When it comes to Britain’s National Health Service, I am irremediably biased. It’s is a good thing. I have the scars to prove it.
NHS surgeons saved my life when I was three weeks old and needed an emergency operation. When I was old enough to understand what the initials “NHS” meant, my grandmother, a feisty Glaswegian, would explain how lucky I was to have been born when my operation was “free”. She said that if she herself had been as ill as a baby she would have died. Her generation and class could not afford the hospital care I received.
Of course, my grandmother knew my treatment was “free” only at the point I needed it. The NHS is based on a system paid for by taxation, disapprovingly called “socialised medicine” by some in America. Fortunately, British health care outcomes are statistically better than those for the US. (Have a look at perinatal mortality figures – deaths around the time of birth – for example. American outcomes are shocking.)
But as a strong supporter, I have to point out the British are sometimes deluded that the NHS is the “envy of the world”. It isn’t.
And so, as we celebrate the 75th anniversary of the founding of the NHS this week, we have to understand that the entire British healthcare system needs to be rethought as well as re-financed. The good news is that the NHS remains the public service with the highest level of trust among British people (80 per cent). It is also the country’s biggest employer, with more than 1.5 million full-time-equivalent staff.
The not so good news is that the NHS is in big trouble and millions of Britons now complain about a deteriorating service. It has seen months of strikes by nurses, doctors and other staff, plus constant political rows about how to fix health care in Britain, which, after improving in the years up to 2010, has deteriorated as a result, in large part, from government economic austerity, as well as a growing population living longer.
Getting a doctor’s appointment, finding an NHS dentist, ensuring rapid hospital treatment for non-emergency cases are all areas where the NHS has often failed. Moreover, the British political class has for years – I would suggest decades – adopted a sticking plaster cure to fix chronic failures. Neither Labour nor the Conservative party (for different reasons) has wanted to force through bold reforms for the next generation. That may now be changing. Prime Minister Rishi Sunak set out five pledges when he took office. He would halve inflation, grow the economy, reduce debt, cut NHS waiting lists and “stop the boats” – the people trafficking across the sea from France.
This cannot be the NHS of my grandmother. It has to be an NHS fit for our grandchildren.
None of this is working as Mr Sunak hoped. But last week he did unveil an NHS reform plan which appears to be for the next generation rather than – as with his other pledges – merely for the next election (probably in late 2024) or the next day’s newspaper headlines.
In broad terms, Mr Sunak wants to fast-track the training of doctors and nurses and expand the NHS by as many as 300,000 new staff with a programme stretching over 15 years. There is a promise of easier access to primary care, a bigger role for pharmacists and others who are not trained doctors, more personal access to medical records and an NHS bureaucracy which will be more joined up and quicker to respond to patient demand. I hope it works.
Wes Streeting, the health spokesman for the opposition Labour party, has implicitly praised some of the plan by accusing the government of “nicking” good ideas from Labour. Even so, there remain structural and ideological as well as political problems.
On the political left, many believe the Conservatives really want to privatise health care and replicate the American model. On the political right, meanwhile, there is the not-entirely-unreasonable criticism of the NHS that it is hugely bureaucratic, slow to change and needs an administrative and organisational shake-up.
For example, one NHS insider told me of a kind of bureaucratic sclerosis within the NHS on information technology and the use of computers. He said that the coronavirus emergency helped force more IT modernisation in two years than in all the reports and recommendations of the previous 20. Even if the insider was exaggerating, you get the point. Moreover, training a lot of new doctors is fine, but retaining existing doctors – who may find better pay and conditions by moving to Australia or North America – is proving to be a real problem.
And so happy birthday, NHS. Britain needs you and loves you – but also needs you to understand the diagnosis. The future of the NHS does not depend merely on goodwill, pride, trust or even money. The future depends upon change and a strategy for health care financed properly for the 21st century. This cannot be the NHS of my grandmother. It has to be an NHS fit for the generation of our grandchildren.
Match info
Bournemouth 1 (King 45 1')
Arsenal 2 (Lerma 30' og, Aubameyang 67')
Man of the Match: Sead Kolasinac (Arsenal)
Brief scores:
Everton 2
Walcott 21', Sigurdsson 51'
Tottenham 6
Son 27', 61', Alli 35', Kane 42', 74', Eriksen 48'
Man of the Match: Son Heung-min (Tottenham Hotspur)
UAE currency: the story behind the money in your pockets
1971: The Year The Music Changed Everything
Director: Asif Kapadia
4/5
Results
1. Lewis Hamilton (Mercedes) 1hr 32mins 03.897sec
2. Max Verstappen (Red Bull-Honda) at 0.745s
3. Valtteri Bottas (Mercedes) 37.383s
4. Lando Norris (McLaren) 46.466s
5.Sergio Perez (Red Bull-Honda) 52.047s
6. Charles Leclerc (Ferrari) 59.090s
7. Daniel Ricciardo (McLaren) 1:06.004
8. Carlos Sainz Jr (Ferrari) 1:07.100
9. Yuki Tsunoda (AlphaTauri-Honda) 1:25.692
10. Lance Stroll (Aston Martin-Mercedes) 1:26.713,
Panipat
Director Ashutosh Gowariker
Produced Ashutosh Gowariker, Rohit Shelatkar, Reliance Entertainment
Cast Arjun Kapoor, Sanjay Dutt, Kriti Sanon, Mohnish Behl, Padmini Kolhapure, Zeenat Aman
Rating 3 /5 stars
Abramovich London
A Kensington Palace Gardens house with 15 bedrooms is valued at more than £150 million.
A three-storey penthouse at Chelsea Waterfront bought for £22 million.
Steel company Evraz drops more than 10 per cent in trading after UK officials said it was potentially supplying the Russian military.
Sale of Chelsea Football Club is now impossible.
DUBAI SEVENS 2018 DRAW
Gulf Men’s League
Pool A – Dubai Exiles, Dubai Hurricanes, Bahrain, Dubai Sports City Eagles
Pool B – Jebel Ali Dragons, Abu Dhabi Saracens, Abu Dhabi Harlequins, Al Ain Amblers
Gulf Men’s Open
Pool A – Bahrain Firbolgs, Arabian Knights, Yalla Rugby, Muscat
Pool B – Amman Citadel, APB Dubai Sharks, Jebel Ali Dragons 2, Saudi Rugby
Pool C – Abu Dhabi Harlequins 2, Roberts Construction, Dubai Exiles 2
Pool D – Dubai Tigers, UAE Shaheen, Sharjah Wanderers, Amman Citadel 2
Gulf U19 Boys
Pool A – Deira International School, Dubai Hurricanes, British School Al Khubairat, Jumeirah English Speaking School B
Pool B – Dubai English Speaking College 2, Jumeirah College, Dubai College A, Abu Dhabi Harlequins 2
Pool C – Bahrain Colts, Al Yasmina School, DESC, DC B
Pool D – Al Ain Amblers, Repton Royals, Dubai Exiles, Gems World Academy Dubai
Pool E – JESS A, Abu Dhabi Sharks, Abu Dhabi Harlequins 1, EC
Gulf Women
Pool A – Kuwait Scorpions, Black Ruggers, Dubai Sports City Eagles, Dubai Hurricanes 2
Pool B – Emirates Firebirds, Sharjah Wanderers, RAK Rides, Beirut Aconites
Pool C – Dubai Hurricanes, Emirates Firebirds 2, Abu Dhabi Saracens, Transforma Panthers
Pool D – AUC Wolves, Dubai Hawks, Abu Dhabi Harlequins, Al Ain Amblers
Gulf U19 Girls
Pool A – Dubai Exiles, BSAK, DESC, Al Maha
Pool B – Arabian Knights, Dubai Hurricanes, Al Ain Amblers, Abu Dhabi Harlequins
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 Written World: How Literature Shaped History
Martin Puchner
Granta
PROFILE OF HALAN
Started: November 2017
Founders: Mounir Nakhla, Ahmed Mohsen and Mohamed Aboulnaga
Based: Cairo, Egypt
Sector: transport and logistics
Size: 150 employees
Investment: approximately $8 million
Investors include: Singapore’s Battery Road Digital Holdings, Egypt’s Algebra Ventures, Uber co-founder and former CTO Oscar Salazar
yallacompare profile
Date of launch: 2014
Founder: Jon Richards, founder and chief executive; Samer Chebab, co-founder and chief operating officer, and Jonathan Rawlings, co-founder and chief financial officer
Based: Media City, Dubai
Sector: Financial services
Size: 120 employees
Investors: 2014: $500,000 in a seed round led by Mulverhill Associates; 2015: $3m in Series A funding led by STC Ventures (managed by Iris Capital), Wamda and Dubai Silicon Oasis Authority; 2019: $8m in Series B funding with the same investors as Series A along with Precinct Partners, Saned and Argo Ventures (the VC arm of multinational insurer Argo Group)
MATCH INFO
Fixture: Thailand v UAE, Tuesday, 4pm (UAE)
TV: Abu Dhabi Sports
Skoda Superb Specs
Engine: 2-litre TSI petrol
Power: 190hp
Torque: 320Nm
Price: From Dh147,000
Available: Now
Ipaf in numbers
Established: 2008
Prize money: $50,000 (Dh183,650) for winners and $10,000 for those on the shortlist.
Winning novels: 13
Shortlisted novels: 66
Longlisted novels: 111
Total number of novels submitted: 1,780
Novels translated internationally: 66
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%3Cp%3EAuthor%3A%20S%20Frederick%20Starr%3Cbr%3EPublisher%3A%20Oxford%20University%20Press%3Cbr%3EPages%3A%20290%3Cbr%3EAvailable%3A%20January%2024%3C%2Fp%3E%0A
Company Profile
Name: Thndr
Started: 2019
Co-founders: Ahmad Hammouda and Seif Amr
Sector: FinTech
Headquarters: Egypt
UAE base: Hub71, Abu Dhabi
Current number of staff: More than 150
Funds raised: $22 million
COMPANY%20PROFILE
%3Cp%3EFounder%3A%20Hani%20Abu%20Ghazaleh%3Cbr%3EBased%3A%20Abu%20Dhabi%2C%20with%20an%20office%20in%20Montreal%3Cbr%3EFounded%3A%202018%3Cbr%3ESector%3A%20Virtual%20Reality%3Cbr%3EInvestment%20raised%3A%20%241.2%20million%2C%20and%20nearing%20close%20of%20%245%20million%20new%20funding%20round%3Cbr%3ENumber%20of%20employees%3A%2012%3C%2Fp%3E%0A
How the bonus system works
The two riders are among several riders in the UAE to receive the top payment of £10,000 under the Thank You Fund of £16 million (Dh80m), which was announced in conjunction with Deliveroo's £8 billion (Dh40bn) stock market listing earlier this year.
The £10,000 (Dh50,000) payment is made to those riders who have completed the highest number of orders in each market.
There are also riders who will receive payments of £1,000 (Dh5,000) and £500 (Dh2,500).
All riders who have worked with Deliveroo for at least one year and completed 2,000 orders will receive £200 (Dh1,000), the company said when it announced the scheme.
