Co., Ltd. kitakyushu, fukuoka, kyushu & okinawa
Seijo Olintei Benesse Style Care Co., Ltd. setagaya, tokyo, kanto
Senior Style Kobe Sumiyoshi Senior Style Co., Ltd. kobe, hyogo, kansai
Silver City Tokachi Obihiro Taiheiyo Silver Service Hokkaido Co., Ltd. obihiro, hokkaido, hokkaido
SOMPO Care La Vieille Azamino Sompo Care Inc. yokohama, kanagawa, kanto
GROWING DEMAND
By 2040, 7.3 million
people are projected
to use long-term
care in Japan.
SOMPO Care La Vieille
Chiba Tsubakimori
Sompo Care Inc.
chiba, chiba, kanto
SOMPO Care La Vieille Kita-Kamakura Sompo Care Inc. kamakura, kanagawa, kanto
SOMPO Care Laville Hiroshima Hikarigaoka Sompo Care Inc. hiroshima, hiroshima, chugoku
SOMPO Care Sompo no Ie Kyoto Hazukashi Sompo Care Inc. kyoto, kyoto, kansai
SOMPO Care Sompo no Ie Yasaka Sompo Care Inc. higashimurayama, tokyo, kanto
Sonare Hamadayama Life Care Design, Inc. tokyo, tokyo, kanto
Suitopi Port Nandai mio Nisso Nifty Co., Ltd yokohama, kanagawa, kanto
Sumikawa no Oka Ai Co., Ltd. sapporo, hokkaido, hokkaido
Suncity Machida Half Century More Co., Ltd. machida, tokyo, kanto
Sunflower Garden
Social Welfare Corporation
Mukoshunju-kai
sakura, kyoto, kansai
Sunny Life Ayase Kawashima Corporation ayase, kanagawa, kanto
Sunny Life Fujisawa Kawashima Corporation fujisawa, kanagawa, kanto
Sunny Life Higashi Totsuka Kawashima Corporation yokohama, kanagawa, kanto
Sunny Life Misato Chuo Kawashima Corporation misato, saitama, kanto
Sunny Life Setagaya Kawashima Corporation setagaya, tokyo, kanto
Sunny Life Seya Kawashima Corporation yokohama, kanagawa, kanto
Super Court Kadoma Super Court Co., Ltd. kadoma, osaka, kansai
Suzuran Suzuran toyohashi, aichi, chubu
Trust Garden Hongou Himedic, Inc. bunkyo, tokyo, kanto
Tsukui Sunshine Okaya Tsukui Co., Ltd. okaya, nagano, chubu
Tsukui Sunshine Sendai Tsukui Co., Ltd. sendai, miyagi, tohoku
Viver Chevita Hikari no Sato Hikari no Sato Ltd. okayama, okayama, chugoku
Wajiro no Sato Cedar Co., Ltd. fukuoka, fukuoka, kyushu & okinawa
Welina Care Jiyugaoka Tokyu Wellness Corporation meguro, tokyo, kanto
Wellcare Hills Equestrian Park Sankei Building Well Care setagaya, tokyo, kanto
Yale Court Sakura 1st System Co., Ltd. matsumoto, nagano, chubu
Mumin Nursing Home Kumamoto South
Mumin Home
kumamoto, kumamoto,
kyushu & okinawa
Yumeyama Yamanashi Mumin Home yamanashi, yamanashi, chubu
Yuuyu Senior Center Hotaru no Sato Yuyu Group ono, fukuoka, kyushu & okinawa
1 Morinomiya Hospital osaka, osaka, kansai
2 Hamamatsu City Rehabilitation Hospital hamamatsu, shizuoka, chubu
3 Fujita Health University Hospital toyoake, aichi, chubu
4
Kumamoto Rehabilitation
Hospital
kumamoto, kumamoto, kyushu & okinawa
5 Nishihiroshima Rehabilitation Hospital hiroshima, hiroshima, chugoku
hiroshima, hiroshima, chugoku
6 Tokyo Metropolitan Rehabilitation Hospital tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
7 Tokyo Bay Rehabilitation Hospital narashino, chiba, kanto
8 Hatsudai Rehabilitation Hospital shibuya, tokyo, kanto
shibuya, tokyo, kanto
9 Aijinkai Rehabilitation Hospital takatsuki, osaka, kansai
10 Chikamori Rehabilitation Hospital kochi, kochi, shikoku
11 Hyogo Prefectural Rehabilitation Central Hospital kobe, hyogo, kansai
kobe, hyogo, kansai
12 Fukuyama Rehabilitation Hospital fukuyama, hiroshima, chugoku
13 Funabashi City Rehabilitation Hospital funabashi, chiba, kanto
14 Fukuoka Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa
15
Asao Rehabilitation
General Hospital
kawasaki, kanagawa, kanto
16 Fujita Health University Nanaguri Memorial Hospital tsu, mie, kansai
17 Kansai Rehabilitation Hospital toyonaka, osaka, kansai
18 Kyoto Ohara Memorial Hospital kyoto, kyoto, kansai
kyoto, kyoto, kansai
kyoto, kyoto, kansai
19 Ukai Rehabilitation Hospital nagoya, aichi, chubu
20 Kameda Rehabilitation Hospital kamogawa, chiba, kanto
21 Kumamoto Kinoh Hospital kumamoto, kumamoto, kyushu & okinawa
22 Gotanda Rehabilitation Hospital shinagawa, tokyo, kanto
23 Kawasaki Medical University General Medical Center okayama, okayama, chugoku
24 Kurashiki Rehabilitation Hospital kurashiki, okayama, chugoku
25
Yokohama Brain
and Spine Center
yokohama, kanagawa, kanto
yokohama, kanagawa, kanto
yokohama, kanagawa, kanto
26 Chiba Rehabilitation Center chiba, chiba, kanto
27
Kyoto Konoe
Rehabilitation Hospital
sakyo, kyoto, kansai
28 Keio University Hospital shinjuku, tokyo, kanto
29 Showa University Fujigaoka Rehabilitation Hospital yokohama, kanagawa, kanto
30 Aizawa Hospital matsumoto, nagano, chubu
31 Tsurumaki Onsen Hospital hadano, kanagawa, kanto
32 Fukuoka Mirai Hospital fukuoka, fukuoka, kyushu & okinawa
33 Kurashiki Heisei Hospital kurashiki, okayama, chugoku
34 Iwate Rehabilitation Center shizukuishi, iwate, tohoku
35 Aichi Rehabilitation Hospital nishio, aichi, chubu
36 Hanakawa Hospital sapporo, hokkaido, hokkaido
37 St. Theresa Kamakura Rehabilitation Hospital kamakura, kanagawa, kanto
38 Tapic Okinawa Rehabilitation Center Hospital okinawa, okinawa, kyushu & okinawa
39 Saitama Misato General Rehabilitation Hospital misato, saitama, kanto
40 National Rehabilitation Center for Persons with Disabilities Hospital tokorozawa, saitama, kanto
MOBILITY MATTERS
Independence for
seniors can be
bolstered by physical
rehabilitation.
41
Hokuto Tokachi
Rehabilitation Center
obihiro, hokkaido, hokkaido
42
Yamagata City
Hospital Saiseikan
yamagata, yamagata, tohoku
43 Kaikokai Rehabilitation Hospital
yatomi, aichi, chubu
44
Shin-Yokohama
Rehabilitation Hospital
45 Tohoku University Hospital
sendai, miyagi, tohoku
46 Kyoto Rehabilitation Hospital
47 Hirosaki Stroke and Rehabilitation Center
hirosaki, aomori, tohoku
hirosaki, aomori, tohoku
48 The University of Tokyo Hospital
49 Toyama Prefectural Rehabilitation Hospital & Support Center for Children with Disabilities
toyama, toyama, chubu
toyama, toyama, chubu
50 Hyogo Prefectural Rehabilitation Nishiharima Hospital
tatsuno, hyogo, kansai
51 Nakaizu Rehabilitation Center
izu, shizuoka, chubu
52 Koganei Rehabilitation Hospital
koganei, tokyo, kanto
53 Kishigawa Rehabilitation Hospital
kinokawa, wakayama, kansai
54 Kawakita Rehabilitation Hospital
55
Rakuwakai Otowa
Rehabilitation Hospital
56 Hiroshima City Rehabilitation Hospital
57 Kensei Hospital
58 Nagasaki Rehabilitation Hospital
nagasaki, nagasaki, kyushu & okinawa
59 JR Tokyo General Hospital
60
Matsuyama Rehabilitation
Hospital
matsuyama, ehime, shikoku
61 Saiseikai Higashi-Kanagawa Rehabilitation Hospital
62 Rehabilitation Center Kumamoto Kaiseikai Hospital
kashima, kumamoto, kyushu & okinawa
63
Toyama West
Rehabilitation Hospital
64
Motoyama Rehabilitation
Hospital
65 Nara Prefectural General Rehabilitation Center nara, nara, kansai
66 Seirei Mikatahara Hospital hamamatsu, shizuoka, chubu
67
Osaka Acute Care and
General Medical Center
osaka, osaka, kansai
osaka, osaka, kansai
68 Ishinkai Yao Rehabilitation Hospital yao, osaka, kansai
69 Aichi Saiseikai Rehabilitation Hospital nagoya, aichi, chubu
nagoya, aichi, chubu
70
Amakusa Rehabilitation
Hospital
koshigaya, saitama, kanto
71 Nagamachi Hospital sendai, miyagi, tohoku
72 Kita-Osaka Hosenka Hospital ibaraki, osaka, kansai
ICONICS/A.COLLECTIONRF/GETTY; MICHAEL H/GETTY
73 Beppu Rehabilitation Center beppu, oita, kyushu & okinawa
74 Zenjokai Rehabilitation Hospital nagoya, aichi, chubu
75 Kurashiki Central Hospital kurashiki, okayama, chugoku
76 Hashimoto Hospital mitoyo, kagawa, shikoku
77 Iyo Hospital iyo, ehime, shikoku
78 Senri Rehabilitation Hospital minoh, osaka, kansai
79
Kirameki Terrace
Healthcare Hospital
kagoshima, kagoshima, kyushu & okinawa
80
Nishi Memorial Port Island
Rehabilitation Hospital
kobe, hyogo, kansai
81 Saitama Prefectural Comprehensive Rehabilitation Center saitama, saitama, kanto
82 Kurume Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa
83 Okayama Rehabilitation Hospital okayama, okayama, chugoku
84 Tokai University Hospital isehara, kanagawa, kanto
85 Kizankai Memorial Hospital iida, nagano, chubu
86 Kurume University Medical Center kurume, fukuoka, kyushu & okinawa
87 Nishinomiya Kyoritsu Rehabilitation Hospital nishinomiya, hyogo, kansai
88 Kamata Rehabilitation Hospital tokyo, tokyo, kanto
tokyo, tokyo, kanto
89 Japanese Red Cross Medical Center shibuya, tokyo, kanto
90 Nagano Central Hospital nagano, nagano, chubu
91 Hokkaido University Hospital sapporo, hokkaido, hokkaido
sapporo, hokkaido, hokkaido
92 Akabane Rehabilitation Hospital tokyo, tokyo, kanto
93 Hiroshima University Hospital hiroshima, hiroshima, chugoku
94
Kansai Medical University
Kuzuha Hospital
hirakata, osaka, kansai
BUILDING STRENGTH
Physical therapy can
help regain function
after an injury and
reduce risk of falls.
95 Kitakyushu Municipal Comprehensive Rehabilitation Center
kitakyushu, fukuoka, kyushu & okinawa
kitakyushu, fukuoka, kyushu & okinawa
96
Kansai Electric
Power Hospital
97 Suwa Central Hospital
chino, nagano, chubu
98 Kokura Rehabilitation Hospital
99
Tokyo Rehabilitation
Center Setagaya
100 Aizenkai Aizen Hospital
101 Shimane Prefectural
Central Hospital
izumo, shimane, chugoku
102 Nagoya University Hospital
103 Gunma Rehabilitation Hospital
nakanojo, gunma, kanto
104 Jujo Takeda Rehabilitation Hospital
kyoto, kyoto, kansai
105 Nakadori Rehabilitation Hospital
akita, akita, tohoku
106 Takayama Red
Cross Hospital
takayama, gifu, chubu
107 Geriatrics Research
Institute and Hospital
maebashi, gunma, kanto
108 Sansoukai Clark Hospital
109 Tohoku Medical and Pharmaceutical University Hospital sendai, miyagi, tohoku
110 Tomakomai Higashi Hospital tomakomai, hokkaido, hokkaido
111 Kajiki Onsen Hospital aira, kagoshima, kyushu & okinawa
112 Daiichi Rehabilitation Hospital kochi, kochi, shikoku
113 Aomori Kyoritsu Hospital aomori, aomori, tohoku
114 Niigata Rehabilitation Hospital niigata, niigata, chubu
115 Hamawaki Orthopedic Hospital hiroshima, hiroshima, chugoku
116 Kakyoyu Sansaiyama Rehabilitation Center Kakyoyu Hospital nagano, nagano, chubu
117 Aomori Shintoshi Hospital aomori, aomori, tohoku
118 Kumamoto University Hospital kumamoto, kumamoto, kyushu & okinawa
119 Utsunomiya Rehabilitation Hospital utsunomiya, tochigi, kanto
120 Kanagawa Rehabilitation Hospital atsugi, kanagawa, kanto
121 Atsuji Rehabilitation Hospital kagoshima, kagoshima, kyushu & okinawa
122 Oozora Hospital matsuyama, ehime, shikoku
123 Shimane University Hospital izumo, shimane, chugoku
124 HITO Hospital shikokuchuo, ehime, shikoku
125 Jiseikai Nerima Station Rehabilitation Hospital tokyo, tokyo, kanto
126 Oita Rehabilitation Hospital ōita, oita, kyushu & okinawa
127 Osaka University Hospital suita, osaka, kansai
128 Nishikumamoto Hospital kumamoto, kumamoto, kyushu & okinawa
129 Takamatsu Kyodo Hospital takamatsu, kagawa, shikoku
130 Kagawa General
Rehabilitation Hospital
takamatsu, kagawa, shikoku
131 Yokohama Namiki
Rehabilitation Hospital
yokohama, kanagawa, kanto
132 Fukui General Hospital fukui, fukui, chubu
133 Seirei Hamamatsu
General Hospital
hamamatsu, shizuoka, chubu
134 Ishikawa Saiseikai
Kanazawa Hospital
kanazawa, ishikawa, chubu
135 Senri Chuo Hospital osaka, osaka, kansai
136 Gifu University Hospital gifu, gifu, chubu
137 Kakutani Rehabilitation Hospital wakayama, wakayama, kansai
138 Gifu Seiryu Hospital gifu, gifu, chubu
139 Midorigaoka Hospital takatsuki, osaka, kansai
140 Kyoto University Hospital kyoto, kyoto, kansai
141 Kotonoura Rehabilitation Center Hospital
wakayama, wakayama, kansai
wakayama, wakayama, kansai
142 Kohsei General Hospital
mihara, hiroshima, chugoku
143 Sapporo Keijinkai Rehabilitation Hospital
sapporo, hokkaido, hokkaido
sapporo, hokkaido, hokkaido
144 Shibata Rehabilitation Hospital
shibata, niigata, chubu
145 Higashi-Sumiyoshi Morimoto Rehabilitation Hospital
osaka, osaka, kansai
146 Tama Rehabilitation Hospital
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
147 Nakamura Memorial South Hospital
148 Saito Rehabilitation Hospital
minoh, osaka, kansai
149 Asanogawa General Hospital
kanazawa, ishikawa, chubu
kanazawa, ishikawa, chubu
150 Saka General Hospital
shiogama, miyagi, tohoku
151 Mie University Hospital
tsu, mie, kansai
152 Kyoto Kyoritsu Hospital
ayabe, kyoto, kansai
153 Nanzan Rehabilitation Hospital
154 Fukuoka Sakura Cross Fukuoka Hospital
fukuoka, fukuoka, kyushu & okinawa
155 Nagoya City University Hospital
nagoya, aichi, chubu
nagoya, aichi, chubu
156 Kobe Rehabilitation Hospital
kobe, hyogo, kansai
157 Okayama University Hospital
okayama, okayama, chugoku
158 Wakayama Medical University Hospital
159 Hofu Rehabilitation Hospital
hofu, yamaguchi, chugoku
160 Kanazawa University Hospital
161 Yokohama Tsurumi Rehabilitation Hospital
yokohama, kanagawa, kanto
162 Omura City Hospital
omura, nagasaki, kyushu & okinawa
163 Uno Hospital
okazaki, aichi, chubu
164 Nagoya Medical Center
165 Nanchang Hospital
yahaba, iwate, tohoku
166 Akita Prefectural Center for Rehabilitation and Psychiatric Medicine
daisen, akita, tohoku
167 Nerima Kenikukai Hospital
nerima, tokyo, kanto
168 Kyorin University Hospital
mitaka, tokyo, kanto
169 Sasayama Medical Center, Hyogo Medical University
tamba-sasayama, hyogo, kansai
170 Shinagawa Rehabilitation Hospital
171 Ehime University Hospital
QUALITY CARE
Japan has expanded
its certification
programs to
increase workers in
the care sector.
172 Tekiju Rehabilitation Hospital kobe, hyogo, kansai
173 Juntendo University Nerima Hospital tokyo, tokyo, kanto
174 Kanazawa Red Cross Hospital kanazawa, ishikawa, chubu
175 Asahi Neurology Rehabilitation Hospital matsudo, chiba, kanto
176 Tatara Rehabilitation Hospital fukuoka, fukuoka, kyushu & okinawa
177 Sapporo Aso Neurosurgical Hospital sapporo, hokkaido, hokkaido
178 Asahikawa Medical University Hospital asahikawa, hokkaido, hokkaido
179 Takekawa Hospital itabashi, tokyo, kanto
180 Murayama Medical Center tokyo, tokyo, kanto
181 Tokyo Shinjuku Medical Center shinjuku, tokyo, kanto
182 Setagaya Memorial Hospital setagaya, tokyo, kanto
183 Fukuyama Municipal Hospital fukuyama, hiroshima, chugoku
184 Kumamoto Ezuko Rehabilitation Medical Center kumamoto, kumamoto, kyushu & okinawa
185 Hiroshima City Hiroshima Citizens Hospital hiroshima, hiroshima, chugoku
186 St. Luke’s International Hospital tokyo, tokyo, kanto
187 Matsue Red Cross Hospital matsue, shimane, chugoku
188 Nishiyamato Rehabilitation Hospital kanmaki, nara, kansai
189 Azuma Neurosurgical Hospital fukushima, fukushima, tohoku
190 Kishiwada Rehabilitation Hospital kishiwada, osaka, kansai
191 Wakakusa-Tatsuma Rehabilitation Hospital daito, osaka, kansai
192 Fukushima Medical University Hospital fukushima, fukushima, tohoku
193 Tokuyama Rehabilitation Hospital shunan, yamaguchi, chugoku
194 Matsudo Rehabilitation Hospital matsudo, chiba, kanto
195 Yayoigaoka Kage Hospital tosu, saga, kyushu & okinawa
196 Tsuruoka Kyōritsu Rehabilitation Hospital tsuruoka, yamagata, tohoku
197 Kumamoto Seijo Hospital kumamoto, kumamoto, kyushu & okinawa
198 Izumino Hospital kochi, kochi, shikoku
199 AOI Nanasawa Rehabilitation Hospital atsugi, kanagawa, kanto
200 Hidaka Rehabilitation Hospital takasaki, gunma, kanto
201 Saitama Medical University International Medical Center hidaka, saitama, kanto
202 Ishinomaki Royal Hospital ishinomaki, miyagi, tohoku
203 Seijino Rehabilitation Hospital kumamoto, kumamoto, kyushu & okinawa
204 Hakuhokai Central Hospital amagasaki, hyogo, kansai
205 National Cancer
Center Hospital
tokyo, tokyo, kanto
206 JCHO Yufuin Hospital yufu, oita, kyushu & okinawa
207 Medical Court Hachinohe
Nishi Hospital
hachinohe, aomori, tohoku
208 St. Marianna University Hospital kawasaki, kanagawa, kanto
209 Mihono General Rehabilitation Hospital hachinohe, aomori, tohoku
210 Qoler Rehabilitation Hospital satsuma, kagoshima, kyushu & okinawa
211 NNT East Izu Hospital kannami, shizuoka, chubu
212 Yokohama City University
Medical Center
yokohama, kanagawa, kanto
213 Hanwa Memorial Hospital osaka, osaka, kansai
214 Teine Keijinkai Hospital sapporo, hokkaido, hokkaido
215 St. Mary’s Health Care Center kurume, fukuoka, kyushu & okinawa
216 Heisei Toya Hospital kumamoto, kumamoto, kyushu & okinawa
217 Hanahata Rehabilitation Hospital tokyo, tokyo, kanto
218 Wada Hospital hyūga, miyazaki, kyushu & okinawa
kyushu & okinawa
219 Katsushika Rehabilitation Hospital katsushika, tokyo, kanto
220 Tums Sakura Hospital Edogawa edogawa, tokyo, kanto
221 Shigei Hospital kurashiki, okayama, chugoku
222 Shin-Kamikawa Hospital kamimikawa, tochigi, kanto
223 Teraoka Memorial Hospital fukuyama, hiroshima, chugoku
224 Nippon Medical School Hospital bunkyo, tokyo, kanto
225 Tottori University Hospital yonago, tottori, chugoku
226 Tokai Memorial Hospital kasugai, aichi, chubu
kasugai, aichi, chubu
227 Hokikai Kachi Hospital toyokawa, aichi, chubu
228 Onishi Neurosurgical Hospital akashi, hyogo, kansai
229 Fukuoka Kieikai Hospital fukuoka, fukuoka, kyushu & okinawa
fukuoka, fukuoka, kyushu & okinawa
fukuoka, fukuoka, kyushu & okinawa
230 Ichinomiya Neurosurgical Hospital hita, oita, kyushu & okinawa
231 Izumo Citizen Rehabilitation Hospital izumo, shimane, chugoku
232 Kagawa University Hospital miki, kagawa, shikoku
233 Yamagata University Hospital yamagata, yamagata, tohoku
234 Fujioka General Hospital fujioka, gunma, kanto
235 Saga Memorial Hospital saga, saga, kyushu & okinawa
JGALIONE/GETTY; KAZUMA SEKI/GETTY
236 Matsuyama Red Cross Hospital
matsuyama, ehime, shikoku
237 Kashiigaoka Rehabilitation Hospital
238 Tokorozawa Rehabilitation Hospital
tokorozawa, saitama, kanto
239 Kitamurayama Public Hospital
higashine, yamagata, tohoku
240 Matsue Seikyo General Hospital
matsue, shimane, chugoku
241 Junshin Rehabilitation Hospital
kakogawa, hyogo, kansai
242 Miyukikai Hospital
kaminoyama, yamagata, tohoku
243 Shimoetsu Hospital
niigata, niigata, chubu
244 National Center for Geriatrics
and Gerontology
obu, aichi, chubu
245 Nagoya City University Rehabilitation Hospital
nagoya, aichi, chubu
nagoya, aichi, chubu
246 Yamanashi Rehabilitation Hospital
fuefuki, yamanashi, chubu
fuefuki, yamanashi, chubu
247 Central Gunma Neurosurgery Hospital
takasaki, gunma, kanto
248 Gakkentoshi Hospital
seika, kyoto, kansai
249 Hanshin Rehabilitation Hospital
itami, hyogo, kansai
250 Atagawa Onsen Hospital
higashiizu, shizuoka, chubu
251 Sagami Rehabilitation Hospital
sagamihara, kanagawa, kanto
252 Satou Memorial Hospital
katsuta, okayama, chugoku
253 Hitoyoshi Rehabilitation Hospital
hitoyoshi, kumamoto, kyushu & okinawa
254 Nihonkai General Hospital
sakata, yamagata, tohoku
255 Shin-Yoshizuka Hospital
256 Sunny Side Hospital
tajimi, gifu, chubu
257 Kaname Hospital
258 Ariake Seijin Hospital
nagasu, kumamoto, kyushu & okinawa
259 Kyushu Memorial Hospital
kumamoto, kumamoto, kyushu & okinawa
kumamoto, kumamoto, kyushu & okinawa
260 Naramachi Rehabilitation Hospital
nara, nara, kansai
nara, nara, kansai
261 Junwakai Memorial Hospital
miyazaki, miyazaki, kyushu & okinawa
262 Sanda Rehabilitation Hospital
sanda, hyogo, kansai
263 Musashigaoka Hospital
264 Kenwakai Hospital
iida, nagano, chubu
265 Ichikikushikino Medical Association Neurosurgery Center
ichikikushikino, kagoshima,
266 Yatsushiro Keijin Hospital
yatsushiro, kumamoto, kyushu & okinawa
267 Makita Rehabilitation Hospital
tokyo, tokyo, kanto
tokyo, tokyo, kanto
tokyo, tokyo, kanto
268 Kibi Highlands Medical Rehabilitation Center
kibichuo, okayama, chugoku
STEADIER STEPS
Improved mobility,
enhanced balance
and chronic pain
management are
all benefits of
physical therapy
for older adults.
269 Kudanzaka Hospital
270 Tsuruoka Municipal
Yutagawa Onsen
Rehabilitation Hospital
tsuruoka, yamagata, tohoku
271 Koto Rehabilitation Hospital
272 Sankuro Hospital
toyota, aichi, chubu
273 Takanohara Central Hospital
274 Tokyo General Hospital
nakano, tokyo, kanto
275 Ishikawa Workers’
Medical Association
Johoku Hospital
kanazawa, ishikawa, chubu
276 Ube Rehabilitation Hospital
ube, yamaguchi, chugoku
277 Saku General Hospital
saku, nagano, chubu
278 Keiju Medical Center
nanao, ishikawa, chubu
279 Tsukazaki Hospital
himeji, hyogo, kansai
280 Nakasu Yagi Hospital
tokushima, tokushima, shikoku
281 Kitano Hospital
osaka, osaka, kansai
osaka, osaka, kansai
282 Hitachi General Hospital
hitachi, ibaraki, kanto
283 Koshinkai Ogura Hospital
kanoya, kagoshima, kyushu & okinawa
284 Tottori Co-op Hospital
tottori, tottori, chugoku
285 Yamaguchi Rehabilitation Hospital
yamaguchi, yamaguchi, chugoku
286 Bobus Memorial Hospital
287 Sapporo Nishimaruyama Hospital
sapporo, hokkaido, hokkaido
sapporo, hokkaido, hokkaido
288 Uki General Hospital
uki, kumamoto, kyushu & okinawa
289 Urayasu Hospital
urayasu, chiba, kanto
290 Hakusan Rehabilitation Hospital
291 Higashiikoma Hospital
ikoma, nara, kansai
292 Sodegaura Satsukidai Hospital
sodegaura, chiba, kanto
293 Yoshikawa Central
General Hospital
yoshikawa, saitama, kanto
294 Bell Piano Hospital
sakai, osaka, kansai
295 Kariya Toyota
General Hospital
kariya, aichi, chubu
296 Takarazuka Rehabilitation Hospital
takarazuka, hyogo, kansai
297 Koshu Rehabilitation Hospital
298 Nakatsu Neurosurgery Hospital
nakatsu, oita, kyushu & okinawa
299 Shin-Sapporo
Neurosurgical Hospital
300 Toranomon Hospital Kajigaya
A cross energy, mobility, elec- tronics, agriculture and global branding, Japanese com- panies are fi nding new value in precision, reliability and the abil- ity to connect products into larger systems. Japan demonstrates a manufacturing culture adapting to harder questions: how to se- cure cleaner power, protect com- plex technologies, use resources more intelligently and compete internationally without losing the discipline that made Japanese in- dustry trusted in the fi rst place. As power systems become more compact, denser and more integral, SOC Corporation demonstrates why trust still begins at the component level. Fuses may be invisible un- til something goes wrong, but their role is to move upstream in the design process. “Cus- tomers can no longer think about protection at the very end of the process,” President Kayoko Arikawa said. Safer electrifi cation depends on that earlier discipline. The same pressure is remaking mobility. Molitec Steel, long tied to conventional au- tomotive systems, is preparing for charging infrastructure, new energy applications and
“Customers can no longer think about protection at the very end of the process.”
Japanese Industry Builds Systems for Global Change
Japan connects precision manufacturing, cleaner
energy and field-tested innovation as industry
adapts to global demands
future business fi elds beyond today’s gas- oline-era supply chain. President Takashi Kado said the company sees the need “to begin preparing early for long-term trans- formation rather than waiting until changes become unavoidable.” It is a measured re- sponse to a changing industry. Inside advanced electronics production, NIX, INC. works where small handling problems can become costly quality issues. Its Nikko-Rack PCB racks refl ect a broader capability in plastics, materials and produc- tion-site problem-solving. President and CEO Kazuhide Aoki described the compa-
With nearly 70 years of experience, SOC Corporation brings trust and reliability to electrical circuit protection. BY DANIEL DE BOMFORD AND BERNARD THOMPSON I
BY DANIEL DE BOMFORD
n recent years, manufacturing has been re- shaped by geopolitical tensions, logistical disruptions and growing concerns over sup- ply chain resilience. For companies seeking reli- able partners in electrical circuit protection and fuses, SOC Corporation off ers a clear advantage.By manufacturing entirely in Japan and sourcing primarily from Japa- nese suppliers, SOC reduces exposure to geopolitical procurement risk. Presi- dent Kayoko Arikawa says this structure helps the company provide the stable, continuous supply that customers increasingly demand. Its products serve a broad range of industries - automotive, renewable energy, industrial equipment, medi- cal devices, and information and communications (ICT) systems. As a one-stop source for high-performance fuses, SOC off ers an
Kayoko Arikawa, President, SOC Corporation.
ny’s role as going beyond specifi ca- tions: “Our objective is not only to respond to explicit requirements but also to uncover latent needs that customers themselves may not yet recognize.” Ryokusan Co., Ltd. brings that systems thinking to agriculture, forestry and bio- mass. Its work in slurry handling, composting and wood processing comes from a belief that waste of- ten carries hidden value. “Agricul- ture, environmental management and energy production should not be viewed as separate fi elds,” Rep- resentative Director and President Katsuji Kosuge said. “They are all part of the same system.” REX-One gives that philosophy a practical machine. SDG Co., Ltd. demonstrates a diff erent kind of transformation: how a Japanese manufacturer builds visibility and market knowledge by entering the fi eld. Through motorsports, marine business and its U.S. base at Texas Boat World, SDG is turning experience into growth. “Small diff erences may not be visible at fi rst, but over time they grow into signifi cant outcomes,” President and CEO Kensaku Kashiwagi said.
extensive lineup spanning a wide range of current ratings, sizes, and form factors, supporting ap- plications such as EVs, data centers, solar PV, air conditioners, robotics, physical AI, and factory au- tomation. The company has also built a strong reputation for collaborating closely with customers to meet specialized and niche product requirements. Sustainability has long been central to SOC’s corporate philosophy, as refl ected in its CDP regis- tration, net-zero roadmap, SBTi registra- tion and ongoing preparation for product carbon footprint reporting. As electrical sys- tems become more compact, high-voltage and power-dense, circuit protection is no longer an afterthought. SOC’s long- standing technical focus and Japan-based manufacturing position it as a trusted partner for safer, more reliable electrifi cation.
A
t a race circuit, speed is measured in fractions of a second. On a bass boat, success depends on timing, control and the ability to read changing conditions. Kensaku Kashiwagi sees busi- ness in much the same way. For Kashiwagi, president and CEO of SDG Co., Ltd., facto- ries, racetracks and fi shing tournaments are not separate worlds. They are places where people, machines and decisions are tested in real time. That fi eld-fi rst mindset now sits at the center of SDG’s evolution from a long- established Japanese manufacturer into a company building a wider global identity. For nearly 75 years, SDG has built its reputation through Japanese manufacturing discipline, industrial know-how and close re- lationships with customers. In April 2024, the company made a decision that signaled a new stage in its growth: Showa Denki Group became SDG Group. “Showa Denki was a very familiar and well-established name in Japan, but we felt that in order to move forward and expand our presence, we needed a name that could represent us more clearly on a global level,” Kashiwagi said. Customers have noticed the response. “Many customers now naturally refer to us as SDG Group, and their percep- tion of the company has shifted,” he said. The company has also updated its visual
identity, introducing a new logo in 2025 with three bars in red, blue and light gray, after fi rst adopting a simple red SDG mark in 2024. “This new identity fi ts very well with areas such as sports fi shing, motorcycles and motorsports,” Kashiwagi said. “In those environments, branding is very visible, and the SDG name works much better than our previous identity.” SDG’s is building its core strategy around its newfound visibility. In the United States, the company’s marine business is anchored by Texas Boat World, its American marine business headquar- ters. From that base, Kashiwagi has sup- ported professional anglers such as Taka- hiro Omori, a renowned Japanese bass pro in the United States, built relationships in bass fi shing, and brought market knowledge back to Japan and Asia. “I have spent the past few years working in the United States, particularly in bass fi shing tournaments,” he said. “Through those activities, many people have come to understand what SDG is and what our U.S. company, Texas Boat World, represents.” The marine business has also become a practical learning platform. “Through Texas Boat World, we learned how pricing works, how service operations are structured, and how to generate profi t,” Kashiwagi said. “We also learned a lot from fi shing tournaments, including the needs of
“Small differences may not be visible at first, but over time they grow into significant outcomes.”
Kensaku Kashiwagi President and CEO, SDG. Co., Ltd.
customers, the types of equipment required, and the techniques for installation.” SDG has taken a similar approach in racing. In 2014, SDG began sponsoring HARC-PRO, one of the most famous motorcycle teams in Japan. Through motorcycle and car racing, the company is building connections that ex- tend beyond brand exposure. In 2025, SDG began supporting TEAM IMPUL in Japan’s Super GT Championship, expanding its presence in one of the country’s most visible racing environments. “Our involvement in motorsports and related activities has had a very strong impact on both our image and our business,” Kashiwagi said. “In the past year and a half, we have received many new orders from customers who discovered us through these activities.” For SDG, racing, fi shing and manufacturing are connected by the same principle: growth comes from be- ing present in the fi eld. As Kashiwagi put it, “Every day, I try to move forward and make the company grow.”
Processing to Next-Generation Mobility
As the automotive industry shif s from gasoline to electrification, Molitec Steel is building on its 80-year manufacturing roots to develop EV charging infrastructure, overseas production bases in Mexico and Thai- land, and future clean-energy technologies. BY DANIEL DE BOMFORD AND KYANN EDOUARD
“We believe it is essential to begin preparing early for long- term transformation rather than waiting until changes become unavoidable.”
Takashi Kado President, Molitec Steel.
Recycling Effi ciency
From trench work to biomass innovation, Ryokusan turns agricultural and forestry waste into resources for Japan’s circular, sustainable future.
BY DANIEL DE BOMFORD AND CIAN O’NEILL
Founded in 1969, Ryokusan has provided solutions for the Japanese market that enhance productivity while promoting the circular use of biological resources, spanning fi elds from irrigation systems and slurry handling to manure recycling and woody biomass utilization. Today, woody biomass is one of the company’s core businesses. Drawing on more than 20 years of experience supplying large-scale imported shredders and chippers to the biomass industry, Ryokusan developed its own compact crawler-mounted wood chipper, REX- One, designed for forestry and green-waste operations where both mobility and high productivity are essential. Powered by a 228.5 PS engine, REX-One delivers a processing capacity of up to 90 m³/h and can handle woody material up to 450 mm in diameter while produc- ing high-quality wood chips. Despite its impressive performance, the machine remains compact enough to be transported by a self-loader truck, enabling easy re- location between worksites and access to confi ned spaces and nar- row forest roads. REX-One can process a wide variety of biomass resources, including thinning logs, branches, bark, and green waste generated from the maintenance of parks and street trees, helping convert underutilized woody resources into valuable biomass fuel.
Molitec Steel Co. Ltd., is entering a new phase of growth as the automotive industry moves beyond gasoline-powered systems. While much of the company’s business has been built on en- gines, transmissions and other conventional au- tomotive technologies, President Takashi Kado sees this transition as a chance to apply Mo- litec’s manufacturing expertise to new markets.
“One major direction for us is participation in new energy-related ecosystems,” Kado said. That includes EV charging infrastructure, where Molitec has already developed a strong position through retractable cable systems designed for safety, reliability and practical use in complex environments. As charging hardware becomes more standardized, the company is also look- ing beyond equipment alone, with communica- tion systems that connect infrastructure, users
Although REX-One was developed in response to strong demand in the Japanese market, Ryokusan is also considering future expansion into overseas markets.
and data across smarter mobility networks. This strategy is supported by Molitec’s growing over- seas footprint, including Mexico, Thailand and North America, where the company can serve customers as a dependable Japanese automotive supplier with local reach.
By combining precision manufacturing, EV infrastructure and connected mobility technolo- gies, Molitec is positioning itself as a trusted partner in the clean-energy ecosystems that will shape the future of transportation.
“Agriculture, environmental management and energy production should not be viewed as separate fields. They are all part of the same system.”
Katsuji Kosuge, President and Representative Director
As a solution partner supporting the operations of global manufacturers, NIX aims to expand the reach of “Nikko-rack™”—a high-quality printed circuit board rack—worldwide by leveraging its expertise in plastic mate- rial development and plastic product design and development. BY DANIEL DE BOMFORD AND QUENTIN LANGE Q
A
s global electronics man- ufacturing becomes more advanced, the small details within production lines carry great- er weight. Printed circuit boards are becoming denser, more complex and more valuable, while SMT lines and EMS operations require higher levels of precision, ESD protection and reliability. For global manufac- turers, PCB handling is a direct part of quality assurance.
NIX, INC., a Japanese special- ist in plastic materials and product development, has built its business around that reality. Under the phi- losophy of “Nothing to Something,” President and CEO Kazuhide Aoki said the company has evolved from a subcontract manufacturer into an integrated solutions partner with expertise spanning proprietary ma- terials, mechanical design, injection molding and production support. “Our objective is not simply to sell
products. It is to solve problems,” he said.
That approach is embodied in Nikko-Rack, NIX’s fl agship PCB rack solution. With more than 1,500,000 units shipped in Japan, Nikko-Rack refl ects the compa- ny’s focus on quality, ease of use and continuous improvement. Its ESD-compliant plastic materials
help protect sensitive boards, while its parallel sliding mechanism al- lows operators to adjust position- ing quickly and accurately. These features are especially important as PCB assemblies become more sophisticated and costly to replace.
The product also shows why NIX’s value extends beyond price. Nikko-Rack is the result of decades of accumulated knowledge in ma- terials, design and manufacturing. By working closely with customers at production sites, NIX identifi es challenges that may not be visible in specifi cations alone and turns them into practical improvements.
This same material-led thinking can be seen in NIXAM and ARIN- IX, functional plastic materials that add performance directly into resin.
“Our objective is not only to respond to explicit requirements but also to uncover latent needs that customers themselves may not yet recognize.”
Kazuhide Aoki President & CEO, NIX, INC.
ARINIX, developed from a custom- er challenge involving pest preven- tion, demonstrates how plastics can contribute to hygiene, safety and more sustainable operations when designed with a clear purpose.
As NIX expands overseas, Germany and France off er op- portunities in high-specifi cation automated manufacturing, while Mexico’s growing role in North American supply chains creates de- mand across multiple product tiers. It approaches each market support- ing safer, more reliable manufactur- ing behind the scenes and helping customers turn complex require- ments into dependable solutions.
BEYOND PAR
Will Ferrell’s The Hawk gives golf the personality it’s missing
HOLLYWOOD HAS NEVER MET A SLOW SPORT IT COULDN’T punch up. Golf, a game built on quiet walking and polite applause, has inspired some of the funniest movies ever made. Caddyshack turned a country club into anarchy. Happy Gilmore gave the game a slap shot. Dean Martin and Jerry Lewis wrung a whole picture out of it with The Caddy, Katharine Hep- burn and Spencer Tracy made the sport fl irtatious in Pat and Mike, and even reverent entries like The Legend of Bagger Vance made golf grander than real life. Netflix comedy series The Hawk is the latest entry, and it might be the most convincing argument yet that golf’s image problem isn’t the game itself. It just needs some personality. And when you’re talking about personality, there’s no bigger one in comedy than Will Ferrell. He stars as Lonnie Hawkins, a pro golfer trying to claw back the fame he had at his 2004 peak. Full disclosure: My grandmother owned a golf course and nothing ever convinced me the sport isn’t boring. Ferrell didn’t argue. “That’s what kind of drew me to this idea, is that
BY H. ALAN SCOTT
HIGH, LOW + E VERY THING IN BE T WEEN
it is such an infuriating game,” he told Newsweek. “You’re just hit-
ting a little white ball for hours at a time. To try to be perfect and
you can’t be perfect and you know you’re not gonna be perfect. So
why? Why do you continue to play?” Then, the closing argument:
“I do know this. Golf can be fun, OK?”
The show’s real innovation is Lonnie, with his signature drink
Lonnie Juice, a colorful camper and outfi ts that could stop traf-
fi c on the back nine. In a sport that dresses its stars in neutrals,
Lonnie proves golfers can be as loud and watchable as any NFL
or NBA star. “I just love the fact that he’s still holding on to the
dream,” Ferrell said. “It’s just fun to play narcissists, and yet Lon-
nie’s not the worst guy but he’s not the best.”
His castmates make the case for the sport itself. “Golf to me
has it all. It has tragedy, it has humor,” said Luke Wilson, who
plays rival pro Golden Fisk. Jimmy Tatro, who plays Lonnie’s
golfer son Lance, insists the boredom is an illusion: “There’s some-
thing going on at all times.” Fortune Feimster, who plays Lonnie’s
new caddy Sam, has her own theory: “I just assume that men
took up golf to get away from their families,” she said with a laugh.
There’s also a reunion happening in The Hawk that comedy
fans should not overlook. The series marks the fi rst scripted
project to pair Ferrell and Molly Shannon since 2006’s Talladega
Nights: The Ballad of Ricky Bobby, and the chemistry is basically
family at this point. “Will knew my dad really well, I’m really close
to Will’s mom and dad, so
it really feels like family,”
Shannon said. She plays
Stacy, Lonnie’s estranged
wife. “Working with Will is
just the best.”
“It feels like a guy you
want to really root for in
life,” Feimster said of Lon-
nie. Tatro was blunter:
“It looks like a guy you
can dress as for Hallow-
een. That makes for a
great character.”
Pro golf has spent
decades being the quiet-
est show in sports. Maybe
Lonnie will inspire some of
the pros to find their own
juice, so to speak.
H. Alan Scott is a Newsweek senior editor and host of The Parting Shot podcast. Follow them everywhere @HAlanScott
COLLEEN E HAYES/NETFLIX [2]
Boys Keep Swinging Love Island’s bromance beat romance this summer
➽ Every summer, straight men begrudgingly watch Peacock’s Love Island with their partners. But this season, male viewers had something besides betting market odds to root for: bromances. While the reality show is about fi nding romantic connections, the friendships between women often become the central love story. But this season, the men were the villa’s main characters. Together, they made breakfast for their girls, cheered each other during steamy challenges and held deep discussions. When Corbin Mims got dropped, he was more upset about not seeing
BEN SYMONS/PEACOCK; PARAMOUNT PICTURES [2]
The Jackass crew just might have the cure for America’s male loneliness epidemic
➽ We’re dealing with a male loneliness epidemic in the United States, and the men of
Jackass, a franchise which began as an MTV series, just might have the cure. According
to the Survey Center on American Life, only 27 percent of American men say they have
six or more close friends, down from 55 percent in 1990. In other words, having a crew
is increasingly rare, a real problem with seemingly few solutions. Yet somehow, Johnny
Knoxville and the men of the Jackass franchise have not only maintained their bonds for a
quarter of a century, they’ve enhanced them.
In their latest fi lm, Jackass: Best and Last, the crew celebrates their 25th
anniversary, looking back at decades of antics and injuries. But when you look
beyond the mayhem, one thing is clear: These men love each other and are
there for each other. Knoxville might say in the fi lm that “we haven’t learned
a goddamn thing” through all their shows and movies, but the lesson they’ve
learned, and the one we can take from them, is actually pretty clear: Male
friendships matter. But when it comes to Jackass, that’s a lesson that should be
taken metaphorically, because the “don’t try this at home” of it all absolutely
should be taken literally.
his boys every day than missing out on the $100,000 grand prize. Unfortunately, the men were not always so wholesome with the women sharing their beds. Movie night was a turning point of the season, when islanders watched unseen footage of disrespectful behavior, including the blatant lies from the ironically named Sin- cere. While it was a tough watch, holding each other accountable and apologizing showed signs of positive masculinity. Growth! In an era of rampant male loneliness, it was refreshing to see young men be vulnerable and silly. So often, men neglect each other’s feelings and don’t listen or provide the emotional support that’s customary in female friendships. The breakout relationship of this season was undoubtedly between fi nalists Zach Georgiou and Bryce Alakai. Their friendship grew into something border- ing on homoerotic; holding hands, snuggling under the covers and stretching out hamstrings. The infamous “girth check” under their swim trunks fueled fan-made video compilations of their interactions, amassing hundreds of thousands of views on TikTok. But the feelings Alakai caught early on for Trinity Tatum never wavered, and America believed in their love story enough to crown them the winners. At 30 years old, it’s no surprise he came out on top, proving that a fully formed frontal lobe goes a long way on a cast of 22-year-olds. When the reunion airs on August 31, men at home will hopefully take away that being a good guy pays off , and that some of the best relationships lie on the other side of their emotional ineptitude.
CONTENT BY THE WORLDFOLIO Japan’s Builders Rethink Construction for New Realities
J
Japanese firms are reshaping construction through 3D printing, labor-saving technology and Asian expansion. BY DANIEL DE BOMFORD
apan’s construction industry is shifting from expansion to adaptation, as aging infrastructure, labor shortages, ris- ing costs and overseas growth drive innovation in mainte- nance, mobility, digital platforms and 3D-printed housing models. RAIZNEXT begins with the infrastructure Japan already depends on. Its role is to keep refi neries, petrochemical plants, stor- age tanks and manufacturing assets safe as they age and become more important to energy security. President and Representative Director Teruhiko Mouri described the new standard clearly: “As facilities age and become more strategically important, the quality and sophistication of maintenance work must continue to improve.” The same logic is brought into cities by Hitachi Building Systems Co., Ltd., where elevators, escalators and building systems shape daily life. As Japan faces higher costs and fewer workers, the com- pany is using data, AI and robotics to make buildings more effi cient. “This applies not only to the operation of the elevator itself, but also to how it is installed and maintained,” President and Representative Director Takeshi Yamamoto said. Reliable machinery remains es- sential even as construction becomes more digital. Toyo Kensetsu Kohki Co., Ltd.’s rebar processing equipment is built for precision, durability and after-sales support in markets where downtime can
Rebar Processing Excellence
apanese manufacturing is known for craftsmanship, reliability, and uncompromising quality. Toyo Kensetsu Kohki brings these strengths to rebar processing, developing machines built for Japan’s demanding construction industry. “Because rebar is delivered just before construction, machine reliability is critical,” said President Ryoichi Hata. “Even brief downtime can delay projects and result in major losses.” As India continues to expand its infrastructure, demand for durable and ef- fi cient rebar processing solutions continues to rise. Designed for demanding job sites, Toyo’s TBS-25- NC4RV automatic rebar bending machine delivers high productivity, stable performance, and consistent quality while reducing labor and improving workfl ow. Built to last up to 30 years, its machines off er an outstanding cost-to-performance ratio, making them a reliable long-term investment. Proven in Japan’s Shinkansen construction projects, Toyo’s rebar processing machines have consistently delivered reliable performance. The company will showcase its machines at upcoming exhibitions in India. Alongside reliable equipment, Toyo is expanding its sales and service network across Asia to provide responsive technical support and after-sales service. By combining Japanese engineering with local expertise, the company aims to become a trusted long-term partner for customers throughout Asia.
“We’ve continuously refined our products and services based on direct customer feedback, ensuring reliable performance and long-term value for our customers.”
stop a project. The company’s strength, President Ryoichi Hata said, comes from experience: “Over the past 67 years, we’ve continuously refi ned our products and services based on direct customer feed- back.” SpiderPlus & Co. addresses the daily ineffi ciencies of con- struction sites. Its platform turns drawings, inspections, photos and reports into shared data, helping contractors work faster and with clearer accountability. President and CEO Kenji Ito said the product was designed for workers with limited IT experience, guided by one principle: “If it isn’t simple, it won’t be used.” Lib Work Co., Ltd. applies that need for productivity to housing. As Japan’s skilled carpenters age, the company is using digital plat- forms and 3D printing to make homes more aff ordable and less de- pendent on scarce labor. President and CEO Chikara Seguchi said the goal is to “help reduce costs, raise productivity, and create sys- tems that make it possible to build effi ciently.” V3D Asia Inc. brings Japan’s construction strengths to Southeast Asia, where housing demand is high and cost matters. By locally sourcing materials and developing simple, rugged, structured print- ers, their model responds ideally to the local demand. Kazuhiro Ono, CEO and group chairman, said, “By combining material science with robotics, we created a solution that integrates both technolo- gies and enables new approaches to construction.” Sharp Energy Solutions Corporation starts from the country’s most basic challenge: energy security. “I have always believed that solar power can become Japan’s equivalent of an oil fi eld,” President and Representative Director Hirozumi Gokaku said. From roof- tops to space-grade solar cells, Sharp is treating renewable energy as infrastructure.
Value Chain Global
ti
d
parent switches on the kitchen light before sunrise, starts the kettle and checks the weather while the house slowly comes to life. These moments once relied on burning fuel at stations miles away, but now, they can be powered from the family’s roof. Solar en- ergy is becoming part of the everyday power people depend on, help- ing keep homes, workplaces and communities moving with cleaner electricity. As climate change action and recent supply shocks driven by geopolitical tensions spur renewable energy development and adop- tion, Sharp Energy Solutions Corporation has brought Japan’s advanced technology to Southeast Asia and all the way into space. President and Representative Director Hirozumi Gokaku said that en- ergy security is no longer just an environmental concern: “It has become directly tied to energy security, industrial competitiveness and the long- term stability of national economies.” The company brings more than six decades of solar expertise to a global market seeking cleaner, smarter power. From residential rooftops and factory installations to megawatt-scale solar plants, storage batteries, HEMS (Home Energy Management Systems) and after-sales ser- vice, Sharp off ers an integrated value chain built on Japan quality. Its capabilities span engineering, procurement and construction (EPC), independent power producer (IPP) and operation and maintenance (O&M), with rigorous in-house testing designed for long-term performance in demand- ing environments. In Asia and beyond, Sharp is positioning solar as practical infrastruc- ture for decarbonization, energy security and sustainable industrial growth.
te
From Japan to the World The company’s Southeast Asia strategy is a comprehensive, regional energy- services model. It builds, operates and main- tains solar farms, while support- ing corporate decarboniza- tion through rooftop solar, adapted to
each country’s regulatory and infrastructure en- vironment. It has already completed projects in Thailand, Vietnam, Indonesia and the Philippines, the latter of which Gokaku describes as one of the markets becoming increasingly attrac- tive in the region. “The Philippines has been relatively open to foreign manufacturers and in- ternational participation, and I believe that openness creates signifi cant long- term potential,” he said. As an island na- tion, the decentralized nature of its electric- ity grid makes it well-suited for renewable energy, which can provide greater access to energy, stability and resilience. “We are already building relationships and partner- ships within the country, and through those networks we believe we are in a position to develop broader value chain activities, includ- ing EPC and PPA (Power Purchase Agreement) businesses,” Gokaku said. He believes that while other Southeast Asian countries require careful localization, the op- portunities are still signifi cant.
the lat
Space, the Final Frontier Sharp’s collaboration with JAXA gives its solar business a distinctive frontier. Certifi ed for space use since 1972, Sharp’s high-reliability cells have powered about 190 satellites and sup- ported missions including JAXA’s SLIM lunar lander. That record in radiation, temperature extremes and weight-sensitive design re- inforces Sharp’s broader promise of solar technology engineered for the toughest environments. Its extraplanetary ambitions have very real eff ects on the ground, with the technology developed helping to create the next generation of more effi cient panels. For a family and their community, that means greater energy independence and a brighter future.
and consistency. The company is also working toward the development and implementation of robots to automate the installation itself. In terms of AI, he sees it tied intrinsically to the evolution of elevators. “One concept we are exploring is the development of AI-driven robotic elevators,” he said. “These systems would be able to communicate with users, optimize their operation in real time and even perform self-diagno- sis.” Eventually, systems could predict and identify faults and take action to autonomously respond to issues.
From East Asia to Wider Growth Hitachi expanded into Asia through overseas construction projects led by Japanese companies and established local subsidiaries and operating bases. Starting in Hong Kong in the 1960s and Singapore in the 1970s, the company established subsidiaries in Thailand, China, India, the Philip- pines, Myanmar, Cambodia and Vietnam. The company’s growth has been particularly strong in neighboring countries. “We have achieved the number one market share in China, the world’s largest elevator market, for eight consecutive years, and also hold the top position in Taiwan. These achievements refl ect our strong global competitiveness.” Yamamoto said. Now, it looks to emulate its strategy in ASEAN.
The Changer of Building Systems Yamamoto said Hitachi Building Systems is pursuing two directions: the evolution of elevators through technology and integration with Hitachi Group’s broader capabilities, including energy systems, security plat- forms and digital technologies. When asked how he defi nes the company, he summed it up simply: “We are transforming building systems.”
Maintenance Leadership
S
maintenance, sustainable engineering and a clearer investor strategy. BY DANIEL DE BOMFORD AND QUENTIN LANGE Q
and miles of piping form the backbone of Ja- pan’s industrial economy. For RAIZNEXT, keeping that infrastructure run- ning safely is a growth business. The plant engi- neering and maintenance company supports facili- ties across the full lifecycle, from design and construc- tion to daily maintenance, re- pair and renewal. Its strength lies in close customer contact at operating sites, where recurring maintenance work creates a stable base and often leads to larg- er modernization, revamping and construc- tion projects. President and Representative Director Teruhiko Mouri said that the plant lifecycle model is central to RAIZNEXT’s value. “We are involved in every stage of the plant lifecycle, from feasibility studies, design, procurement, construction, and
Medium-Term Manage- ment Plan builds on that foundation. The company is targeting ¥195 billion ($1.2 billion) in net sales, ¥16.3 billion ($100.7 million) in operating income and ¥11.2 billion ($69.2 million) in net income for fi scal 2028, with ROE of more than 10 percent. Its strategy centers on expanding orders from existing custom- er sites, capturing demand tied to decar- bonization-related investment and increas- ing supply capacity through recruitment, M&A, digital transformation and mechani- zation. The plan refl ects Japan’s changing industrial landscape. Aging plants, stricter reliability needs, labor shortages and ener- gy-security concerns are raising the value of companies that can execute complex maintenance and construction work safely. RAIZNEXT has also sharpened its share-
16/3
startup maintenance and eventual plant dismantling and removal. Rather than focusing solely on build- ing facilities, we remain engaged throughout their operational life.”
its fi scal 2025 dividend of ¥117 per share as the minimum annual dividend and will pay based on the higher of a 60 percent consolidated payout ratio or 7 percent divi- dend on equity, giving investors a clearer framework for stable returns. Sustainabil- ity is another pillar. Under its philosophy of “Support Industrial Infrastructures, Create a Prosperous Future,” RAIZNEXT is pursuing carbon-neutral projects, emissions reduction,
RAIZNEXT Former Shinko Plantech
Millions of Yen Millions of Yen
Net sales Operating income (right axis)
Net sales Operating income Right axis 18.000
18,000
180.000
180,000
150,000
15,000
150,000
15,000
120000
120,000
12,000
12,000
90,000
9,000
90,000
9,000
60,000
60,000
6,000
6,000
30,000
30,000
3,000
3,000
△30,000
△3,000
0 Mar 2016 Mar 2026
00/3
01/3
02/3
03/3
04/3
05/3
06/3
07/3
08/3
*Calculated 10-year average growth from Mar 2016 fiscal year.
ment, diversity, compliance and informa- tion security. Mouri said the company’s role will expand with industry itself. “Whether the future involves new energy systems, advanced materials, semiconductors, or other technologies, those industries will re- quire storage, manufacturing facilities, and maintenance support.”
09/3
10/3
11/3
12/3
13/3
14/3
15/3
17/3
18/3
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21/3
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25/3
26/3
J
apan’s construction in- dustry faces a paradox. While demand for infra- structure maintenance remains high, an aging population is cool- ing new demand and shrinking the labor pool. V3D Asia Inc. is turning these obstacles into the foundation for new construction models that use 3D construction printing technology to improve effi ciency, reduce costs and ex- pand overseas. V3D Asia’s approach com- bines materials science with ro- botics. The company began with cement-reducing nano-carbon technology and durable plastics that maintained strength after recycling. “Our strategy is built around the two main advantages of 3D construction printing: ef- fi ciency and free-form design,” Kazuhiro Ono, CEO and Group Chairman, said. This approach allows the company to compete in markets like Malaysia, where demand for luxury housing is high, and Indonesia, where vol- ume is required. “Our goal is not only to democratize 3DCP tech- nology to meet this demand, but to transform exactly what the houses of the future will look like,” Ono said. Trust is vital when enter- ing new, foreign markets. V3D — through its commercial real
estate arm, Nuvah — has made inroads in Malaysia by working with SIRIM Academy to cre- ate the nation’s fi rst industry standard for 3D construction printing. These standards are crucial for credibility, helping regulators, developers and buy- ers treat 3D housing as bank- able and scalable, rather than purely experimental. Dr. Mohd Bakri bin Jali, the covering CEO of SIRIM Acade- my Sdn. Bhd. said that industry standards are critical in support- ing safe and structured adoption of emerging construction tech- nology. “Through this collabora- tion with V3D Asia and Nuvah, SIRIM Academy brings its expertise in industry-standard development, training and certi- fi cation to support the establish- ment of a credible and practical framework for 3D Construction Printing,” he said. This initia- tive, he believes, will strengthen confi dence, encourage innova- tion and facilitate conformity in
assessment and certifi cation. V3D Asia and Nuvah are posi- tioning 3D construction as a re- gional platform. Their mid-term strategy combines proprietary technology, local printer manu- facturing, real estate develop- ment, participation in standards and future deployment of 3DCP systems and robotic arms for rental. The ecosystem appeals to investors seeking scalable ex- posure to Southeast Asia’s hous- ing and construction gaps and provides the company with mul- tiple revenue streams. Through its collaboration with Universiti Malaya, V3D Asia aims to help train the next generation of Ma- laysian 3D-printing construc-
tion specialists, reinforcing its “De- signed in Japan, Built in Malaysia” model with local expertise. That could help create a domestic base of specialized en- gineers, operators and project manag- ers capable of turn- ing 3D concrete printing from im- ported technology into an industry capability. By cul- tivating a complete 3DCP eco- system in partnership with the government,” Ono noted. “We will accelerate industry-wide
adoption and cement Malaysia’s position at the forefront of auto- mated construction.”
SPIDER+ Drives Construction DX Across Fast-Growing ASEAN Markets
A
cross ASEAN, construction contin- ues to accelerate, becoming larger and demanding proven quality. For Spi- derPlus & Co.’s platform, SPIDER+, the answer is localization, building agile digital infrastructure that fi ts the way people al- ready work. SPIDER+ has been developed through boots-on-the-ground work on-site in Japan, in collaboration with those who will actually use it, and through hands- on verifi cation with local teams. It needs to be simple enough to use every day, but powerful enough to change how projects are managed.
Paper-based workfl ows, handwritten re- ports, photos and records that rely on memory are still common on worksites and create risks and ineffi ciencies. SPIDER+ turns ordinary site actions into structured data. Drawings, photos, inspection notes and corrective records are kept on one platform, giving owners, contractors and consultants a shared view of progress and quality. Its analysis feature reduces rework, contributes to shortening construction pe- riods, clarifi es accountability and prepares data-driven improvements for subsequent construction phases.
SPIDER+ is helping ASEAN construction teams turn daily site work into
transparent, practical and scalable digital management.
BY DANIEL DE BOMFORD AND CIAN O’NEILL
The value becomes especially clear where traffi c and infrastructure gaps make site visits diffi cult. For managers overseeing multiple projects and quality control teams, remote instruction and verifi cation allow them to check conditions, issue directions and confi rm corrections without always being physically present. For multi-skilled workers, who often move across trades, the same platform supports fl exible, practical work rather than imposing a rigid system.
Vietnam and the greater ASEAN market show how SpiderPlus & Co.’s approach is taking hold. Users cite easier photo man- agement, faster report creation, clearer cor- rection tracking and smoother information sharing among contractors, subcontractors and management. Its agility is proven in small and medium-sized projects, showing the system can adapt to everyday construc- tion, not only fl agship developments.
Already proven in the private sector, SpiderPlus & Co. is entering a new stage in the public sector. Discussions and pi- lot programs with ASEAN infrastructure authorities are exploring how digital con- struction management can support national standards. The company’s role is evolving beyond software provider to a partner that applies Japanese quality controls to local in- frastructure management. That leads to its longer-term vision, a shared data foundation and common lan- guage, linking public and private players across the industry. Its purpose is to make construction more transparent, accountable and effi cient. Founder, President and CEO Kenji Ito’s belief remains the guide: “If it isn’t simple, it won’t be used.” In ASEAN, that simplicity may be what turns DX from an imported concept into a common lan- guage on the ground.
“If it isn’t simple, it won’t be used.”
Kenji Ito President and CEO, SpiderPlus & Co.
Future Through 3D Printing
S
“Lib Earth House model B” Living Room Interior “Lib Earth House model B” Exterior View “Lib Earth House model B” Courtyard
ince Japan’s construction boom in the twentieth century, Japan has employed a “scrap-and-build” model, especially in housing. Economic and social incentives push people to tear down houses and rebuild from the ground up rather than reuse dwellings. Now, as demographic and economic pressure intensify, a weak yen, re- liance on imported materials and a shrink- ing construction workforce, Lib Work Co., Ltd. off ers a new model, 3D printed houses made from natural materials. President and CEO Chikara Seguchi said that Japan needs to move away from scrap and build houses that remain useful for longer and can be renewed rather than discarded. This is both a challenge and an opportunity for the sector. Seguchi believes that the sector should preserve what is valu- able, introduce thoughtful adjustments that create new value and allow those buildings
Mixing 3D printing materials
3D printing process
A sample of the 3D printing material
Fire resistance test
Lib Work is transforming the housing sector with 3D printing and digital
transformation in an era of shif ing demand.
1. 2. 3. 4.
BY DANIEL DE BOMFORD AND QUENTIN LANGE Q
to be reborn. Lib Work is pursuing digital transformation (DX) across the entire hous- ing value chain, from the construction itself to customer acquisition and planning. As skilled construction workers age out of the industry, Seguchi sees traditional housing construction becoming akin to works of art, out of reach of average buyers and requir- ing the specialized skills of a limited num- ber of professionals. “That is precisely why we believe new technologies are necessary,” he said. “This includes 3D-printed housing, and it also includes digital transfor- mation more broadly.” 3D-printed housing off ers clear advantages, lower labor require- ments, increased effi ciency and lower carbon emissions. Fur- thermore, “physical AI” is advancing to the point that the production of the house
itself can be automated. Because it is made from natural materials rather than concrete, the process is far less carbon-intensive, and when the time comes for the structure to be dismantled, the materials return to the earth. Lib Work is also digitalizing customer ac- quisition processes, and Seguchi cited the company’s YouTube channel as evidence of shifting expectations. Rather than touring model homes, people looking to build are searching online. The company’s YouTube presence serves as the entry point.
“We want to help reduce costs, raise productivity and create systems that make it possible to build efficiently.”
Chikara Seguchi President and CEO, Lib Work Co., Ltd.
MEMORABILIA
PICTURE IT
Have you ever wanted to own a piece of Golden Girls history? Now you can. Julien’s Auctions is offering one of the show’s most iconic props: Sophia’s purse. Estelle Getty originally bought the purse for her audition, and it appeared in nearly every episode of the NBC sitcom, becoming central to the character and the show’s legacy. First auctioned in 2009 with Getty’s estate for $9,150, the purse is up for bid at Julien’s until August 12.
) g
CELEBRITY
THE BUCK STOPS HERE
In 2002, Rosie O’Donnell was offered $100 million to extend her popular talk show but turned it down. Why, you ask? “I was like, ‘Because I already have that money,’” she told Page Six exclusively. “And if I think I need more, something’s wrong with me.” The comedian went on to make waves on ABC’s The View and is currently doing a limited off-Broadway run of her one- woman show Common Knowledge.
I THINK I NEED MORE, SOMETHING’S WRONG WITH ME.”
ROSIE O’DONNELL
REGISTER
W H A T ’ S O N O U R R A D A R T H I S W E E K
MUSIC
SO YESTERDAY
For millennials who grew up with Hilary Duff, this is what dreams are made of. The actor and singer—who for years distanced herself from her Disney child- hood stardom’s music and Lizzie McGuire character—is leaning into her younger era. Duff’s Lucky Me tour is offi cially promoting her new album luck...or something, but fans are showing up to relive their childhood memories.
RECORDS
BALD AMBITION
Pitbull set a Guinness World Record for the largest gathering of people wearing bald caps when 22,141 fans came together during his performance at the British Summer Time festival in London on July 10. Fans often dress up like the Miami-born singer, don- ning bald caps and sunglasses, earning them the nickname “Bald-Es.” Mr. Worldwide himself thanked those who showed up, saying without them, there would be “no Pitbull, no movement, no revolution.”
SPORTS
VICTORY LAP
The ESPYs, aka the Oscars for sports, made it offi cial: Everyone is still riding high on the New York Knicks after their NBA champi- onship win, the team’s fi rst title in 53 years. With Karl-Anthony Towns and co named Best Team at the ESPN awards show, it’s the cherry on top of a stellar year for a fanbase that has waited (and suffered) long enough. Here’s hoping they don’t make us wait another half century for a sea- son like this one.
KEVIN MAZUR/GETTY IMAGES FOR W+P; BRYAN STEFFY/FILMMAGIC/GETTY; STEVEN LAWTON/FILMMAGIC/GETTY; JAMIE MCCARTHY/GETTY; WALTER MCBRIDE/CORBIS/GETTY; MATTHEW BAKER/GETTY
I don’t know about you, but I hate changing the clocks. My oven has been show- ing the wrong time since the Obama era. Now Trump (and the House) want to do the job for us. On July 14, the House voted 308-117 to keep most of America on daylight saving time all year. News- week produced a straightforward map showing what effect this would have. Strangely, it ignited some- thing of a debate through our Fairness Meter. Seventy-seven percent of readers rated the article fair, but 18 percent said it leaned right. I wonder if one of those was the sole reader rating us from Sval- bard, the remote archipelago between Norway and the North Pole that’s either plunged into darkness or bathed in round-the-clock sunshine. In any case, that 18 percent might be on to something. It’s all about the innocuous phrase “usable daylight.” Permanent daylight saving time takes an hour of winter light from Americans who simply have to be somewhere and gives it to Americans who need to totally, like, do something. Morning sun is useful to medical workers, warehouse workers, roofers and children waiting for school buses. Evening sun is useful to Scottsdale golfers, Westchester lacrosse parents, Brooklyn creative directors enjoying alfres- co dining and Washington lobbyists discussing the dignity of work at rooftop receptions. It’s not as if America hasn’t tried this before. In 1974, Richard Nixon put the country on year- round daylight saving time during the energy crisis.
SUN DON’T SHINE Permanent daylight saving time is class warfare around the clock
BY CHRISTOPHER ROBERTS
Congress promised lower electricity use, safer roads and less crime. The law also praised the “expanded economic opportunity” created by extending daylight into peak shopping hours. Here’s what happened: Dark mornings forced schedule changes in 44 percent of school districts. Eight children were killed in traf- fic accidents in Florida. Construction employers objected to sending crews out before sunrise. Estimated elec- tricity savings were—wait for it—0.75 percent in January and February. Con- gress retreated before the year’s end. Let’s be honest. Republicans have the more transparent case: later sun- sets are good for golf courses, restau- rants and retailers. Democrats have to resort to calling the same arrange- ment “stability,” whatever that means. The left-wing solution would be permanent standard time, later schools, flexible shifts and a shorter work- ing day. Make faceless institutions and corporations adapt to human bodies for once. Naturally, that would require confronting employers, so it’s off the table. Permanent daylight saving time does not save daylight. It simply redistributes it upward. Another triumph for our bipartisan clock watchers.
FACELESS INSTITUTIONS AND CORPORATIONS ADAPT TO HUMAN BODIES FOR ONCE.
Christopher Roberts is Newsweek’s vice president,
publishing & subscriber strategy.
Email him at c.roberts@newsweek.com
NEWSWEEK/MAGNIFIC
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Newsletter Editor Alex Backus Newsletter Producers Megha Mishra, Alan Scott Senior Editors, Alice Gibbs, Aliss Higham, Alyce Collins, Amakusa Rehabilitation Hospital
结论： ❌ 翻译质量评估未通过 (Quality Audit Failed)
## Page 1 之前出现了一大段与原文完全无关的英文列表（如 "Statista, Academic Richard Heydarian, Accountability Gap Agents..." 等）。这些内容在源文件中不存在，属于严重的生成幻觉或缓存污染。[!WARNING] 翻译质量评估未完全通过... 及其后的错误分析。这显然是翻译流程中的内部清理/评估标签，被错误地作为最终交付内容输出。NEWSWEEK.COM | 1 译文被处理为 N EWSW EEK .COM | 1 (1) (2)，出现无意义的数字重复。RM80 (80), KD3.00 (3), LL10,000 (000)。这破坏了数据的原貌且无意义。1974, 年（多了一个逗号）和 44 percent (未翻译为百分比) 等格式不统一问题。Age-Free Life Korien, neyagawa, osaka, kansai 等）完全保持英文，未进行翻译。本次翻译存在严重的结构性崩溃。不仅出现了严重的幻觉（无关文本），还大规模删减了原文档的名单和方法论核心数据。该版本不可用于交付。