Ole Gunnar Solskjaer will always be defined by a game with two injury-time goals, and it won’t be one where Watford got them both. The last-gasp strike that springs to mind when Solskjaer is mentioned will remain his own strike in the Nou Camp in 1999, not Emmanuel Dennis’ 96th-minute effort at Vicarage Road.
Manchester United recognised as much with a statement that acknowledged their sacked manager remains a legend. “His place in the club’s history will always be secure,” they said. So much of the Solskjaer project revolved around history that it was the constant; he sought to remember it and re-enact it but, dismissed after a 4-1 defeat, he emulated Ron Atkinson, not Sir Alex Ferguson.
United’s recent spell has been reminiscent of Ferguson’s awful autumn of 1989, but without its Mark Robins moment and subsequent surge to glory. The winner as player was the nearly man as a manager, the serial semi-finalist. United were seventh in the table when Solskjaer came sixth in the sack race.
His shortcomings were cruelly exposed by their inability to act. Realistically, the 5-0 evisceration by Liverpool signalled the need for change; so, too, the Manchester derby defeat. Solskjaer limped on to Watford by a board who placed too much faith in the likeable legend, ignoring a host of better-qualified managers as, one by one, they took jobs.
United are left with an interim for the rest of the season. They have hamstrung themselves by overlooking Mauricio Pochettino and Antonio Conte until it was too late. United believed in their own hype, in Solskjaer’s doctrine of United exceptionalism meaning it did not matter if he wasn’t a world-class manager because he loved the club. They gave him a new three-year contract in the summer. They did not see a crisis coming and did not react in time when it did.
Maybe Solskjaer should always have been an interim. Instead, his reign lasted three years. He was a brilliant caretaker, an antidote to the toxicity of Jose Mourinho, his enthusiasm propelling United to 14 wins in 17 games.
Yet the nature of Solskjaer’s reign meant they could veer between boom and bust, between counter-attacking triumphs over supposedly superior managers to embarrassing defeats. Long before the run of five losses in seven league games that finished him off were Cardiff and Astana and Sheffield United. Before the 5-0 to Liverpool was the 6-1 to Mourinho’s Tottenham.
Watford 4 Manchester United 1: player ratings
Despite a couple of notable wins over Paris Saint-Germain, Solskjaer’s Champions League record was undistinguished. Yet he could point to Premier League finishes of sixth, third and second as evidence of progress.
Had he gone before May’s Europa League final, it could have been with the sense he had steered the club in the right direction, resetting the culture, promoting youth, adding an upbeat air. But his passivity in Gdansk was a sign he had run out of ideas. He was simply relying on his premier players to do something. It was an illustration United lacked the capacity to create courtesy of training-ground moves implemented by better managers. Solskjaer was the throwback, the great ex-player in a managerial world of tactics nerds.
And this season descended into farce, unravelling to a startlingly degree. The signing of Cristiano Ronaldo unbalanced everything. Jadon Sancho became the new Donny van de Beek, a player Solskjaer did not know what to do with. United’s defending was shambolic, their side lacking in shape or spirit.
Nostalgia was no answer to their failures in the modern world. Solskjaer leaves United with a better squad than he inherited, even if that underlines their underachievement this season, but in a similar position: miles from recreating the glory days he enjoyed as a player.
SM Town Live is on Friday, April 6 at Autism Rocks Arena, Dubai. Tickets are Dh375 at www.platinumlist.net
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
The Details
Article 15
Produced by: Carnival Cinemas, Zee Studios
Directed by: Anubhav Sinha
Starring: Ayushmann Khurrana, Kumud Mishra, Manoj Pahwa, Sayani Gupta, Zeeshan Ayyub
Our rating: 4/5
Ticket prices
General admission Dh295 (under-three free)
Buy a four-person Family & Friends ticket and pay for only three tickets, so the fourth family member is free
Buy tickets at: wbworldabudhabi.com/en/tickets
Scoreline
Syria 1-1 Australia
Syria Al Somah 85'
Australia Kruse 40'
Like a Fading Shadow
Antonio Muñoz Molina
Translated from the Spanish by Camilo A. Ramirez
Tuskar Rock Press (pp. 310)
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”