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Why South Korean women are drinking more while men cut back SEOUL, July 28 (AJP) — Grabbing a beer after work, unwinding with a glass of wine while watching Netflix or sharing a highball with friends has become a familiar scene in South Korean dramas. Increasingly, it is reflecting real life. Every evening, Kim Ji-hyun, a 45-year-old office worker in Ilsan, pours herself a glass of wine or mixes a highball before settling in with Netflix. Her husband sometimes joins her. "It's not that I drink because of stress," she said. "It helps me relax, and it feels like a pleasant way to finish the day." Ironically, she now drinks less than she once did at company dinners, where heavy drinking has become less common. Instead, drinking has quietly moved into the home. Kim's routine bears little resemblance to the repeated heavy drinking measured by public health officials. But it illustrates a broader cultural shift: alcohol has become more varied, more accessible and more seamlessly woven into everyday life for many South Korean women. New government data suggest that shift is extending beyond casual drinking. A health behavior analysis released Monday by the Korea Disease Control and Prevention Agency (KDCA), based on the 2025 Community Health Survey of about 230,000 adults aged 19 and older, found that women over 30 are drinking heavily more often than a decade ago even as men steadily cut back. The sharpest increase came among women in their 40s, whose high-risk drinking rate rose from 5.8 percent in 2016 to 7.6 percent in 2025. Women in their 30s also saw the rate climb from 6.8 percent to 8.1 percent, while women in their 50s and 60s posted more modest increases. Women in their 20s were the only exception, with the rate falling from 9.2 percent to 7.5 percent. The KDCA defines high-risk drinking for women as consuming at least five alcoholic drinks on one occasion at least twice a week. For men, the threshold is seven drinks. Men moved in the opposite direction across every age group. High-risk drinking among men in their 20s fell 41.6 percent over the decade, the steepest decline of any male age group, while the rate among men in their 30s dropped 36.1 percent. Men nevertheless continue to drink substantially more in absolute terms. Nearly half of men in their 30s, 40s and 50s reported binge drinking at least once a month in 2025, while more than one in five men in their 40s and 50s qualified as high-risk drinkers. South Korea's overall monthly binge-drinking rate stood at 33.7 percent in 2025. According to the OECD's Health at a Glance 2025, the country ranked fifth among 27 member economies with comparable 2023 data, although survey methods differ across countries. The figures raise a bigger question than who drinks more: why are women's drinking habits changing while men's are becoming more moderate? Beyond workplace stress One popular explanation is straightforward. As more women have entered the workforce, they have also become more exposed to Korea's long-standing drinking culture while balancing careers, child care and household responsibilities. Kim Yoon-tae, a sociology professor at Korea University, argues the answer is more complicated. "It is difficult to attribute the increase solely to stress," Kim said. Instead, he sees several social changes unfolding simultaneously. The first is women's expanding participation in economic and social life. More women now attend company dinners, professional networking events and social gatherings where drinking remains an established way of building relationships. "As women's economic and social participation has expanded, there may be more occasions when they drink at workplaces or social gatherings," Kim said. "In Korea, drinking remains a strong part of social culture and can be used to increase familiarity." The second is a profound shift in how and where people drink. South Korea's growing number of single-person households has normalized honsul—drinking alone—while convenience stores have become major retailers of alcoholic beverages. At the same time, wine, highballs and ready-to-drink cocktails have broadened alcohol's appeal beyond the traditional soju-centered drinking culture. "Drinking no longer simply means soju," Kim said. "Wine and highballs have become popular, and more people drink alone, whether they are feeling good or bad." A third factor may be the double burden many women face as they juggle careers with child care and household responsibilities. Kim acknowledged that stress likely contributes to higher drinking among women in their 30s and 40s, but argued it represents only one part of a broader cultural transition. "Drinking is not an appropriate way to relieve stress," he said. "It does not resolve stress and may ultimately make things worse." Popular culture reflects the same shift. The TVING series Work Later, Drink Now, which became a surprise hit after premiering in 2021, follows three women in their 30s whose friendships revolve around sharing drinks after work. Alcohol is portrayed not as an act of excess but as an ordinary ritual—a way to unwind, console one another and mark the end of another demanding day. The series cannot explain why more women are drinking heavily. It does, however, capture a cultural change in which alcohol has become a familiar part of women's everyday routines rather than a predominantly male social ritual. The KDCA's own findings also complicate a simple workplace-stress narrative. Monthly drinking and binge drinking were most common among office workers. High-risk drinking, however, was highest among people in craft and elementary occupations. Likewise, college graduates recorded the highest rates of monthly drinking, while high-risk drinking was most prevalent among high school graduates. Adults reporting stress were 1.12 times more likely to qualify as high-risk drinkers than those reporting lower stress levels. But the analysis covered adults overall, not women specifically, making it impossible to conclude that stress alone explains the increase among women over 30. The government data cannot fully explain why repeated heavy drinking has become more common among a subset of South Korean women over 30. What they do show is that South Korea's drinking culture is evolving. As after-work drinks migrate from mandatory company dinners to living rooms, wine glasses increasingly replace soju bottles, and women become more visible participants in drinking culture, the country's traditional image of who drinks—and why—is changing alongside society itself. July 28, 2026 17:45 -
National Safety Commission Launched to Protect Citizens' Lives The government launched the National Safety Commission on July 28, chaired by President Lee Jae-myung.The Ministry of the Interior and Safety announced the commissions inaugural meeting held at the Government Seoul Building.The commission was established under the Regulations on the Establishment and Operation of the National Safety Commission, which was enacted in May. It serves as the highest body to review major national policies aimed at enhancing citizens safety rights and creating a society that values life.The first meeting was co-chaired by Yoon Ho-joong, Minister of the Interior and Safety, and Baek Jong-woo, a professor at Kyung Hee University and president of the Korea Suicide Prevention Association, in place of President Lee.This launch signifies the activation of a national implementation system to translate the safety rights outlined in the Basic Law on Life Safety into actual policies. The institutionalization of safety rights has been a long-standing demand from bereaved families and civil society following the Sewol ferry disaster, with legal grounds established by the enactment of the Basic Law on Life Safety on June 2.The commission will comprehensively review and coordinate life safety policies that have been dispersed across various ministries. It will monitor and facilitate the implementation of measures related to life safety, particularly identifying safety blind spots and incorporating external perspectives from appointed members to enhance departmental strategies.The commission will have four subcommittees focusing on life safety, disaster safety, public safety, and victim support, which will review issues specific to each area.Minister Yoon stated, With the enactment of the Basic Law on Life Safety, the citizens right to life and safety has become a rightful claim that the state must protect. The commission will ensure that this right operates effectively in practice.He added, We will unify the safety policies that have been scattered across various ministries under a single standard of protecting citizens lives, shifting from post-incident recovery to a prevention-focused approach to fulfill the states fundamental duty to safeguard life and safety.Vice Chair Baek remarked, The inception of the Basic Law on Life Safety reflects the desire of disaster victims and their families to create a society where no one has to endure the pain of repeated disasters. Through the National Safety Commission, we will foster communication and cooperation between the government and the private sector to minimize preventable deaths and damages.* This article has been translated by AI. July 28, 2026 17:01 -
Indian Youth Protest Forces Modi Government to Yield, Resulting in Minister's Resignation In India, a youth protest that began as an online satire movement has forced the resignation of a key minister in Prime Minister Narendra Modis government, creating a political stir.After 12 years of long-standing rule, the Modi administration, which has rarely backed down under pressure from civil society, has made an unusual concession in the face of collective action from Generation Z.On July 27, CNN reported that the newly formed Cockroach Peoples Party (CJP) led large-scale protests against the leak of university entrance exam questions, resulting in the resignation of Education Minister Dharmendra Pradhan.Thousands of protesters occupied central New Delhi for several days, demanding accountability for the exam leak and Pradhans resignation. They argued that the leak deprived millions of students of a fair opportunity.Following Pradhans resignation on July 25, celebrations erupted late into the night at Jantar Mantar, the protest site in New Delhi. Participants waved flags, danced, and sang, viewing the resignation as a victory for collective action.Pradhan, a close ally of Prime Minister Modi, had maintained his position despite various civil society protests since the Bharatiya Janata Party (BJP) came to power in 2014. His resignation is seen as an unusual concession from the BJP, which has built a strong image under Modis leadership.The protests are rooted in the accumulated economic grievances of the youth. India, with a population of over 360 million aged 15 to 29, has seen about 40% of college graduates under 25 unemployed, according to recent reports.Despite being one of the fastest-growing major economies in the world, many young people feel that national growth has not translated into job opportunities or upward mobility for individuals.The CJP originated from a satirical online movement created by Boston University graduate Abhijit Deepke. It quickly evolved into a platform representing the anxieties of youth regarding employment, governance, and social mobility.Protesters notably utilized Instagram Reels, videos, and memes to share real-time updates from the ground, rather than relying on traditional media. The scale of participation grew after police used tear gas and batons against protesters marching toward Parliament on July 20, with some calling for Modis resignation.After the government promised to consider additional demands, including compensation for families of students who took their own lives due to the exam leak, the protest leadership decided to suspend demonstrations on July 25. However, Deepke remarked as he left the protest site, This is not the end. We will meet again soon.CNN noted that Modi and the BJP still enjoy high approval ratings and strong electoral organization, with the next general election scheduled for 2029. However, analysts are watching to see if this incident could catalyze long-term political mobilization among the youth.* This article has been translated by AI. July 28, 2026 16:48
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KAIST Joins Microsoft’s Global AI Safety Research Program KAIST has become the only institution in South Korea selected for Microsoft’s global artificial intelligence (AI) safety research program, aiming to develop next-generation AI security and reliability technologies.On July 28, KAIST announced that Professor Son Su-el from the Department of Computer Science has been chosen as a research support recipient for the EXTRA (External Red Team Alliance) program, operated by Microsoft’s AI Red Team.EXTRA is a newly launched global research support initiative by Microsoft’s AI Red Team. It aims to validate the safety and security vulnerabilities of AI systems from various perspectives and to expand an independent AI safety research ecosystem. This program is significant as it broadens AI safety assessments beyond internal corporate evaluations to include universities and research institutions worldwide.Microsoft determined that as AI systems become more advanced, it is essential to comprehensively validate expertise across various fields, including cybersecurity, multilingual environments, regional and cultural contexts, AI alignment, and potential misuse. They concluded that a single organization could not adequately assess these risks, leading to the establishment of EXTRA.As part of this selection, KAIST will receive a research grant of $25,000 (approximately 37 million won) from Microsoft for research on AI safety, security, AI alignment, and responsible AI development. This funding will be provided in the form of a gift award, with no specific timeline for the research project, and will be utilized by Professor Son’s research team for their AI security and safety studies.EXTRA includes participation from over ten universities across six continents, in addition to KAIST. Microsoft plans to use this program to expand an independent AI safety research ecosystem and strengthen collaboration between academia and industry.Professor Son stated, As AI systems rapidly spread across society, ensuring not only performance but also safety and reliability has become paramount. Through our participation in Microsoft’s AI Red Team EXTRA, we aim to systematically analyze various security threats that may arise in real AI service environments and contribute to the development of AI technologies that everyone can use with confidence.* This article has been translated by AI. July 28, 2026 14:50
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Korea's middle-aged dads find an unlikely superhero in 'Agent Kim' SEOUL, July 27 (AJP) - As South Korean companies quietly push employees toward early retirement, millions of middle-aged office workers have found an unlikely superhero in a timid bank manager who secretly used to be one of the country's deadliest intelligence operatives. The latest hit K-drama "Agent Kim Reactivated," known in Korean as Kim Bu-jang, wrapped up its 10-episode run Sunday after becoming one of the year's biggest television successes. But its strongest following may have come not from young streaming audiences but from men in their 40s who saw something of themselves behind the show's punches and gunfights. Kim Hyun-soo, a 47-year-old office worker in Seongnam, never missed an episode. His company has been encouraging voluntary retirement, and several colleagues of similar age have already accepted the offer as employers quietly trim payrolls despite an economy buoyed by booming semiconductor exports and record stock prices. Lying awake at night, Kim often wonders when his turn will come. The drama gave him something reality could not. "I felt a sense of release," he said. Premiering to a nationwide audience rating of 9.5 percent — the strongest opening for a South Korean miniseries this year — the show finished with ratings exceeding 23 percent, according to Nielsen Korea. It also topped Netflix's global non-English television rankings for two consecutive weeks, drawing 10.5 million views during the week of June 29 and another 9.1 million the following week. Its appeal stretched well beyond one demographic. But for Kim and another office worker interviewed by AJP, the series became more than entertainment. It became wish fulfillment. Manager Kim, the show's protagonist, works in the accounting department of a small savings bank. He is a widowed father raising his daughter alone, quietly absorbing insults from colleagues while avoiding confrontation. Unknown to everyone around him, however, he and his two closest friends are former intelligence operatives who once carried out dangerous covert missions. When his daughter disappears, the three middle-aged men return to a world they thought they had left behind. The premise is simple but emotionally powerful. The ordinary "ajeossi" — a Korean term for middle-aged men often associated with being unfashionable, invisible or past their prime — turns out to be the most capable person in the room. Park Seong-min, a 42-year-old office worker in Gwacheon, found himself drawn to precisely that contrast. "The three characters don't even have impressive jobs," he said. "By some standards, they're losers." Yet he binge-watched the series almost without noticing the time. The action reminded him of the John Wick films, but the Korean setting and middle-aged protagonists made the story feel closer to home. "Since it's a Korean drama, there were parts I related to much more," he said. Unlike many Korean dramas, its heroes are neither wealthy heirs nor gifted young professionals. They wear office shirts instead of designer suits. They worry about mortgages and children instead of corporate takeovers. Society has already decided they are ordinary. The action begins when that assumption proves spectacularly wrong. For viewers like Kim, the fantasy is not simply that middle-aged fathers can still fight. It is that becoming ordinary in the eyes of society does not mean becoming powerless. That anxiety extends far beyond television. South Korea's banking industry has increasingly offered voluntary-retirement packages to employees well below the statutory retirement age of 60. Voluntary retirements at the country's five largest commercial banks rose 24 percent in 2025 to 2,470 employees, the highest level since comparable disclosures began in 2021, according to reports filed with the Korea Federation of Banks. Eligibility has also crept steadily downward. Shinhan Bank included employees born as late as 1986 in one retirement program, while Hana Bank opened another to general employees aged 40 or older with at least 15 years of service. The programs remain voluntary and often include generous compensation. Still, for workers like Kim, seeing retirement packages offered to people barely into middle age reinforces an uncomfortable reality: careers once expected to last until 60 may end much earlier. Many people in their 40s also belong to South Korea's so-called sandwich generation, supporting aging parents while still raising children of their own. Park, however, is reluctant to portray his generation as uniquely burdened. He also helps support his parents. "I don't think people in their 40s necessarily have it harder," he said. "Everyone believes their own situation is the hardest." His answer complicates the familiar narrative. Not every middle-aged Korean man feels defeated. Some fear restructuring. Others simply accept uncertainty as another part of working life. "You just quietly get through each day," Park said. Perhaps that is why Agent Kim Reactivated resonated so deeply. Its greatest fantasy was never that an ordinary office worker could defeat heavily armed criminals. It was that the quiet, overlooked middle-aged man whom society had already dismissed still possessed extraordinary value. For one hour each week, Kim and Park could imagine themselves not as employees worrying about restructuring or fathers wondering whether they had already reached their peak, but as men whose years of quiet endurance concealed exceptional strength. When the credits rolled, Monday morning returned. The restructuring notices remained. Retirement still seemed closer than either expected. The responsibilities of work and family had not changed. But for a brief moment, neither had to believe that becoming older meant becoming less important. There is a little of Agent Kim in millions of Korean fathers — men who quietly shoulder mortgages, aging parents and children while wondering whether their own best years have already passed. The show's greatest achievement may not have been creating another action hero. It was reminding a generation of overlooked men that their story does not have to end at middle age. July 27, 2026 17:43 -
Samsung Electronics Faces Internal Conflict Over Performance Bonuses Internal conflict surrounding Samsung Electronics special management bonuses is escalating. As dissatisfaction grows over disparities in performance bonuses across divisions and the unions negotiation methods, tensions have spilled over into intra-union conflicts.Recently aired on KBSs Tracking 60 Minutes, a segment titled Performance Bonus Class Society: Am I the Only One Getting Poorer? highlighted the widening gap in bonuses between the DS (semiconductor) and DX (device experience) divisions since the introduction of the special management bonus system. The program examined the differences in compensation across divisions and the operational methods of the union, shedding light on the deepening internal strife.According to the broadcast, Samsung Electronics recently established a new special management bonus system in addition to existing performance bonuses as part of its wage and collective bargaining agreement. However, the DX division was excluded from this new system, leading to a significant disparity in bonuses between the DS and DX divisions.Some employees in the DS division stand to receive special bonuses worth tens of millions of won, while those in the DX division, having been excluded, face a compensation gap of hundreds of times. Employees in the DX division have expressed feelings of deprivation, noting that while their division supported the companys performance during past downturns in the semiconductor market, rewards have now been concentrated in the DS division during prosperous times. Outside the company, there is a perception of a Samsung bonus windfall, yet many employees feel they are left out and must justify their situation.The conflict extends beyond divisions, affecting employees within the DS division as well. Some divisions outside the memory sector are considering a structure where performance penalties would apply in the event of future losses, raising concerns that researchers responsible for advanced technologies may receive less compensation than those in manufacturing and production roles.Criticism has also been directed at the unions operational methods. Previously, three unions collaborated in negotiations, but the newly formed super-union, which combines members from both the DX and DS divisions, has secured a majority and taken the lead in negotiations. This has led to claims that the DX divisions demands were not adequately represented during the bargaining process.As a result, some employees from the DX division have protested against the bonus disparities, and the internal conflict at Samsung Electronics is evolving into a broader intra-union conflict.Online communities have seen ongoing criticism regarding the unions operational methods and the structure of bonus distribution.Netizens have reacted, stating, Its problematic that compensation varies so drastically between divisions in the same company, The structure where the representative union negotiates primarily for a specific division is an issue, In the past, the DX division supported the company, but now it feels like they are just being used, and Its hard to understand why key researchers are not being properly compensated. The way the union leadership makes all the decisions needs to change.* This article has been translated by AI. July 27, 2026 16:12
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KISA Launches Task Force to Shape Next Decade of APIGA The Korea Internet & Security Agency (KISA) announced on July 27 that it has formed a dedicated task force to discuss the long-term development direction of the Asia-Pacific Internet Governance Academy (APIGA) in collaboration with the Internet Corporation for Assigned Names and Numbers (ICANN). The task force was launched immediately following the closing ceremony of the 2026 APIGA held in Busan.APIGA is a training program for internet governance professionals in the Asia-Pacific region, jointly operated by KISA and ICANN since 2016. ICANN, a nonprofit organization established in 1998, is responsible for the stable operation of global internet resources, including domain names, IP addresses, and root server systems.As of this year, 397 young people from 32 countries have completed the APIGA program, with more than half of them actively working in various fields related to internet governance, including employment and internships at governance-related organizations and participation in internet governance forums. Recently, the hosting of local APIGA events in various countries has expanded opportunities for participation at national and regional levels.As of July 2026, the countries hosting local APIGA events include Nepal, Taiwan, Malaysia, India, Indonesia, Cambodia, Pakistan, South Korea, Australia, and Hong Kong. A positive feedback loop has also been established, with alumni participating as mentors in follow-up programs and as community leaders.KISA and ICANN stated that, in light of APIGAs 10th anniversary, there is a need to comprehensively discuss the sustainability of the educational system, international scalability, stable operational systems, and alumni network management, which led to the formation of this dedicated task force. The task force includes key partner organizations such as the Asia-Pacific Network Information Centre (APNIC), DotAsia, and the Internet Society (ISOC).Participating organizations plan to develop a long-term vision and specific implementation tasks for APIGA based on their respective experiences and expertise. The task force will operate from July to December 2026, with key deliverables including a Vision of APIGA outlining future development directions and implementation tasks, as well as a plan for establishing a dedicated secretariat for the stable and sustainable operation of APIGA.Lee Sang-jung, head of KISA, remarked, APIGA has served as a representative capacity-building program that has opened pathways for young people in the Asia-Pacific region to enter the field of internet governance over the past decade. Through this task force, we will specify the long-term vision and implementation tasks to lead the next decade, and we will work together with partner organizations to ensure that APIGA grows into a sustainable global talent development platform.* This article has been translated by AI. July 27, 2026 14:36
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Kyung Hee University and Jeonju Vision University Support International Students' Employment and Entrepreneurship Universities are taking innovative steps to not only attract international students but also to cultivate them into skilled professionals needed by local industries. Kyung Hee University and Jeonju Vision University have received high praise for establishing a comprehensive support network that systematically develops the core competencies of international students, ranging from local Korean language schools to matching them with regional companies. Their successful models may offer new solutions for communities facing population decline and businesses struggling with labor shortages. On July 27, the Education Ministry announced the results of the 2026 Foreign Student Employment and Entrepreneurship Excellent University Contest, selecting six outstanding universities. This contest aimed to connect policies that previously focused solely on attracting international students with employment, entrepreneurship, and local retention, while identifying and disseminating exemplary models. The evaluation focused on employment support, entrepreneurship support, local retention support, and global network establishment for international students, assessing the strategies effectiveness, specificity, and potential for expansion. After intense competition, Kyung Hee University and Jeonju Vision University were awarded the top prize, while Kangwon National University, Kyungbok University, Kyungsung University, and Chungnam National University received excellence awards.Kyung Hee University, which won the top prize in the general university category, was recognized for its tailored system for international students, the KHU-PASS Core Competency Certification System. This system integrates 25 diverse extracurricular programs with core competency frameworks, facilitating students academic adaptation, career planning, and job preparation. Notably, the use of digital badges stands out. Kyung Hee University quantifies program completion results based on difficulty and participation time, awarding digital badges (185 issued per semester) that can be directly utilized in resumes, significantly enhancing the visibility of international students job-seeking activities. A university representative stated, Kyung Hee University operates various employment and entrepreneurship programs to support students entry into society. We have also implemented policies considering the stable academic environment and future local retention of international students. This award is a recognition of our programs and an opportunity to refine our future policies. Jeonju Vision University, which received the top prize in the junior college category, presented a model for building a virtuous cycle ecosystem for local retention in response to the population decline and youth outflow in the Jeonbuk region. The university has established the Saemangeum Korean Language School in Myanmar and Vietnam in collaboration with the Jeonbuk International Cooperation Agency to attract talented individuals with verified Korean language skills. To promote local retention among current students, Jeonju Vision University has implemented social integration programs, one-on-one matching with excellent local companies, and close support for obtaining region-specific visas, achieving remarkable results with 54 employed graduates (42.8%) and 85 local residents (67.5%). The comprehensive support network from recruitment to development and job matching was a decisive factor in their selection for the award. Additionally, the four universities that received excellence awards also presented tailored models linked to local industry demands. Kangwon National University established a support system encompassing employment and housing in collaboration with local governments and corporations, while Kyungsung University created a job support center for international students directly under the university president, fostering a global talent circulation ecosystem. Chungnam National University showcased a step-by-step verification model centered on practical entrepreneurship and corporate projects, and Kyungbok University, a junior college, received praise for incorporating the demand of the K-Medical Beauty industry into its curriculum, establishing pathways for internships and employment with partner hospitals.* This article has been translated by AI. July 27, 2026 14:24
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Jokuk Returns to Party Leadership as Head of Innovation Policy Institute Jokuk, the former leader of the Jokuk Innovation Party, has returned to party duties as the head of the Innovation Policy Institute. This comes about two months after he stepped down from his leadership position following his defeat in the June 3 by-elections.On July 27, Jokuk stated, I will support the activities of the new party leadership centered around Representative Shin Jang-sik and work on developing a vision and policies that will open the future of the party.He added, Many citizens expect the Innovation Party to provide a vision and policies that can change the world. I will collaborate with academia, experts, and civil society to transform the party into a strong think tank that uncovers and connects progressive visions and values of the era.Meanwhile, the Innovation Party held a national convention on July 25, establishing a new leadership under Shin. Representatives Cha Gyu-geun and Hwang Hyun-seon were elected as new supreme council members, while Jeong Chun-saeng was appointed as secretary-general and Kim Seon-min as the chair of the policy committee.Additionally, the Innovation Party set up a National Situation Room for Prosecutorial Reform in the National Assemblys Rotunda Hall stairs, pressing for the passage of a bill to amend the Criminal Procedure Act. The Democratic Party plans to hold a plenary session this week to address the proposed amendments, which focus on separating investigation and prosecution.* This article has been translated by AI. July 27, 2026 13:56
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Ministry of Environment and Army Strengthen Resource Recycling in Military The government and the Army are enhancing the resource recycling system within military bases. They aim to expand soldiers practice of waste separation and establish a foundation for securing high-quality recyclable resources.The Ministry of Environment and Energy announced on July 27 that it will sign a memorandum of understanding (MOU) with the Army Headquarters and the Korea Resource Recycling Support Center on July 28 at the Cheongam Building in Sejong City to promote resource recycling.This agreement aims to expand and develop a collaborative project that began in 2016, focusing on strengthening systems and education to help soldiers naturally practice waste separation and resource recycling in their daily lives. It also signifies an effort to enhance the practical implementation of the anti-plastic policy.Under the agreement, the Army will expand resource recycling education for soldiers and activate the waste separation system within military units. They plan to share the amount of recyclable resources generated with the Korea Resource Recycling Support Center to manage performance and increase the use of recycled products made from materials like glass bottles and paper cartons.The Ministry of Environment will continue to provide institutional support to ensure that the militarys resource recycling policies are effectively implemented, along with cooperation to improve waste separation and collection systems.The Korea Resource Recycling Support Center will support the provision of necessary items for waste separation and select and reward outstanding military units for their recycling efforts, thereby promoting a culture of resource recycling within the military. They will also push for on-site education and operational improvements.The three organizations plan to continue their collaboration to ensure that the resource recycling culture established in the military spreads to the broader public.Kim Go-eung, Director of the Resource Recycling Bureau at the Ministry of Environment, stated, The proper waste separation culture in military bases is the starting point for securing high-quality recyclable resources. We will strengthen resource recycling cooperation to actively support the transition to a circular economy society.* This article has been translated by AI. July 27, 2026 12:04
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Residents to Take Charge of Local Chemical Safety with Citizen Schools in Gyeongnam and Capital Region The government is launching an educational program aimed at enhancing the chemical safety capabilities of local residents and civil society activists, as well as establishing a community-based response system for chemical accidents.The Chemical Safety Agency, part of the Ministry of Climate, Energy and Environment, announced that it will operate Chemical Safety Citizen Schools in the Gyeongnam region and the Capital region for two months starting in August, with free enrollment for participants beginning on the 27th.The Chemical Safety Citizen School is a community-based educational program co-hosted by the Chemical Safety Agency and civil society networks. Its goal is to train local residents and civil society activists to participate in collaborative governance, allowing local governments and civil society to discuss and decide on regional chemical safety issues together.Last year, the agency conducted pilot training in the Jeonnam and Jeonbuk regions. Graduates from that program reported an increased understanding of chemical safety and expressed the need for ongoing educational programs for the public.In response to feedback gathered during the pilot program, the agency has refined the curriculum and expanded this years training to include the Gyeongnam region and the Capital region. The Gyeongnam training will be co-hosted by the Gyeongnam Health and Life Protectors, the Chemical and Food Workers Union, and the Ulsan Environmental Movement Union, with support from Ulsan City. The Capital region training will be co-hosted by Siheung City, the Chemical and Food Workers Union, the Capital Region Health and Life Protectors, and the Ansan-Siheung Irregular Workers Center, with support from Ansan City.The training will be conducted over three days in each region and will consist of eight lectures and hands-on experiences, including theoretical education on basic concepts of chemical substances, discussions on enhancing collaborative governance for chemical safety, and a tour of the Chemical Safety Agency. Detailed information and application methods can be found on the Chemical Safety Agencys website.Park Bong-kyun, head of the Chemical Safety Agency, stated, We hope this training will enhance residents understanding of chemical safety and strengthen their capacity to prepare for chemical accidents. Based on the results and feedback from this program, we plan to gradually expand the regions of operation to promote a community-based culture of chemical safety nationwide.* This article has been translated by AI. July 27, 2026 06:04
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Lessons from the Meiji Restoration: Governance Requires Unity Meiji Restoration was a revolution that transformed Japan into a modern state. However, those who succeeded in the revolution did not all work together to build the new nation. While they united to dismantle the old power structure, they diverged in the process of governing the country after seizing power. The greatest lesson from the Meiji Restoration is not the success of the revolution itself, but the importance of unity in governance. In September 1877, in Shiroyama, Kagoshima, two heroes of the Meiji Restoration, Saigo Takamori and Okubo Toshimichi, ultimately could not reconcile. Once comrades in the revolution that toppled the Tokugawa shogunate, they became adversaries, pointing their guns at each other. The Seinan War, Japans last civil war, ended with a victory for the Meiji government forces. This outcome was a result of the different paths chosen by those who had achieved the revolution together. History often describes this conflict as a clash between idealism and realism. However, the essence is somewhat different. Both men shared the same goal of making Japan a prosperous modern nation. What diverged was not the goal itself, but the order in which to achieve it. Saigo sought to establish a moral foundation first, while Okubo aimed to strengthen national power. Saigo was a leader who gathered people, whereas Okubo was a leader focused on managing the state. While Saigo was a revolutionary who dismantled the old order, Okubo was a builder who established the institutions and foundations of the new nation. He reorganized finances, promoted industry, and concentrated national resources on building modern administration and military. His role was crucial in laying the groundwork for Japan to compete with Western powers in a short period. Ultimately, history accepted Okubos choice. Japan pursued industrialization and established the foundations of a modern state. However, this victory came at a cost. The Seinan War left behind enormous war expenses, equivalent to a significant portion of the national revenue at the time, leading to inflation, fiscal austerity, rural devastation, and social conflict. Most importantly, the dissatisfaction and loss felt by the defeated samurai class were not politically absorbed, leaving deep societal fractures. The state grew stronger, but the political unity needed to bind society together could not keep pace. While victorious, the limitations of unity became evident. The Meiji Restoration succeeded in creating a modern state, but the process of integrating various factions into a new order left considerable sacrifices and aftereffects. This remains a political lesson from the Meiji Restoration that resonates even today, over 150 years later. This lesson is applicable to South Korean politics today. The upcoming Democratic Party convention next month should not be viewed merely as a competition for party leadership. It is the first leadership election for the ruling party since the inauguration of the Lee Jae-myung administration. The new leadership will need to support the presidents governance philosophy through legislation, manage next years budget, and lead the ruling party until the 2028 general elections. This convention is not just a procedure to elect a party leader; it is a process of laying the political foundation for future governance. The Lee Jae-myung administration faces complex and heavy challenges. Tasks that will shape the nations future, such as AI national strategy, enhancing semiconductor competitiveness, fostering advanced manufacturing and defense industries, energy transition, balanced regional development, and addressing low birth rates and aging, are all being pursued simultaneously. Externally, the administration must actively respond to U.S.-China strategic competition, global supply chain restructuring, and changes in trade order. All these tasks require long-term momentum and political stability. Recently, there have been concerns in the political arena that no matter how much success is achieved in diplomacy and the economy, if the ruling party cannot be operated stably, the momentum for governance will not last long. This is a principle of politics that history has repeatedly shown, transcending the opinions of specific politicians. Diplomacy elevates the nations status, and the economy improves the lives of citizens. However, the power to solidify and sustain those achievements lies in politics. If the president sets the direction for governance, the ruling party must play the role of turning that direction into reality. Even if the government formulates policies and the president makes decisions, laws must pass through the National Assembly, and budgets require the Assemblys approval. If the government and ruling party do not move in the same direction, reform legislation will be delayed, budgets will drift, and it will be difficult to achieve policy outcomes that citizens can feel. Conversely, if the ruling party operates stably, policies can gain momentum, and governance can maintain consistency. The leadership of the ruling party is not merely an internal power issue; it is directly linked to the success or failure of national governance. Viewing this convention solely as a contest between reform and growth, or between hardline and moderate approaches, risks missing the essence. The ruling party cannot exist solely through struggle like the opposition, nor can it be evaluated only on administrative performance like the government. It must possess the strength to promote reform, the responsibility to manage governance stably, and the leadership to unify diverse opinions. Internal competition is necessary, but the purpose of that competition should not be to exclude others. It should aim to create better policies and stronger governing capabilities. The Democratic Party has already received the publics mandate to govern. What is now needed is to translate electoral victories into governance achievements. It will be difficult to operate governance stably if the party only looks to the support base that helped them win elections. Politics must consider not only the voices within the party but also the concerns of citizens who did not support them. The unity of the ruling party is not merely a matter of distributing positions among factions; it must be a process of incorporating the diverse interests and demands of society into government policy. The Meiji government was able to push for strong centralization and industrialization because it had clear national goals and momentum. However, in the process, it failed to adequately address the losses and anger of those left behind, ultimately paying a steep price in civil war. The faster the pace of reform, the more important it is for politics to embrace those who feel left behind or excluded. Momentum and unity are not mutually exclusive; they are both essential conditions for governance. After the Democratic Party convention, competition must come to an end. The new leader should not be merely a representative of the winners but a representative of the entire party. They must be able to embrace not only those who supported them but also party members and lawmakers who made different choices. A leadership that blindly follows the government or one that seeks to compete with the government is not desirable. The ruling party must correct the governments misdirection when necessary and unite to support needed reforms, sharing responsibility for governance outcomes. History remembers the aftermath of elections longer than the results themselves. The Meiji Restoration demonstrated that building a nation and unifying it are distinct challenges. The ability to acquire power and the ability to operate it stably are not the same. Elections create winners. However, governance is not completed solely through victory. Only when the government leads with the voices of those who competed and felt excluded can the nation move forward. This is the political lesson from the Meiji Restoration that resonates today: governance is completed not through victory, but through unity.* This article has been translated by AI. July 26, 2026 18:00
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Genosis AI Healthcare Celebrates Graduation of 35 Experts from AI Academy Genosis AI Healthcare, led by Chairman Lee Hee-won, concluded the eighth session of its AI Academy with a graduation ceremony on July 25. The program, aimed at social contribution, has trained 35 experts from various fields, including former and current hospital directors, medical professors, research institute heads, media representatives, and former vice-ministerial officials, through four practical training sessions. The ceremony was held at the International Vaccine Institute (IVI), hosted by Park Sang-cheol, chairman of the IVI Korean Support Committee, who provided the venue and lunch.The Genosis AI Academy was established in December 2022 to assist professionals and organizational leaders in utilizing generative AI in their work. The program has been conducted once or twice a month since its inception, and this eighth session marks another successful graduation. It operates as a social contribution initiative rather than a profit-driven business, gaining popularity among participants over time.Since the first session, the program has been led by Vice Chairman Kang Si-cheol of Genosis AI Healthcare. The eighth session consisted of four classes where participants learned practical skills such as writing, report preparation, and multimedia production using various generative AI tools, including Claude, Gemini, Genspark, Grok, and Suno. The hands-on approach allowed participants to apply AI in their actual work, producing tangible results. Notably, the process of creating papers and presentation materials using over 200 skills developed by Vice Chairman Kang in Claude Co-Work drew significant attention.This session included notable participants such as Park Sang-cheol, head of the Genosis AI Healthcare Research Center and chairman of the IVI Korean Support Committee; Park Kwang-sung, emeritus professor at Chonnam National University Medical School; Lee Myung-cheol, chairman of the Korea Pasteur Institute; Kwon Soon-yong, emeritus professor at Catholic University of Korea Seoul St. Marys Hospital; Park Jong-hoon, professor at Korea University Medical School; Lee Hyun-seok, director of Seoul Medical Center; and Lim Kyu-sung, senior researcher at Genosis AI Research Institute.Chairman Lee Hee-won stated, The eighth session has successfully concluded. I sincerely congratulate the participants for sharing new knowledge and insights, joining the new wave of AI healthcare. He added, This is not just a training program but a meaningful starting point for creating future changes together.Vice Chairman Kang Si-cheol expressed, Having experts from various fields directly utilize AI and experience its potential is the fastest way to enhance our societys AI capabilities. I feel the greatest sense of fulfillment when I see participants producing results through hands-on practice.Participants responded positively as well. One participant remarked, In this AI era, I can grasp trends in the related industry and effectively apply the techniques Ive learned to my work. Another participant shared, Thanks to the efficient use of our short weekend time, it feels like a new world has opened up. A graduate who traveled from Gwangju stated, The valuable lectures made the long journey worthwhile.Genosis AI Healthcare plans to continue sharing educational materials and the latest information with graduates while expanding its AI training programs for professionals as part of its social contribution efforts. July 26, 2026 16:44
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When merits break: Will cockroach movement test Asia's youths? SEOUL, July 26 (AJP) - The most remarkable thing about India's Cockroach movement is not that it forced the resignation of a cabinet minister. It is that it began with an insult. When a senior judge reportedly dismissed unemployed young Indians as "cockroaches" and "parasites," Generation Z did something previous generations rarely attempted. Instead of rejecting the slur, they adopted it, transforming a satirical Instagram page into a nationwide movement that ultimately compelled Prime Minister Narendra Modi's government to sacrifice Education Minister Dharmendra Pradhan over a scandal involving leaked entrance examinations. The movement amassed about 22 million Instagram followers, underscoring how quickly a satirical page could become national political infrastructure. It also exposed a stark generational imbalance: roughly 40 percent of India's population is under 40, while only about 10 percent of members of parliament fall within that age group. The episode may appear uniquely Indian. It is not. Across Asia, an uncomfortable question is emerging among younger generations: What happens when education no longer guarantees opportunity? The answer increasingly shapes politics as much as economics. For decades, much of Asia operated under a remarkably similar social contract. Study hard. Pass increasingly competitive examinations. Enter a good university. Secure a stable job. Join the middle class. That formula powered Japan's postwar miracle, South Korea's industrial rise, Singapore's technocratic success and, more recently, China's and India's expanding middle classes. Meritocracy became Asia's development model Parents accepted intense educational competition because they believed the reward justified the sacrifice. Governments invested heavily in schools because education produced economic growth. Young people tolerated extraordinary academic pressure because they believed examinations were fair. That faith is beginning to erode. India's medical entrance examination scandal merely exposed the deepest fault line. The cancelled National Eligibility cum Entrance Test, or NEET, affected about 2 million candidates seeking admission to medical colleges. The paper leak was also linked by protest organizers to more than a dozen student deaths by suicide, turning an administrative scandal into a national reckoning over the cost of competitive education. Millions of Indian families devote years—and often enormous financial resources—to preparing for a limited number of university places because higher education remains one of the few reliable routes into the middle class. When examination papers leak, students lose confidence not only in one test but in the proposition that effort determines success. India's labor market makes that sense of betrayal sharper. The International Labour Organization's latest comprehensive employment study found that educated young people accounted for an increasingly large share of the country's unemployed, illustrating the mismatch between expanding access to education and the economy's capacity to absorb graduates. The movement was therefore not simply about testing irregularities. It was about the erosion of the promise that studying hard and competing fairly would deliver upward mobility. Story hits home in South Korea South Korea has long been considered one of Asia's quintessential meritocratic societies. Yet the same bargain is weakening there, even without the street mobilization seen in India. According to the Ministry of Data and Statistics, 48.6 percent, or about 605,000, of Koreans aged 15 to 29 who had completed their education but remained unemployed had been without work for at least one year. That was the highest proportion since comparable data began in 2009. The number out of work for at least three years reached about 241,000, or 19.4 percent, also a record. Those figures describe more than a sluggish labor market. They show the growing distance between educational completion and economic independence. Young Koreans have largely followed the formula prescribed by previous generations. They remain in education longer, collect more qualifications and compete for an increasingly narrow range of secure professional jobs. Yet the transition from university to employment is becoming slower and less predictable. Real income rose only for young people in the richest 20 percent of households, gaining 1.6 percent, while it fell across each of the remaining four income groups, according to recent data. The result suggests that family wealth is increasingly determining whether young adults can withstand prolonged job searches, pursue further qualifications or wait for desirable employment. What was once presented as a competition based on talent and effort is becoming inseparable from parental resources. The economic strain does not end with employment. For many young Koreans, housing has become effectively inaccessible without family assistance, while insecure work delays marriage, childbirth and household formation. South Korea's record-low fertility is therefore not simply a lifestyle choice or a cultural rejection of marriage. It reflects the rising cost of gaining admission to adulthood. The same tension appears in the country's financial markets. As asset prices surged, young retail investors increasingly turned to leveraged exchange-traded funds and margin borrowing in an attempt to close a wealth gap that wages alone could no longer bridge. More than 1.16 million people completed the basic education course required to trade leveraged exchange-traded funds in the first half of this year, about 19 times the number a year earlier. A further 690,000 completed additional training for single-stock leveraged ETFs between April and June. This is meritocracy's financial afterlife: when education and work fail to deliver mobility quickly enough, speculation begins to look like a rational shortcut. South Korea's youth crisis also sits within a broader social contradiction. The country ranks among the world's longest-lived societies, with life expectancy reaching 83.7 years, yet it continues to record the highest suicide rate in the Organization for Economic Cooperation and Development. In 2023, 24.8 people per 100,000 died by suicide, more than double the OECD average of 10.9. The comparison should not be used to reduce suicide to academic or employment pressure alone. But it does illustrate the heavy psychological cost that can accompany an intensely competitive society when conventional routes to security begin to narrow. India's Cockroach movement is a loud expression of frustration. South Korea's version has often been quieter: withdrawal from job searches, delayed family formation, leveraged investment and disengagement from the milestones that once defined adulthood. Different economies, same frustration The symptoms vary across the region. China's young people popularized "lying flat" and later "letting it rot" amid weak graduate employment and slowing economic momentum. Japan's prolonged stagnation produced a "lost generation," many of whom moved between temporary and insecure jobs despite strong educational backgrounds. South Korea's "N-po generation" came to describe young people giving up dating, marriage, childbirth, home ownership and other ambitions as living costs outpaced wages. India's Cockroach generation is the latest and most politically explosive manifestation of the same phenomenon. The promise that education automatically delivers prosperity is no longer self-evident. A generation raised online The Cockroach movement also differs from earlier youth protests because it belongs entirely to the digital age. The movement was organized not through student unions or political parties but through memes, livestreams, Instagram reels and viral videos. Protesters documented demonstrations, interviewed one another and turned internet jokes into political slogans. Its self-mocking recruitment material listed qualifications such as being "unemployed," "lazy," "chronically online" and able to "rant professionally." The humor was not incidental. It allowed young Indians to turn labels normally used to shame them into a shared political identity. It also made the campaign legible to millions who might never attend a party rally or read a political manifesto. Unlike previous protest movements, social media was not merely a communication tool. It became the movement's headquarters, broadcasting network and recruitment office at once. Merit in the age of AI The challenge is becoming more acute as artificial intelligence begins reshaping entry-level employment. Asia's younger generation is being told simultaneously to acquire more advanced skills and to prepare for the possibility that many of the cognitive tasks associated with graduate employment will be automated. That creates a new contradiction. A university degree remains expensive and socially expected, but its economic premium is becoming less certain. Young people are asked to invest more in education even as employers gain technological alternatives to hiring them. This does not mean AI will simply eliminate graduate work. It does mean that governments can no longer rely on expanding education alone as a youth policy. They must also produce credible routes from education into employment, housing and economic independence. Replacing one Indian minister will not repair an examination system, and Korea's youth employment data will not be reversed by a single jobs program. The deeper issue is institutional trust. Young people may accept fierce competition when the rules appear fair and the rewards attainable. They become alienated when success increasingly depends on leaked papers, family wealth, asset ownership or access to shrinking professional networks. For half a century, Asian governments persuaded families that relentless investment in education would produce rising prosperity. That promise helped build modern Asia. The danger now is not simply that the return on education is weakening. It is that younger generations are beginning to believe the competition itself has been rigged. July 26, 2026 16:42 -
Hyundai Motor Group Strengthens AI Collaboration in San Francisco Hyundai Motor Group is enhancing its collaboration with the innovation ecosystem in San Francisco, USA, focusing on artificial intelligence (AI). The company has also announced its long-term plan, the Physical AI Vision, which aims to achieve integrated intelligence at the city level through the intelligence of individual devices such as automobiles and robots, as well as specific spaces.According to industry sources on July 26, the San Francisco Bay Area, home to Silicon Valley, is a global innovation hub where leading tech companies, startups, research institutions, and universities are interconnected. This region is where Hyundai Motor Group is actively pursuing industry-academic-research collaborations for its transition to Physical AI. The group is exploring future technologies and strengthening its research and development capabilities while engaging in various collaborations that encompass talent, culture, and academia.On July 24, during the San Francisco AI Summit, Hyundai Motor Group Chairman Euisun Chung unveiled the Physical AI vision, which outlines the companys evolution from an automobile manufacturer to a platform company that transforms lifestyles. The vision extends beyond the intelligence of individual devices like cars and robots to the intelligence of specific spaces, ultimately aiming for integrated intelligence at the city level. The plan is to design urban infrastructure that creates new value as mobility, work, and living spaces change in the AI era.To accelerate the implementation of Physical AI, Hyundai Motor Group plans to combine its strengths in manufacturing, mobility, and robotics with the software, AI infrastructure, and algorithm capabilities of major U.S. tech companies. Specifically, the group aims to strengthen strategic collaborations with global tech giants such as NVIDIA, Waymo, and Google DeepMind.Hyundai Motor Group also announced plans to establish a robot reference platform that integrates NVIDIAs Physical AI technology and to invest in the Saemangeum AI Valley, aiming to enable a new leap for the domestic industry and technology ecosystem based on innovation in robotics and AI.Since establishing Hyundai Ventures as a global open innovation hub in Silicon Valley in 2011 and rebranding it as Hyundai Cradle in 2017, the group has been identifying promising startups in future technology fields such as AI, autonomous driving, robotics, smart cities, and eco-friendly energy, linking them to its business areas to secure future growth engines.Recently, the group has strengthened its research and development capabilities in future mobility by establishing a new organization under the AVP headquarters in Silicon Valley.The newly established AVP Silicon Valley will be led by Jeremy Ma, who has a distinguished background in autonomous driving, robotics, vision, and systems integration from his experience at NASA, Apple, Toyota Research Institute (TRI), and NVIDIA. He will be responsible for integrating technologies in autonomous driving, robotics, and AI.In September, Hyundai Motor Group will host the HMG Tech Talent Forum in Silicon Valley. This event will invite top talents in key technology fields such as AI, software, robotics, and future mobility to introduce the groups future vision and technological innovations, providing opportunities for direct interaction with key leaders and research and development personnel.Participants will have the chance to directly observe Hyundai Motor Groups future strategies and technological competitiveness while exploring the direction of future industries and potential collaborations with the groups core leaders. The forum will also feature the groups first integrated recruitment program.Hyundai Motor Group is expanding its collaboration with the innovation ecosystem in San Francisco in the fields of culture and science. In April, the group established a strategic partnership with the Exploratorium, a world-renowned interactive science museum representing San Francisco, to promote a culture of inquiry based on fundamental science. Through this partnership, Hyundai Motor Group plans to create an interactive science museum at its Global Business Complex (GBC) by 2032.Through its ongoing innovation efforts in San Francisco, Hyundai Motor Group aims to actively prepare for the new industrial paradigm of Physical AI. The recently unveiled Physical AI vision reflects the groups commitment to connecting technology with people, objects, mobility, and daily life, supporting a new future for human life.A company official stated, We will expand the realm of future mobility through innovations that integrate autonomous driving, robotics, AI, and software, and contribute to humanity and future society as a leading company in the Physical AI era based on collaboration with the global innovation ecosystem.* This article has been translated by AI. July 26, 2026 14:12