Paul Hart gained respect for his uncomplaining attitude, his organisational powers
Paul Hart gained respect for his uncomplaining attitude, his organisational powers
Paul Hart gained respect for his uncomplaining attitude, his organisational powers
Paul Hart gained respect for his uncomplaining attitude, his organisational powers

Hart was not the problem


Richard Jolly
  • English
  • Arabic

Consider the following facts: the worst start to a top-flight season by any team for 79 years; 20th and last place in the Premier League; an average of roughly one point every two games. On the face of it, it was a straightforward decision when Portsmouth sacked Paul Hart. He departs damned by the numbers. FA Cup winners 18 months ago, Pompey are on course for an ignominious return to the Championship. They have lost 10 of their 13 league games and scored a mere 10 goals. Victories are rare, but Hart has won football's least prestigious contest, the sack race.

But nothing is straightforward at Portsmouth these days. After losing their first seven games, Pompey claimed seven points from the next six. Amid chaos and predictions of calamity, Hart transformed strangers into a team and oversaw an improvement in performances and results. He gained respect for his uncomplaining attitude, his organisational powers and his prowess in rallying a club in crisis.

As many as seven of Hart's first-choice team arrived in the summer and the fact that only two commanded fees is indicative of his limited budget. Five of them came in the space of a few days before the transfer window shut yet, without the benefit of a pre-season together, they have started to combine slickly and defend manfully. For the past two months, Portsmouth have been the superior passing side in most games they have played. Over the entire campaign, they have conceded fewer goals than Liverpool and Everton.

Both merit praise. Virtually an entire team (and a very fine one at that) has left Fratton Park this year: Jermain Defoe and Peter Crouch in attack; Lassana Diarra, Sean Davis and Niko Kranjcar in midfield; Sol Campbell, Sylvain Distin and Glen Johnson in defence. In several cases, their deputies have gone as well. Hart spent the summer operating with 14 outfield players. He publicly admitted that finishing one place above the relegation zone was his aim. Within football, there was a recognition that it would be tough. Portsmouth's league position was not the product of underachievement or poor management, but financial problems that compelled them to sell their bankable assets.

"We can't continue to be unlucky in games which we have been on top of," said Mark Jacob, an executive director at Fratton Park. But domination and defeat can go hand in hand for a side without goalscorers. Portsmouth sold their two finest, Defoe and Crouch, who have since displayed why managers pay a premium for proven strikers. At Fratton Park cut-price replacements have provided more erratic finishing. In no position are the consequences of a fire-sale more apparent.

Given a backdrop of chronic instability - in Hart's short reign, Portsmouth have had three owners - maintaining a focus on the football has been an achievement in itself. Engendering loyalty from a group of players who could have been deemed cast-offs, misfits or, at worst, mercenaries has been an accomplishment. Managing Jamie O'Hara, Kevin-Prince Boateng and Younes Kaboul to the extent that each has produced the finest form of his career in England is another feat.

None, it appears, have impressed Ali al Faraj, the Saudi businessman who is the latest, but probably not last, owner of Portsmouth. Hart's qualities - dignity, integrity, honesty - have endeared him to many, but not his employer. Others possess more charisma and bigger reputations, but do they want the poisoned chalice Portsmouth provides? Because Hart's successor will have at least seven games with the same, hastily and cheaply assembled group of players before the transfer window reopens, when it is unclear if funds will be available.

As those matches include meetings with Manchester United, Chelsea, Liverpool and Arsenal, the chances are that Portsmouth's plight will be more serious before they can tempt any reinforcements to Fratton Park. Before Hart's dismissal, their best hope lay with the unity he had forged and the displays he had coaxed from his players. Both are endangered by his axing. It was a decision that revealed an ignorance of the circumstances at Fratton Park, an ingratitude for the thankless task that he performed and an uncertain grasp of the realities of Portsmouth's predicament. There might not be a solution, but Hart certainly wasn't the problem.

@Email:rjolly@thenational.ae

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Reputation

Taylor Swift

(Big Machine Records)

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Match info

UAE v Bolivia, Friday, 6.25pm, Maktoum bin Rashid Stadium, Dubai

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Hotel Silence
Auður Ava Ólafsdóttir
Pushkin Press

UAE currency: the story behind the money in your pockets
Timeline

2012-2015

The company offers payments/bribes to win key contracts in the Middle East

May 2017

The UK SFO officially opens investigation into Petrofac’s use of agents, corruption, and potential bribery to secure contracts

September 2021

Petrofac pleads guilty to seven counts of failing to prevent bribery under the UK Bribery Act

October 2021

Court fines Petrofac £77 million for bribery. Former executive receives a two-year suspended sentence 

December 2024

Petrofac enters into comprehensive restructuring to strengthen the financial position of the group

May 2025

The High Court of England and Wales approves the company’s restructuring plan

July 2025

The Court of Appeal issues a judgment challenging parts of the restructuring plan

August 2025

Petrofac issues a business update to execute the restructuring and confirms it will appeal the Court of Appeal decision

October 2025

Petrofac loses a major TenneT offshore wind contract worth €13 billion. Holding company files for administration in the UK. Petrofac delisted from the London Stock Exchange

November 2025

180 Petrofac employees laid off in the UAE

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MATCH INFO

Uefa Champions League, last 16, first leg

Liverpool v Bayern Munich, midnight (Wednesday), BeIN Sports

Tamkeen's offering
  • Option 1: 70% in year 1, 50% in year 2, 30% in year 3
  • Option 2: 50% across three years
  • Option 3: 30% across five years 
COMPANY%20PROFILE
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Generational responses to the pandemic

Devesh Mamtani from Century Financial believes the cash-hoarding tendency of each generation is influenced by what stage of the employment cycle they are in. He offers the following insights:

Baby boomers (those born before 1964): Owing to market uncertainty and the need to survive amid competition, many in this generation are looking for options to hoard more cash and increase their overall savings/investments towards risk-free assets.

Generation X (born between 1965 and 1980): Gen X is currently in its prime working years. With their personal and family finances taking a hit, Generation X is looking at multiple options, including taking out short-term loan facilities with competitive interest rates instead of dipping into their savings account.

Millennials (born between 1981 and 1996): This market situation is giving them a valuable lesson about investing early. Many millennials who had previously not saved or invested are looking to start doing so now.

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Labour dispute

The insured employee may still file an ILOE claim even if a labour dispute is ongoing post termination, but the insurer may suspend or reject payment, until the courts resolve the dispute, especially if the reason for termination is contested. The outcome of the labour court proceedings can directly affect eligibility.


- Abdullah Ishnaneh, Partner, BSA Law 

The biog

Favourite Quote: “Real victories are those that protect human life, not those that result from its destruction emerge from its ashes,” by The late king Hussain of Jordan.

Favourite Hobby: Writing and cooking

Favourite Book: The Prophet by Gibran Khalil Gibran

If you go

Flight connections to Ulaanbaatar are available through a variety of hubs, including Seoul and Beijing, with airlines including Mongolian Airlines and Korean Air. While some nationalities, such as Americans, don’t need a tourist visa for Mongolia, others, including UAE citizens, can obtain a visa on arrival, while others including UK citizens, need to obtain a visa in advance. Contact the Mongolian Embassy in the UAE for more information.

Nomadic Road offers expedition-style trips to Mongolia in January and August, and other destinations during most other months. Its nine-day August 2020 Mongolia trip will cost from $5,250 per person based on two sharing, including airport transfers, two nights’ hotel accommodation in Ulaanbaatar, vehicle rental, fuel, third party vehicle liability insurance, the services of a guide and support team, accommodation, food and entrance fees; nomadicroad.com

A fully guided three-day, two-night itinerary at Three Camel Lodge costs from $2,420 per person based on two sharing, including airport transfers, accommodation, meals and excursions including the Yol Valley and Flaming Cliffs. A return internal flight from Ulaanbaatar to Dalanzadgad costs $300 per person and the flight takes 90 minutes each way; threecamellodge.com

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COMPANY PROFILE
Name: Kumulus Water
 
Started: 2021
 
Founders: Iheb Triki and Mohamed Ali Abid
 
Based: Tunisia 
 
Sector: Water technology 
 
Number of staff: 22 
 
Investment raised: $4 million 
SPECS
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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

About Okadoc

Date started: Okadoc, 2018

Founder/CEO: Fodhil Benturquia

Based: Dubai, UAE

Sector: Healthcare

Size: (employees/revenue) 40 staff; undisclosed revenues recording “double-digit” monthly growth

Funding stage: Series B fundraising round to conclude in February

Investors: Undisclosed