In my career in the cultural sector spanning 20 years, I have seen museums and cultural organisations face the imperative of reflecting and engaging with a diverse, global audience. The evolving role of these institutions extends far beyond preserving and researching art collections.
It involves contributing to cultural dialogue and having critical conversations with the public. To harness the full potential of their collections, museums must build international partnerships and foster cross-cultural learning. Such collaborations are essential to cultivating leaders who will guide the cultural institutions of tomorrow.
More than a decade ago, a vision shared by cultural professionals committed to addressing gaps in the museum sector led to a significant initiative. What started as a brainstorming session in Sharjah evolved into a pioneering museum studies educational programme called Sawa to bridge cultural divides and enhance the museum experience through international co-operation.
Museums and cultural organisations need leaders to promote international partnerships and cultivate genuine friendships
This programme was designed to bring together students and emerging professionals from various regions – including the Middle East, North Africa and Europe – to engage in a transformative learning process.
Multicultural learning is at the core of this initiative. Participants are exposed to diverse cultural contexts and perspectives through workshops, seminars and practical experiences in different countries. This comparative approach enables them to understand how museums in various regions handle issues such as cultural representation, content creation and education.
Modules for the programme are co-taught by Sharjah Museum staff and their European counterparts on themes such as the definition of a museum, strategies in collecting and documentation, curatorial approaches and audience engagement and interpretation. Such experiences are crucial for developing a nuanced understanding of the global museum landscape and equipping future leaders with the skills needed to navigate diverse cultural settings effectively.
International collaboration offers more than just professional development; it cultivates empathy and a deeper appreciation for cultural diversity. By engaging with perspectives outside their own cultural comfort zones, participants learn to interpret and present cultural artefacts in sensitive ways.
Just to share one example, a past participant of Mexican origin living in Luxembourg expressed her joy for her new “Sawa Family”, stating that “we identified in each other the commitment to make museums more self-reflective, diverse, and caring places”.
For museums, this means empowering staff who have the tools and understanding to create exhibitions and programmes that resonate with a wide audience and contribute to a less partial representation of history and heritage, fostering a genuine connection with different cultures and narratives.
One of the most significant outcomes of such cross-cultural exploration is the ability to identify and emphasise the common ground between different cultural narratives. In a world where cultural differences are often highlighted, focusing on shared human experiences can bridge divides and promote a more inclusive approach to museum work.
Programmes that encourage participants to explore both similarities and differences help create a more unified understanding of cultural heritage, fostering a sense of global solidarity and connectivity in times where geopolitical events are dividing us and brewing animosity, bigotry and misinformation.
Furthermore, these international partnerships play a critical role in shaping the leadership of cultural organisations. The museum sector requires leaders who are not only well-versed in their field but also adept at navigating an evolving landscape marked by increasing demands for inclusivity, transparency and innovation. Effective leadership in this context involves inspiring diverse audiences, advocating for the value of cultural heritage and leading initiatives that promote social responsibility and cohesion.
By working alongside peers from different cultural backgrounds, emerging leaders develop the ability to lead in multicultural settings – a crucial skill in today’s globalised world. This experience enhances their capacity to collaborate with international partners and address the needs of a diverse audience with cultural sensitivity and awareness.
As these future leaders take on roles within museums and cultural organisations, their ability to integrate diverse perspectives will be instrumental in ensuring these institutions remain relevant and impactful.
During my 17 years as director general of museums in Sharjah, my past role heavily involved diplomatic skills such as listening, negotiation, adaptability and, above all, communication. But it would have been futile had I not adopted early in my career an accepting mindset and social awareness.
International collaborations also help build networks of young professionals committed to cross-cultural understanding and cultural diplomacy. These networks lay the groundwork for future partnerships that can further the goals of global engagement and mutual respect.
Museums and cultural organisations need leaders to promote international partnerships and cultivate genuine friendships. These collaborations are essential for improving museum collections and narratives, ensuring they reflect the diversity and richness of global cultures and voices. As we move forward, the lessons learnt from such initiatives will continue to shape the leaders who will guide cultural institutions towards a more connected and empathetic future.
Our legal consultant
Name: Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants.
The biog
Favourite films: Casablanca and Lawrence of Arabia
Favourite books: Start with Why by Simon Sinek and Good to be Great by Jim Collins
Favourite dish: Grilled fish
Inspiration: Sheikh Zayed's visionary leadership taught me to embrace new challenges.
Silent Hill f
Publisher: Konami
Platforms: PlayStation 5, Xbox Series X/S, PC
Rating: 4.5/5
The National Archives, Abu Dhabi
Founded over 50 years ago, the National Archives collects valuable historical material relating to the UAE, and is the oldest and richest archive relating to the Arabian Gulf.
Much of the material can be viewed on line at the Arabian Gulf Digital Archive - https://www.agda.ae/en
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Profile
Company: Justmop.com
Date started: December 2015
Founders: Kerem Kuyucu and Cagatay Ozcan
Sector: Technology and home services
Based: Jumeirah Lake Towers, Dubai
Size: 55 employees and 100,000 cleaning requests a month
Funding: The company’s investors include Collective Spark, Faith Capital Holding, Oak Capital, VentureFriends, and 500 Startups.
GAC GS8 Specs
Engine: 2.0-litre 4cyl turbo
Power: 248hp at 5,200rpm
Torque: 400Nm at 1,750-4,000rpm
Transmission: 8-speed auto
Fuel consumption: 9.1L/100km
On sale: Now
Price: From Dh149,900
Champions League Last 16
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Our legal consultant
Name: Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants.
Simran
Director Hansal Mehta
Stars: Kangana Ranaut, Soham Shah, Esha Tiwari Pandey
Three stars
Liverpool 4-1 Shrewsbury
Liverpool
Gordon (34'), Fabinho (44' pen, 90' 3), Firmino (78')
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Udoh (27'minutes)
Man of the Match: Kaide Gordon (Liverpool)
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
Islamophobia definition
A widely accepted definition was made by the All Party Parliamentary Group on British Muslims in 2019: “Islamophobia is rooted in racism and is a type of racism that targets expressions of Muslimness or perceived Muslimness.” It further defines it as “inciting hatred or violence against Muslims”.
On racial profiling at airports
Titanium Escrow profile
Started: December 2016
Founder: Ibrahim Kamalmaz
Based: UAE
Sector: Finance / legal
Size: 3 employees, pre-revenue
Stage: Early stage
Investors: Founder's friends and Family
What vitamins do we know are beneficial for living in the UAE
Vitamin D: Highly relevant in the UAE due to limited sun exposure; supports bone health, immunity and mood.
Vitamin B12: Important for nerve health and energy production, especially for vegetarians, vegans and individuals with absorption issues.
Iron: Useful only when deficiency or anaemia is confirmed; helps reduce fatigue and support immunity.
Omega-3 (EPA/DHA): Supports heart health and reduces inflammation, especially for those who consume little fish.
