“I don’t believe in work-life balance; I believe in work-life integration,” a senior global advertising agency executive once said.
The comment in 2010 came as other senior executives and I worked on a global, high-profile project. It was uttered by a charismatic executive global leader in our organisation.
I recall smiling because the thought resonated with me and reflected how I unconsciously seemed to have approached life.
Obviously, this was long before working from home was normal. Since then, Covid has forced integration on all of us and the pendulum seems to have swung in a different direction.
Today, we find ourselves, both leadership and staff, struggling to figure the “new normal”.
Beyond being an individual right, exercising some measure of control and setting boundaries is a primordial necessity for many people around the world.
So, how can they achieve an equilibrium that enables them to deliver on their professional and personal obligations, while enabling them to be reasonably fulfilled?
The answer probably varies widely, depending on country development, cultural norms, local regulation, type of industry, corporate governance, personal choices and behaviours and other considerations.
But for those desiring to take charge of how they satisfactorily allot their time, there are some measures they can be proactive about.
Just like it is possible to become fit, achieving work-life balance is also possible, but it requires a conscious effort and persistence.
Keep in mind that this is not a push-button thing, rather a personal journey, meaning that the specific strategies are likely to vary from one individual to another.
Still, here are seven strategies that professionals might want to consider:
1. Set clear boundaries
Those who tend to succeed in creating a work-life balance typically set clear boundaries between work and personal life.
One executive I worked with was very clear that they wouldn’t check their work email during the weekend and weren’t prepared to work past a certain hour on certain evenings.
2. Prioritise and delegate
I am reminded of the expression, “Life ends, but work doesn’t”. As such, it is wise to prioritise your tasks and focus on the important stuff.
To achieve balance, this means delegating when possible and saying "no" to either additional work or unnecessary pressure created by chaos and lack of discipline.
3. Use technology wisely
Technology is a double-edged sword and has brought many benefits, while opening a Pandora’s box.
Technology has provided us with flexibility and enabled us to untether ourselves from our work desk. The price to pay has been a blurring of the lines between work and personal life.
This requires mindfulness and raising awareness of one’s own behaviour, setting rules and sticking to them.
4. Set personal, purposeful goals
Time is an empty vessel, it needs to be filled and used mindfully.
Unless we have personal interests, passions and hobbies that we enjoy pursuing, the chances are we haven’t built sufficient defences and, often, work pressure is likely to breach personal barriers.
5. Establish remote work guidelines
One of the benefits of a work-from-the-office era is the clear segregation between where work happened and where life started.
However, now that the two often must coexist and work often takes place at home, achieving balance requires extra effort in the guise of having a dedicated working place and pursuing a routine that separates work from home.
6. Communicate your needs with your team
No individual is an island unto themselves, and what is true of life is also true of work.
It is important to share your work-life balance needs with your employer and team so that you are all on the same page.
A growing number of companies are becoming more accommodating of employee concerns and their desire to have more balanced lives.
7. Set up a support network
Friends, family and colleagues have a role to play in aiding and providing emotional support when necessary.
We shouldn’t underestimate the challenge involved in the required behavioural change to create a work-life balance, especially if it is a relatively new concept in your organisation or only paid lip service.
A support network helps in ensuring you stay on the path.
Achieving a satisfactory work-life balance, particularly in cultures where such a notion is foreign or might face resistance, is a journey and will require ongoing attention.
It is important to remember that it may not always be perfect and what works for one person may not work for another.
This is a personal engagement and one needs to find the equilibrium and balance that work best for them.
Ultimately, work-life balance can be achieved. This is already happening in some organisations and cultures; in others, it may require work.
We must remember that to establish a healthy equilibrium, we have a role and a responsibility. Recognise that we are each the chief executive of our own lives.
Kamal Dimachkie is managing partner of leadership change enabler Coach Inc
The biog
Favourite Emirati dish: Fish machboos
Favourite spice: Cumin
Family: mother, three sisters, three brothers and a two-year-old daughter
World record transfers
1. Kylian Mbappe - to Real Madrid in 2017/18 - €180 million (Dh770.4m - if a deal goes through)
2. Paul Pogba - to Manchester United in 2016/17 - €105m
3. Gareth Bale - to Real Madrid in 2013/14 - €101m
4. Cristiano Ronaldo - to Real Madrid in 2009/10 - €94m
5. Gonzalo Higuain - to Juventus in 2016/17 - €90m
6. Neymar - to Barcelona in 2013/14 - €88.2m
7. Romelu Lukaku - to Manchester United in 2017/18 - €84.7m
8. Luis Suarez - to Barcelona in 2014/15 - €81.72m
9. Angel di Maria - to Manchester United in 2014/15 - €75m
10. James Rodriguez - to Real Madrid in 2014/15 - €75m
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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
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What can victims do?
Always use only regulated platforms
Stop all transactions and communication on suspicion
Save all evidence (screenshots, chat logs, transaction IDs)
Report to local authorities
Warn others to prevent further harm
Courtesy: Crystal Intelligence
Name: Peter Dicce
Title: Assistant dean of students and director of athletics
Favourite sport: soccer
Favourite team: Bayern Munich
Favourite player: Franz Beckenbauer
Favourite activity in Abu Dhabi: scuba diving in the Northern Emirates
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Lexus LX700h specs
Engine: 3.4-litre twin-turbo V6 plus supplementary electric motor
Power: 464hp at 5,200rpm
Torque: 790Nm from 2,000-3,600rpm
Transmission: 10-speed auto
Fuel consumption: 11.7L/100km
On sale: Now
Price: From Dh590,000
Ferrari 12Cilindri specs
Engine: naturally aspirated 6.5-liter V12
Power: 819hp
Torque: 678Nm at 7,250rpm
Price: From Dh1,700,000
Available: Now
What is the Supreme Petroleum Council?
The Abu Dhabi Supreme Petroleum Council was established in 1988 and is the highest governing body in Abu Dhabi’s oil and gas industry. The council formulates, oversees and executes the emirate’s petroleum-related policies. It also approves the allocation of capital spending across state-owned Adnoc’s upstream, downstream and midstream operations and functions as the company’s board of directors. The SPC’s mandate is also required for auctioning oil and gas concessions in Abu Dhabi and for awarding blocks to international oil companies. The council is chaired by Sheikh Khalifa, the President and Ruler of Abu Dhabi while Sheikh Mohamed bin Zayed, Abu Dhabi’s Crown Prince and Deputy Supreme Commander of the Armed Forces, is the vice chairman.
Notable Yas events in 2017/18
October 13-14 KartZone (complimentary trials)
December 14-16 The Gulf 12 Hours Endurance race
March 5 Yas Marina Circuit Karting Enduro event
March 8-9 UAE Rotax Max Challenge
Profile of Hala Insurance
Date Started: September 2018
Founders: Walid and Karim Dib
Based: Abu Dhabi
Employees: Nine
Amount raised: $1.2 million
Funders: Oman Technology Fund, AB Accelerator, 500 Startups, private backers
Profile Box
Company/date started: 2015
Founder/CEO: Mohammed Toraif
Based: Manama, Bahrain
Sector: Sales, Technology, Conservation
Size: (employees/revenue) 4/ 5,000 downloads
Stage: 1 ($100,000)
Investors: Two first-round investors including, 500 Startups, Fawaz Al Gosaibi Holding (Saudi Arabia)