In these days of economic uncertainty, many companies try to maintain low costs by laying off employees and handing over their tasks to others to take care of. So for instance, an account manager might find himself managing three accounts instead of one, in addition to handling all the administrative tasks, which leaves him with no time to develop his skills.
Although difficult times require difficult measures, plugging along in this manner is risky. The business world changes rapidly and sometimes unpredictable circumstances jump our way; if we are not equipped with the necessary skills, do not possess a grasp of the right knowledge or have an overview of the latest trends in the market, we could simply fall behind and our skills become obsolete.
But what could you do if you are stuck in a similar situation with limited opportunities to expand your skills but nevertheless the ambition to learn? I find that the tips below come in handy, especially when I am buried in projects and do not have enough time to enrol in seminars and courses.
Keep an eye on learning opportunities within your organisation. Say you always wanted to learn more about private equity but never got the chance to enrol in that private equity 101 course, you still have an opportunity to learn if your organisation has that division. Many organisations provide orientation programmes. Get your human resources department to set up a meeting with a member of staff from another division who could talk to you about the scope of its work and projects.
Dedicate some time for learning within your schedule. Time seems to be the most valuable asset when you are working but just as you dedicate an hour to meeting suppliers or responding to emails, put aside 10 or 20 per cent of your time every day for learning. You could, for example, in addition to networking with people within your organisation to learn more about their various roles, read a business journal. Some people even sign up for online seminars and learn from the comfort of their own desk.
Get involved in projects outside your role. Almost all organisations have projects that cut across various departments and have people in different roles working on them. Find out if there is anything on the horizon that you could get involved in. Sometimes all it takes is for you to ask. This will not only provide you with an opportunity to expand your team-playing skills by working alongside people outside your department but will also deepen your knowledge. You might even discover new areas of strength that you were not aware of. Plus this will show your ability to work in areas outside your comfort zone — a characteristic that upper management always looks at when appraisal time comes.
Expand beyond your role at work. If your organisation is going through a slow time and is not handling as many projects as previously that does not mean you should slow down too. Take this opportunity to expand your skills and network beyond your organisation. If you are a good writer contribute to blogs or a local newspaper. A friend of mine is a good public speaker and loves to share her small business management experience. When work was slow she signed up to be a speaker at several local seminars and conferences. Not only did she expand her network and enhance her public speaking skills, she met an executive at an event who offered her a better job.
Last but not least, if you are a manager then delegate to free up your time. Many people who get promoted are so used to handling a lot of operational and administrative tasks simultaneously that they forget to delegate. Delegating not only frees up time in your schedule that you can put towards improving your skills, but doing so will also allow your subordinates to build skills and knowledge too; a win-win solution for all.
We all go through busy times and wonder how we will be able to handle the next project when we have got three others to focus on. However, organising one’s schedule and grasping the opportunity to network whenever there is a chance will always be beneficial and could open the door to future opportunities, just as in my friend’s case
Manar Al Hinai is an award-winning Emirati writer and fashion designer based in Abu Dhabi
German intelligence warnings
- 2002: "Hezbollah supporters feared becoming a target of security services because of the effects of [9/11] ... discussions on Hezbollah policy moved from mosques into smaller circles in private homes." Supporters in Germany: 800
- 2013: "Financial and logistical support from Germany for Hezbollah in Lebanon supports the armed struggle against Israel ... Hezbollah supporters in Germany hold back from actions that would gain publicity." Supporters in Germany: 950
- 2023: "It must be reckoned with that Hezbollah will continue to plan terrorist actions outside the Middle East against Israel or Israeli interests." Supporters in Germany: 1,250
Source: Federal Office for the Protection of the Constitution
The five pillars of Islam
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Stage 7:
1. Caleb Ewan (AUS) Lotto Soudal - 3:18:29
2. Sam Bennett (IRL) Deceuninck-QuickStep - same time
3. Phil Bauhaus (GER) Bahrain Victorious
4. Michael Morkov (DEN) Deceuninck-QuickStep
5. Cees Bol (NED) Team DSM
General Classification:
1. Tadej Pogacar (SLO) UAE Team Emirates - 24:00:28
2. Adam Yates (GBR) Ineos Grenadiers - 0:00:35
3. Joao Almeida (POR) Deceuninck-QuickStep - 0:01:02
4. Chris Harper (AUS) Jumbo-Visma - 0:01:42
5. Neilson Powless (USA) EF Education-Nippo - 0:01:45
Ten tax points to be aware of in 2026
1. Domestic VAT refund amendments: request your refund within five years
If a business does not apply for the refund on time, they lose their credit.
2. E-invoicing in the UAE
Businesses should continue preparing for the implementation of e-invoicing in the UAE, with 2026 a preparation and transition period ahead of phased mandatory adoption.
3. More tax audits
Tax authorities are increasingly using data already available across multiple filings to identify audit risks.
4. More beneficial VAT and excise tax penalty regime
Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.
5. Greater emphasis on statutory audit
There is a greater need for the accuracy of financial statements. The International Financial Reporting Standards standards need to be strictly adhered to and, as a result, the quality of the audits will need to increase.
6. Further transfer pricing enforcement
Transfer pricing enforcement, which refers to the practice of establishing prices for internal transactions between related entities, is expected to broaden in scope. The UAE will shortly open the possibility to negotiate advance pricing agreements, or essentially rulings for transfer pricing purposes.
7. Limited time periods for audits
Recent amendments also introduce a default five-year limitation period for tax audits and assessments, subject to specific statutory exceptions. While the standard audit and assessment period is five years, this may be extended to up to 15 years in cases involving fraud or tax evasion.
8. Pillar 2 implementation
Many multinational groups will begin to feel the practical effect of the Domestic Minimum Top-Up Tax (DMTT), the UAE's implementation of the OECD’s global minimum tax under Pillar 2. While the rules apply for financial years starting on or after January 1, 2025, it is 2026 that marks the transition to an operational phase.
9. Reduced compliance obligations for imported goods and services
Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations.
10. Substance and CbC reporting focus
Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity.
Contributed by Thomas Vanhee and Hend Rashwan, Aurifer