With the sustained growth of the economy and significant changes in social demographics, the issue of elderly-related diseases has increasingly drawn attention, particularly. Alzheimer’s disease (AD), as a representative disease of neurodegenerative diseases, has become a major challenge, affecting the health and quality of life of the elderly population severely. In recent years, the incidence, prevalence and mortality rates of AD have increased in China, imposing substantial economic burdens on families, society and the entire healthcare system. To proactively address this challenge and respond to the national ‘Healthy China Action’ initiative, leading experts from authoritative institutions jointly authored the China Alzheimer Report 2025. Building on previous editions, this report updates epidemiological data on AD in China, thoroughly analyses the latest economic burdens of the disease and comprehensively evaluates the current status of AD diagnosis and treatment services, as well as the allocation of public health resources in our country. Its release reflects China’s progress in AD research and prevention, underscores societal concern for elderly health and aims to provide scientific guidance and data support for AD prevention, diagnosis and treatment. It also facilitates academic exchanges and cooperation, enhancing public awareness and promoting active participation in elderly healthcare, towards achieving ‘healthy ageing’ in China.

Does the way the team manager listens affect the quality of listening of the entire team? A new study conducted by Dr. Osnat Bouskila-Yam of the Baruch Ivcher School of Psychology and the Arison School of Business at Reichman University, together with Prof. Nurit Zaidman of the Department of Business Administration at Ben-Gurion University of the Negev, reveals for the first time a direct and significant link: the manager's listening style determines the listening climate in team meetings. When the manager provides team members with “solo” speaking opportunities, avoids interruptions, and demonstrates emotional attentiveness, they foster open, deeper, and more effective dialogue. In contrast, partial listening, a lack of authenticity, or a tendency to interrupt damages the overall quality of listening of the entire team.