< Previous30 AB Leaders – December 2023 SUSTAINABILIT Y Fostering transparency through the DFSA’s Public Register The register is a valuable tool for potential consumers of nancial services, as it is a comprehensive and credible list of all Firms and Individuals authorised to carry out nancial services activities in or from the DIFC The DFSA maintains a public register on its website that enables anyone to access information about which Firms and Individuals are authorised by the DFSA and what nancial services they can provide in or from the Dubai International Financial Centre (DIFC). The register, which is free to access, lists all the Firms, Individuals or Funds that are, or have been, licenced, registered or approved by the DFSA, as well as their main contact details, and trading names. The register is a valuable tool for potential consumers of financial services, as it is a comprehensive and credible list of all Firms and Individ- uals authorised to carry out nancial services activities in or from the DIFC. Consumers can use the register to verify if the nancial services provider or individual they are dealing with are BY PETER SMITH, MANAGING DIRECTOR, HEAD OF STRATEGY, POLICY, AND RISK, DUBAI FINANCIAL SERVICES AUTHORITY FINANCE Fostering transparency. Smith discusses how DFSA's public register is a valuable tool for customers of nancial servicesarabianbusiness.com 31 FINANCE All rms that are regulated by the DFSA are subject to nancial services rules and regulations. in fact regulated by the DFSA. All Firms that are regulated by the DFSA are subject to nancial services rules and regulations. These rules and regulations are designed to protect clients when they interact with an Authorised Firm and buy a nancial product or financial service; to prevent threats to nancial stability emerging and damaging the real economy; and to secure the integrity of financial markets so that those using markets can have con dence in their operations. Only those that have been licenced, registered, or approved by the DFSA can provide nancial services in or from the DIFC. Just because a rm is based in the DIFC does not mean it can provide nancial services. Unfor- tunately, some rms and individuals seek to operate without the DFSA’s authorisation or provide financial authorised or approved (or have been authorised or approved) by the DFSA to carry out specific roles or functions such as a licenced director, a compli- ance officer, or a money laundering reporting o cer, amongst others. You can also see what Firm or entity they are authorised to carry out their roles for. • Funds – information is provided about Funds established (or with- drawn) in the DIFC and includes speci c information about the type of Fund, the Fund Manager and the name of the Fund. • Passported Funds – information is provided on Funds that are estab- lished in another jurisdiction in the UAE (outside the DIFC) that can be o ered in the DIFC including infor- mation about the Fund Manager, the Fund Name and its status (e.g., whether it is active or withdrawn). • Prohibited/Restricted Individ- uals – Information is provided about Individuals who are restricted or prohibited (or have been restricted or prohibited) from performing func- tions in connection with Financial Services in or from the DIFC. You can also see when their restriction or prohibition came into e ect and the Decision Notice announcing their restriction or prohibition. Peter Smith. Managing Director, Head of Strategy, Policy, and Risk, Dubai Financial Services Authority. services without the proper approvals. If a Firm, Individual or Fund claims to be regulated by the DFSA but is not authorised or o ers a nancial service for which it is not licenced, it can be agged directly to the DFSA through its online complaints portal. The type of information in the public register includes: • Firms – information is provided about Firms that hold (or have held) a Financial Services Licence(s) to carry out nancial services in or from the DIFC. Details include the types of nancial services the Firm is author- ised to provide and any restrictions on their licence. Information is also provided about Registered Auditors, Designated Non-Financial Businesses or Professions (DNFBPs), Authorised Market Institutions (AMI), Recognised Members and Recognised Bodies and their contact details. • Individuals – information is provided about Individuals who are 32 AB Leaders – December 2023 SUSTAINABILIT Y A frequent traveller’s mind: Managing mental health and well-being amidst constant travel Travelling for work blurs the line between working hours and personal time, so its important to plan ahead to avoid burnout Business travel in the GCC is witnessing a dramatic rise following the Covid-19 pandemic. We are familiar with the demands of frequent business travel like jet lag, disrupted routines, rushed fast-food meals, and increased alcohol intake. But there’s a broader narrative that remains, alarmingly, in the shadows. Research already shows us that frequent business travel is not only physically straining but also has a profound emotional and psychological toll. From stress, chronic fatigue, loneliness to depression, anxi- ety, and burnout. These outcomes clearly re ect the stresses of travel and over time, which can be a potent recipe for mental health disorders. As such, we can no longer turn a blind eye to this multifaceted toll. BY DR. RIM MAHMOUD, PSYD (UK), HEALTH PSYCHOLOGIST, LIGHTHOUSE ARABIA WELLBEING Frequent iers. Dr. Mahmoud discusses the negative effects of frequent business travel.arabianbusiness.com 33 WELLBEING One of the main stressful consequences of frequent business travel is related to balancing work and personal life. One of the main stressful conse- quences of frequent business travel is related to balancing work and personal life. Travelling for work blurs the line between working hours and personal time. Previously, we clocked in, we clocked out. With the demands of business travel this line has become increasingly hazy. Enter our smartphones, tablets, and laptops. They have tethered us to our work 24/7; we are always one ping away which creates an unspoken expectation that we are always ‘on’ and available. This quickly and unpredictably escalates our work- loads, and diminishes any time for downtime, rest, or joy. Consequently, you will need to define your own working hours and breaks by creating windows of focused work time and genuine personal time. Above all, you will need to commit, commit, commit –allocate time to attend to your personal life and equally prioritise this as you do with your meetings and work tasks. With each trip, professionals don’t just carry luggage; they carry the weight of dual responsibilities, especially for those with families. The demand of the trip – the meetings, the presentations, the negotiations. Simultaneously, there ’ s the ever-present echo of responsibilities from home. It goes beyond missing a family dinner or a child’s soccer game. It’s the cognitive and emotional strain of being present in two places at once. This constant juggle leads to exhaustion, which invariably over time escalates the risk of burnout. The emotional pull of home is undoubtedly challenging. It will require proactive planning including delegating and prioritising tasks to avoid stretching yourself too thin. Setting clear boundaries is crucial to help you have undisturbed periods to concentrate on both spheres. In terms of navigating the land- scape of business travel: 1. Create a portable routine: Our homes often serve as our refuge, o ering solace and grounding. When 3. Self-care on the go: The relentless pace of business travel can often push self-care to the back burner. Dedicate time daily to incorporate phys- ical exercise, even if it’s just a short walk. Focus on nourishing food choices, stay hydrated, and prioritise sleep. If you’re anticipating jet lag, start adjusting to the destination’s time zone few days before travel. Exposure to sunlight and limiting intake of stimulants like caffeine and depressants like alcohol can help with recalibrating the body’s internal clock. 4. Personal time: Returning from a trip often means prioritising family needs and running errands, leaving you with little to no time for your social life and activities. Ensure setting aside some time for yourself for introspection, catching up with friends, hobbies, and sports. 5. Book a wellbeing check-up: Just like a physical health check-up, a wellbeing check-up with a psychologist is a quick screening to ensure that you are not overlooking any issues that may be impacting your mental health and your overall wellbeing. Blurring the lines. Frequent business travel is both physically and emotionally straining. travelling, it’s our routines that becomes our new anchor. Create a routine that provides a consistent pattern irrespec- tive of where you might be. This consist- ency can instil a sense of ‘normality’ amidst changing and unfamiliar envi- ronments. It could be as simple as a morning coffee without any disrup- tions, reading few pages of a book before bedtime, journaling, taking warm baths, or taking a short walk. 2. Stay connected: Regular travelling means that you may be far away from friends and family and may induce feelings of aloneness. Regular check-ins with loved ones, being part of an online community (WhatsApp groups, forums etc.), and attending group workouts can help maintain social connections. 34AB Leaders – December 2023 COP28 The COP28 thematic programme is designed to unite a diverse range of stakeholders around speci c solutions that must be scaled up this decade to limit warming to 1.5 degrees, build resilience and mobilise nance at scale COP28 will act as a catalyst, mobi- lising the ecosystem of govern- ments, corporates, multilaterals, academia, investors and startups to drive a step-change in the devel- opment and deployment of climate solutions to bring the world back to a 1.5°C trajectory and reduce suffering for the most impacted populations and ecosys- tems. This will require a transfor- mation greater than the Industrial Revolution. Key topics in the energy and indus- try track will include massive deployment of renewable energy, greater energy ef ciency, innova- tion and action for heavy-emitting sectors, including steel, cement, and aluminium, unlocking the potential of hydrogen, and decar- bonisation of oil and gas supplies, including through methane abate- ment and carbon management technologies. The conservation, restoration, and sustainable management of nature is integral for achieving the goals of the Paris Agreement. In seeking to transition land use and ocean systems to support climate-aligned and nature positive development, COP28 will focus on scaling robust solutions that protect, restore and effectively manage natural ecosys- tems, address drivers of nature loss, empower indigenous peoples and local communities, and create resilient livelihoods. COP28 is focused on bringing every- one, including youth, entrepreneurs, gender groups, and indigenous peoples to the table in a more inclu- sive process than previous COPs. The problem we are addressing is the lack of systematic inclusion, a lack of capacity building for smaller organisations on how to decarbon- ise and limited pathways on how to empower the next generation and those most impacted by the transi- tion to a low carbon economy. Finance will emerge as a pivotal cross-cutting theme, intricately intertwined with climate transition and adaptation. This multifaceted dimension encompasses critical issues ranging from water and food security to youth empowerment, gender equity, trade dynamics, and renewable energy. The mobilisation of nancial resources and innova- tive funding mechanisms will play a paramount role in realising the sustainable transformation needed to combat climate change. Economic bene ts Conservation Energy Technology and innovation Stimulating growthNext >