We live in a digitally connected world, where technology has become the infrastructure of work, family, and social life. This connectivity often creates a psychological challenge: doomscrolling, the compulsive consumption of news and content on social media, despite knowing it damages your mood, sleep, and relationships.

Doomscrolling is often framed as a modern habit problem, but clinical research increasingly suggests it is driven by the brain’s attention, reward and emotional regulation systems. The concern is not simply how much time people spend online, but the compulsion to continue consuming negative or emotionally charged content even when it begins to affect mood, sleep and daily functioning.

The scale of the problem is becoming clearer. An August 2024 study of 800 university students published in Computers in Human Behavior Reports found that doomscrolling triggers elevated levels of existential anxiety, a pervasive sense of dread when confronting life’s limitations. Earlier research published in Applied Research in Quality of Life (April 2023) analysed three separate studies involving approximately 1,257 adults and found doomscrolling is directly linked to worse mental wellbeing.

A 2025 longitudinal study published in the Journal of Addictive Diseases, which followed 301 adolescents over two months, found a significant relationship between social media addiction and doomscrolling. The researchers concluded that higher levels of social media addiction increased the risk of doomscrolling over time, underscoring the importance of promoting healthier digital habits to help prevent the behaviour.

In fast-connected societies such as the UAE, where work, news and social platforms blend into continuous digital engagement, the question is no longer whether people are online, but how that connectivity is shaping attention, mood and recovery time.

Here, Craig N Sawchuk, PhD, a psychologist at the Mayo Clinic in Rochester, explains what separates healthy social media use from harmful patterns, why the brain is naturally drawn to negative content, and what practical steps can help people regain control without disconnecting from the digital world entirely.

Doomscrolling has become a widely used term, but from a clinical psychology perspective, what actually distinguishes normal social media use from behavior that starts becoming harmful to mental health?

The key difference is not just the amount of time spent online, but whether it interferes with responsibilities, relationships, and overall well-being. Harmful use begins when people cannot easily disengage from spending time online, neglect work or home responsibilities, or withdraw from family and friends. It is also important to monitor mood changes: if social media consistently increases anger, anxiety, sadness, pessimism, or irritability with use, it may be negatively affecting mental health. Healthy use of social media is associated with being able to step away, shift attention elsewhere, and maintain balance in daily life.

Why are people so psychologically drawn to negative headlines, crisis-driven news, and endless social media feeds, even when they know it is affecting their mood or productivity?

The brain is naturally hardwired for threat and novelty, making humans automatically attentive to dangerous or unusual information. This is an adaptive function of our brain that has helped with our survival over time.

People also have a strong drive to “need to know” about current events and a natural human curiosity that keeps people checking for updates. Because news is now constantly accessible through portable devices, people are exposed to nonstop “breaking news,” which can reinforce the impulse to know. Doomscrolling engages reinforcement centers of our brain, which can reinforce repeated engagement with social media, even when it is not helpful for our health.

In fast-paced markets like the UAE, where many residents are highly connected through work, news, and social platforms, are there unique lifestyle factors making people more vulnerable to doomscrolling?

One of the biggest factors is the portability of technology, such as phones and tablets, and a constant electronic connection with us. People often multitask across phones, tablets, and computers throughout the day, then continue using devices at home, when out socially, and late into the evening. This continuous electronic connection can disrupt sleep and other healthy habits, as well as create a more sedentary lifestyle. The Covid-19 pandemic accelerated this pattern by increasing digital communication, and people connected digitally to manage the isolation of social distancing.

What are some of the early warning signs that someone’s scrolling habits are beginning to impact their anxiety levels, sleep quality, relationships, or overall mental wellbeing?

There are several warning signs that can turn into bigger problems. One common sign is ‘time blindness,’ where people intend to check their phones briefly but lose track of time and spend hours online without realising it. Other signs include forgetting responsibilities, worsening mood, and sleep disruption. “Sleep procrastination” is when people delay their sleep schedule to spend time online late at night, which delays bedtime and can lead to fatigue the next day. Over time, accumulated fatigue can create a negative cycle that affects focus, efficiency, work, and other responsibilities.

Self-monitoring can be a very helpful tool to recognise when excessive device use is starting to cause problems. I encourage people to have time-point check-ins when they use their devices to pay attention to their mood and notice any changes in stress, anger, anxiety, or irritability. For example, assess your mood just before you start using your device and keep re-checking on your mood every 10-15 minutes. If your mood is declining, it would be good to distance yourself from the device and choose another activity. Increasing a person’s awareness around time and mood association with their device use can be helpful. Friends or partners can also notice and comment on excessive device use before an individual fully recognises the problem.

For people who rely on their phones for work and communication and can’t simply ‘switch off’, what practical, realistic steps can they take to build healthier digital habits without disconnecting completely?

Since digital technology is often essential for work and communication, the goal is to reduce its excessive use and practice healthy habits. I recommend identifying what technology is truly necessary for work and setting firmer boundaries outside work hours.

Some ideas that may work include removing work email from phones during vacation time, creating device-free periods, and keeping phones or tablets out of the bedroom at night. I encourage trying to run “experiments,” such as testing short periods away from devices and evaluating what actually happens, rather than assuming negative effects. These experiments help people gradually build healthier habits and reduce anxiety around online disconnection.

Read: Staying calm in uncertain times: Here’s what UAE mental health professionals advise

Expo City Dubai has issued the first Expo Green Licences to six businesses, marking a key milestone in the development of the UAE’s first Green Innovation District and strengthening the country’s ambitions to become a hub for sustainable business and climate-focused innovation.

Developed by Expo City Dubai in partnership with the UAE Ministry of Economy and Tourism, the Expo Green Licence is designed to support sustainability-led businesses by providing a dedicated licensing framework and access to incentives that encourage innovation, growth and collaboration.

The first cohort of licensees spans sectors including climate technology, waste management, circular economy and environmental services, with the initiative forming part of a broader pipeline of local and international companies seeking to establish operations within the Green Innovation District.

Reem Al Hashimy, UAE minister of state for international cooperation and CEO of Expo City Dubai Authority, said: “Attracting, enabling and scaling sustainability-focused business, innovation and talent is integral to the Green Innovation District’s mission to deliver measurable environmental, economic and social impact and directly aligns with an enhanced nationwide focus on strengthening local industry. We are proud to advance the District’s mission as we grant the first green licences – entrusted to these pioneering organisations that now form part of a collaborative, solutions-driven ecosystem that will contribute to UAE’s net zero and economic diversification ambitions, helping to create a brighter future for generations to come.”

Abdulla Bin Touq Al Marri, UAE minister of economy and tourism and chairman of the UAE Circular Economy Council, said the initiative supports the country’s long-term economic diversification and sustainability goals by encouraging innovation-led green businesses.

The first companies to receive Expo Green Licences include AirJoule, which develops atmospheric water harvesting technology; WAT (We Are Tech), a Dubai-based electronic waste management company; and Polygreen, a provider of circular economy and waste management solutions.

The inaugural group also includes Carbon Assurance, the first UAE-established organisation accredited by the Emirates International Accreditation Centre (EIAC) for greenhouse gas validation and verification; Carbon Standard, which supports governments and businesses with emissions measurement and sustainability strategies; and RBT Collective, a long-standing Expo City partner focused on food rescue and circular food systems.

The Expo Green Licence introduces a dedicated qualification framework requiring businesses to demonstrate established environmental, social and governance (ESG) credentials or provide evidence of scalable sustainability-focused products and services. Smaller companies are assessed individually by Expo City’s in-house sustainability specialists.

Successful applicants receive a support package valued at more than Dhs400,000, including discounted business setup costs, sustainability advisory services, collaboration opportunities and promotional support.

Licence holders will also gain access to local and international business missions through the Ministry of Economy and Tourism, collaboration opportunities with the UAE’s sustainability platform MAJRA, participation in the Green Majlis leadership forum and future fast-track intellectual property support through the ministry’s planned on-site Green IP office.

Expo City said the licensing initiative forms a key component of the Green Innovation District, which combines sustainable infrastructure, research and development facilities, light manufacturing capabilities and access to funding networks to accelerate the commercialisation of climate technologies, circular economy solutions and clean-tech innovation.

A Qatari LNG tanker suffered significant damage after the vessel was hit as it travelled through the Omani side of the Strait of Hormuz, four sources with knowledge of the matter said on Tuesday, after reports that Iran’s Revolutionary Guards fired missiles at ships transiting the waterway overnight.

It is the first time an LNG ship from Qatar, which is a mediator in the talks between Washington and Tehran, has been struck since the start of the Iran war at the end of February.

The vessel, Al Rekayyat, was loaded with liquefied natural gas and sent out distress signals seeking assistance after it was hit on its port side, one of the sources said, adding the crew were safe. The engine room was on fire and filled with smoke and the crew was unable to assess further damage, they added.

The reports underscored the persistent risks to shipping around the Strait of Hormuz despite the safe passage provisions included in an interim agreement between Washington and Tehran. Iran’s assertion of control over the narrow waterway between it and Oman, through which about a fifth of global oil shipments passed before the conflict, has emerged as one of the most contentious consequences of the US-Israeli war with Iran.

“Now if we use the 100 per cent safe Iranian waters, it means we are dealing with Iranians and admitting the SOH is under their control. If we pass through US/Oman, then you get hit,” one of the sources said.

“The US gives you permission to pass but if something happens on the way, they then say, ‘It is your decision to keep moving or go back’.”

The sources declined to be named because they were not authorised to speak with the media.

The Al Rekayyat is owned and managed by Nakilat, also known as Qatar Gas Transport Company Ltd, which operates one of the world’s largest LNG shipping fleets. LSEG shipping data showed it last transmitted its location on June 18, indicating it was travelling with its transponders switched off.

Renewed US threats

Axios earlier reported the IRGC fired at least two missiles at commercial ships transiting through the Strait of Hormuz on Monday night, citing two US officials. Two commercial ships suffered significant damage but there were no casualties, the report said, citing a US official.

The Al Rekayyat’s location at the time it was hit, given by one of the sources, matches the position described in an advisory from Britain’s maritime security agency, indicating it was the tanker involved in that incident. The United Kingdom Maritime Trade Operations agency (UKMTO) said the tanker was struck on its port side by an unknown projectile while travelling southbound about 8 nautical miles (15 km) east of Oman’s Limah, causing a fire. No casualties or environmental impact had been reported, UKMTO said.

Reuters could not immediately verify the Axios report, and could not determine whether the Al Rekayyat was among the two ships it described.

Nakilat, QatarEnergy, Qatar’s International Media Office and US Central Command did not immediately respond to requests for comment.

Indirect US-Iran talks ​ended last week without any public sign of headway toward ​a lasting peace, despite a 60-day ceasefire intended to ⁠create space for diplomacy to end the conflict.

President Donald Trump said on Monday the US would either reach a deal with Iran or “finish the job,” renewing his threat of military action as Tehran projects defiance following the funeral of Supreme Leader Ayatollah Ali Khamenei, who was killed in the initial US-Israeli attacks.

Iran’s Revolutionary Guards warned ships via maritime radio over the weekend that “our missiles and drones are ready to fire at you,” the Wall Street Journal reported on Monday, quoting from a recording it obtained.

Investors have been keeping a close eye on talks between the US and Iran over the fate of shipping through the Strait of Hormuz while tracking the recovery in Gulf oil exports.

SBI Funds Management, India’s largest asset manager, will draw investments from Abu Dhabi Investment Authority (ADIA) and Singapore’s GIC as part of its $1.2bn initial public offering, two sources with direct knowledge of the matter said.

SBI Funds Management, a joint venture between the country’s largest lender State Bank of India SBI.NS and Europe’s largest asset manager Amundi, manages assets worth 12.5 trillion Indian rupees ($131.1bn) as of end-March 2026.

It is expected to be valued at around $12.3bn, the sources said, with SBI and Amundi selling a collective 10 per cent of their shares in the joint venture, as part of the issue.

The IPO, likely to open next week, will kick off a busy pipeline of public offerings for India in the second half of the year, with Reliance Jio and National Stock Exchange mega listings expected before the end of 2026.

SBI Funds Management, GIC, Amundi and ADIA declined to comment. SBI did not respond to an emailed request for comment.

According to capital market data provider PRIME Database, 251 companies are planning to raise 4.93 trillion rupees ($51.7bn) and waiting to come to market.

SBI Funds Management’s IPO is drawing strong demand from large domestic institutional investors along with top foreign investors from Singapore and the Middle East, the sources said.

“The offering has commitments worth nearly five times of the amount reserved for institutional investors,” one of the two sources said.

Despite the strong institutional demand, the fund house plans to keep 50 per cent of the offer reserved for individual investors, the source said.

SBI Funds Management’s public offer will be India’s largest IPO since early 2026 after the Iran war led to a rise in oil prices, hurting investment sentiment toward the South Asian economy, heavily dependent on imported fuel.

Other IPOs lined up this month include a $1.2bn issue from Manipal Health Enterprises and a $471m issue from Indo-MIM, two merchant banking sources, separate from those cited earlier, said.

IPOs of the National Stock Exchange of India(NSE) and Reliance Jio with an estimated size of $3.3bn and $3.8bn, respectively, are expected to open later in the year.

“While the big-name IPOs that are potentially lined up for this month have good traction, the kind of response they receive and listing will decide the fate of the other bigger issues in the pipeline,” said Suraj Krishnaswamy, managing director and head of investment banking coverage at Axis Capital.

In 2025, Indian firms raised $21.8bn from IPOs. So far in 2026, they have raised $3.8bn.

A successful return of large IPOs will also depend on a revival of foreign investor interest in Indian equities. These investors have sold shares worth $29bn in the secondary markets so far this year, although selling pressure has eased and investors are giving India a second look, Reuters reported last month.

“We remain optimistic about the $20 billion IPO fundraise this year despite a subdued first half. Although, a lot of heavy lifting ($8bn to $9bn) will be done by three to four large IPOs that are in the pipeline,” said Bhavesh Shah, managing director and head of investment banking at Equirus.

Aster DM Quality Care Limited has officially commenced operations following the successful merger of Aster DM Healthcare and Quality Care India Limited (QCIL), creating one of India’s largest integrated healthcare platforms.

The newly formed organisation brings together four established healthcare brands, Aster DM, CARE Hospitals, Evercare and KIMSHEALTH, with a shared vision of expanding access to specialist care, advanced treatment and cutting-edge medical technology beyond India’s metropolitan centres.

As part of the new leadership structure, Dr Azad Moopen will continue as executive chairman, while Varun Khanna will serve as MD and group CEO.

Read more-Aster DM Healthcare unveils women’s health platform across UAE hospitals, clinics

The combined entity begins operations with 39 hospitals across 28 cities and more than 10,600 beds, providing a strong presence across South and Central India. The company said the merger represents more than the coming together of two leading healthcare organisations, describing it as the creation of a stronger platform focused on delivering world-class healthcare closer to where patients live.

Expanding specialist healthcare beyond the metros

Aster Quality Care said it plans to strengthen its presence in several underpenetrated, fast-growing healthcare markets beyond India’s major cities.

The company will focus on decentralising affordable and advanced healthcare by expanding specialist services, investing in advanced medical technologies and strengthening centres of excellence across emerging healthcare hubs. These markets are expected to play an increasingly important role in the group’s long-term growth strategy.

Commenting on the first day of operations for the merged entity, Dr Moopen said, “The coming together of Aster and Quality Care as a single enterprise marks a defining milestone in our journey to build one of India’s most trusted and future-ready healthcare institutions. More than the combination of two healthcare networks; it is the convergence of shared values, clinical excellence, deep medical expertise and an unwavering commitment to patient care. Together, we are creating an institution that is stronger, more resilient and better positioned to address the evolving healthcare needs of India.”

Focus on seamless integration and patient care

The company said its immediate priority will be ensuring a smooth integration of operations while maintaining uninterrupted patient care across the combined network.

According to the leadership team, patients and their families will remain at the centre of every decision as the organisation integrates its systems, processes and clinical capabilities.

Speaking about the strategic priorities of the merged organisation, Khanna, said, “Aster Quality Care brings together highly complementary institutions, strong clinical ecosystems and teams united by a shared ambition to strengthen healthcare delivery in India. At Aster Quality Care patients and their families will be at the centre of every decision, with digitally enabled solutions and a strong bias for high-quality clinical outcomes. Our immediate focus is disciplined and seamless integration with continuity of patient care. We are committed to ensuring that patients, clinicians, employees and partners experience stability and consistency as we bring together systems, capabilities and best practices across the combined network.”

The merged platform is expected to generate significant synergies across clinical collaboration, technology adoption, procurement, digital health and operational excellence. The organisation said doctors across its hospitals will increasingly collaborate through shared treatment protocols, multidisciplinary case discussions and centres of excellence, helping ensure patients receive consistent standards of care while benefiting from a wider pool of specialist expertise.

Investment in advanced technology and regional healthcare

Aster DM Quality Care said it is well positioned to improve access to advanced healthcare services across India’s tier 2 and tier 3 cities, reducing the need for patients to travel to metropolitan centres for complex treatments.

Its network spans key cities including Nagpur, Aurangabad, Vijayawada, Guntur, Bhubaneswar, Raipur, Nagercoil, Kolhapur, Kannur, Kasaragod and Kottakkal.

The company said this expansion reflects a long-standing commitment by both organisations to bring advanced healthcare closer to patients in emerging cities. Over the years, this has included introducing the first LINAC-based radiation therapy system in Nagercoil and expanding robotic surgery programmes across Raipur, Trivandrum and Kolhapur, with similar programmes planned for Guntur and Vijayawada.

Building on these initiatives, the merged entity plans to accelerate investments in advanced technologies, including Gamma Knife systems, stereotactic radiosurgery platforms such as ZAP, 10 robotic surgical platforms and other next-generation clinical capabilities. It also plans to improve access to advanced cancer treatment through the addition of 12 LINAC-based radiation therapy systems across tier 2 and tier 3 cities.

Growth plans and employment opportunities

Looking ahead, Aster DM Quality Care expects to expand its combined bed capacity to more than 15,000 beds over the coming years as it continues to increase access to affordable, high-quality healthcare across the country.

The organisation now brings together more than 45,000 healthcare professionals, creating one of India’s largest clinical ecosystems. The expanded network is expected to strengthen collaboration among doctors, nurses and allied healthcare professionals while supporting improved patient outcomes across its hospitals.

As the platform grows, the company said it also expects to generate thousands of new employment opportunities for doctors, nurses, allied healthcare professionals and support staff, contributing to the continued development of healthcare infrastructure and services in the communities it serves.