MALTA
BUSINESS REVIEW
ISSUE 33 JULY 2017
COVER STORY
DRIVING COSTANT GROWTH
MBR interviews Felipe Navarro, CEO of
MAPFRE Middlesea about their brand promise
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CORPORATE INTERVIEW
Accessibility, Affordablity and Excellence
Unique joint interview MBR Editor Martin Vella talks with
Melita CEO Harald Rösch and Vodafone Malta CEO Amanda Nelson
7th EU COHESION FORUM
Overcoming economic and political challenges together
Exclusive interview with Günther Oettinger,
European Commissioner for Budget and Human Resources
Regions matter more than ever in a globalised world
Exceptional interview with Michael Storper, Professor of
Economic Geography at the London School of Economics
DRIVING COSTANT GROWTH
MBR interviews Felipe Navarro, CEO of
MAPFRE Middlesea about their brand promise
ISSUE 33 JULY 2017
CORPORATE INTERVIEW
Accessibility, Affordablity and Excellence
Unique joint interview MBR Editor Martin Vella talks with
Melita CEO Harald Rösch and Vodafone Malta CEO Amanda Nelson
7th EU COHESION FORUM
Overcoming economic and political challenges together
Exclusive interview with Günther Oettinger,
European Commissioner for Budget and Human Resources
Regions matter more than ever in a globalised world
Exceptional interview with Michael Storper, Professor of
Economic Geography at the London School of Economics
Malta Business Review
06 COVER STORY
DRIVING CONSTANT GROWTH
Martin Vella speaks to Felipe Navarro, CEO of
MAPFRE Middlesea about their brand promise
10 CORPORATE INTERVIEW OF
THE MONTH
ACCESSIBILITY, AFFORDABLITY AND EXCELLENCE
Unique joint interview MBR Editor Martin Vella talks with
Melita CEO Harald Rösch and Vodafone Malta CEO Amanda
Nelson
SPECIAL FEATURE:
MALTA’S BEST ENTREPRENEUR
OF THE YEAR AWARDS 2017
12 EMBRACING CHALLENGES, RECOGNISING VALUE
Abigail Law, Malta’s Best Innovation in Product & Service
Entrepreneur of theYear 2017, shares her thoughts and
insights on Look Amazing Ltd
20 CONTINUOUS LOOP TO INNOVATE
Interview with David Abela, Managing Director at Eurobridge
Shipping Services Ltd, winner of Malta’s Best International
Trade Entrepreneur of the Year Award
21 DRIVE FOR INNOVATION
Meet Joseph Bigeni, Manager of Il-Logga Boutique Hotel
06
CONTENTS
July 2017
SPECIAL PULL-AND-KEEP
SUPPLEMENT FEATURE:
7th EU COHESION FORUM
25 MY REGION, MY EUROPE, OUR FUTURE
Address by the Hon Prime Minister of Malta Dr. Joseph Muscat
26 OVERCOMING ECONOMIC AND POLITICAL CHALLENGES
TOGETHER
Exclusive interview with Günther Oettinger, European
Commissioner for Budget and Human Resources
28 REGIONS MATTER MORE THAN EVER IN A GLOBALISED
WORLD
Exceptional interview with Michael Storper, Professor of Economic
Geography at the London School of Economics
30 THE EU’S FUTURE FINANCES
A rare interview with former Italian Prime Minister and EU
Commissioner Mario Monti
32 CALLING FOR STRENGTHENED COHESION, IMPROVED
EMPLOYMENT OPPORTUNITIES AND LIVING CONDITIONS
Martin Vella interviews Corina Cretu, EU Commissioner for Regional
Policy
34 STUDENTS REPORT… ON INTERREG PROJECT IN MALTA
A look at the Interreg Annual Meeting held in Malta
BUSINESS INTERVIEWS
44 SERVICE, DELIVERY, PERFORMANCE
MBR interviews Brian Darmanin, Technical Director at J2 Group
48 STRUCTURE FOR SUCCESS
Claire Camilleri Gauci, Director at Aid Compliance, tells us just
why keeping updated with regulations is essential for effective
compliance
FEATURE STORIES
52 BOOST YOUR STRATEGIC THINKING
Robin Cleland tells us why organisations should more
customer-centric and data-driven in their approach digital
53 INTERNATIONALISATION & MILITARIZATION: CHINA
VS EU, WHO IS RIGHT?
Anatole Baldacchino take a glimpse at the colonial times,
and draws parallels between the EU and China
PUBLISHER
MBR Publications Limited
OFFICES
Highland Apartment - Level 1,
Naxxar Road,
Birkirkara, BKR 9042
+356 2149 7814
EDITOR
Martin Vella
TECHNICAL ADVISOR
Marcelle D’Argy Smith
SALES DIRECTOR
Margaret Brincat
DESIGN
Eleonora Muratore, MBR Design
ADVERTISING
Call: 9940 6743 or 9926 0163/4/6;
Email: margaret@mbrpublications.net
or admin@mbrpublications.net
CONTRIBUTORS
Anatole Baldacchino; Antoine Bonello; George
Carol; Robin Cleland; Jean Paul Demajo; Aude
Rabault; G. A. Carol
SPECIAL THANKS
Demajo Dental; DOI; European Commissioner
for Transport; EU/EP Plenary Session/
Institutions – External Relations; GRTU; ICF
MOSTRA; European Commission, 9 Ways
Cohesion Policy Works For Europe; J2 Group;
LinkedIN; MAPFRE Middlesea; Panorama/EU
Commission
PRINT PRODUCTION
Printit
MALTA BUSINESS REVIEW
COVER STORY
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EDITORIAL
Malta Business Review
Rising traffic congestion is an inescapable condition in every locality,
town and village in Malta. Although I hate to talk about this subject, I
felt I had to bring it up. It stems from the widespread desires of people
to pursue certain goals that inevitably overload existing roads and
transit systems every day. But everyone hates traffic congestion, and
it keeps getting worse, in spite of half-hearted attempted remedies.
Commuters are often frustrated by policymakers’ inability to do
anything about the problem, which poses a significant public policy
challenge. Although governments may never be able to eliminate
road congestion, there are several ways how we can move to curb it.
Traffic congestion is not primarily a problem, but rather the solution
to our basic mobility problem, which is that too many people want
to move at the same times each day. Why? Because efficient operation of both the economy and school
systems requires that people work, go to school, and even run errands during about the same hours so they
can interact with each other. That basic requirement cannot be altered without crippling our economy and
society. The same problem exists in every major metropolitan area in the world. Our basic problem is that
our road system does not have the capacity to handle peak-hour loads without forcing many people to wait
in line for that limited road space. Waiting in line is the definition of congestion, and the same condition is
found in all growing major urban regions.
The second approach would be to build enough road capacity to handle all drivers who want to travel in
peak hours at the same time without delays. But this “cure” is totally impractical and prohibitively expensive.
Government would have to widen all major commuting roads by demolishing buildings, cutting down trees,
and turning most of every locality into a giant concrete slab, and frankly we already have more than enough
of that! There are many occasions when adding more road capacity is a good idea, but we simply cannot
afford to build enough to completely eliminate peak-hour congestion, unless we ask the EU for special
funding for such project.
Although congestion can seem intolerable, the alternatives would be even worse. Peak-hour congestion
is the balancing mechanism that makes it possible for Maltese to pursue other goals they value, including
working or sending their children to school at the same time as their peers, living in low-density settlements,
and having a wide choice of places to live and work. Traffic congestion is compounded by the fact that
the police and local traffic wardens are rather inconspicuous by their absence. As a matter of fact, traffic
wardens’ only role in our society is to go around densely populated parking areas and indiscriminately dish
out as many parking contraventions as possible. It seems this is their only duty and obligation. Which is not.
Traffic wardens should be there to patrol, control traffic congestions and solve traffic problems in hot spots,
as well as help residents and not harass them with parking contraventions. Traffic congestion in almost all
areas is here to stay. In fact, it is almost certain to get worse during at least the next few decades, mainly
because of rising populations and wealth. This will be true no matter what public and private policies are
adopted to combat congestion. But this outcome should not be regarded as a mark of social failure or
misguided policies. In fact, traffic congestion often results from economic prosperity and other types of
success.
Although traffic congestion is inevitable, there are ways to slow the rate at which it intensifies. Several tactics
could do that effectively, especially if used in concert, but nothing can eliminate peak-hour traffic congestion
from major arteries. For the time being, the only relief for traffic-plagued commuters is a comfortable, airconditioned
vehicle with a well-equipped stereo system, a hands-free telephone, and a daily commute with
someone they like.
10 10 26 28
QUOTE OF THE MONTH
“The question I ask myself like almost every day is, ‘Am
I doing the most important thing I could be doing?’…
Unless I feel like I’m working on the most important
problem that I can help with, then I’m not going to feel
good about how I’m spending my time. And that’s what
this company is.”
Disclaimer
MARK ZUCKERBERG, CEO, FACEBOOK
All rights reserved. No part of this work covered by copyright may
be reproduced or copied and reproduction in whole or part is strictly
prohibited without written permission of the publisher. All content
material available on this publication is duly protected by Maltese
and International Law. No person, organisation, other publisher or
online web content manager should rely, or on any way act upon
any part of the contents of this publication, whether that information
is sourced from the website, magazine or related product without
first obtaining the publisher’s consent. The opinions expressed in the
Malta Business Review are those of the authors or contributors, and
are not necessarily those of the editor or publisher.
Congestion has become part of commuters’ daily leisure time, and it promises to stay that way!
This month our team have worked on two unique special features, mainly regarding our highly successful
trade registered gala event- Malta’s Best Entrepreneur of the Year Awards, which saw over 600 guests
entertained in a highly charged emotional evening at the Verdala Palace in Buskett, Rabat, where MBR
Publications Ltd collected over Euro 3,000, which was handed to HE The President of Malta. The other
interesting feature is about the 7th Cohesion Forum held recently in Brussels, which I was invited to attend
and had the honour of moderating one of the plenary sessions.
Enjoy the read.
Martin Vella
Editor-in-Chief
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Talk to us:
E-mail: martin@mbrpublications.net
Twitter: @MBRPublications
Facebook: www.facebook.com/MaltaBusinessReview
Malta Business Review’s editorial opinions are decided by its Editor, and besides reflecting the Editor’s
opinion, are written to represent a fair and impartial representation of facts, events and provide a correct
analysis of local and international news.
Agents for:
4 5
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Malta Business Review
COVER STORY OF THE MONTH
COVER STORY OF THE MONTH
Malta Business Review
DRIVING
CONSTANT
GROWTH
“A STRONG BRAND PROMISE IS ONE THAT
CONNECTS YOUR PURPOSE, YOUR POSITIONING,
YOUR STRATEGY, YOUR PEOPLE AND YOUR
CUSTOMER EXPERIENCE. IT ENABLES YOU TO
DELIVER YOUR BRAND IN A WAY THAT CONNECTS
EMOTIONALLY WITH YOUR CUSTOMERS AND
DIFFERENTIATES YOUR BRAND.”
Martin Vella speaks to Felipe Navarro, CEO of
MAPFRE Middlesea about their brand promise
MV: Does your brand promise articulate
what your target customers can expect in
their interactions with you? What should
they experience? How should they feel?
And most importantly what do you promise
that is unique?
FN: Our brand promise is to be “your
trustworthy insurance company“ and we do
our utmost to fulfill this promise by providing
peace of mind and being deserving of our
clients’ trust. Peace of mind and protection
is the essence of what we have to offer (we
consider ourselves ‘people who look after
people’ ) and this guides us in how we live
our brand. Crafting this promise requires
understanding of our values, interests,
strengths, and our business philosophy.
MV: Can you please elaborate on your
mission, vision and values?
FN: Our Vision is that of being the most
trusted global insurance company. We intend
to continue developing innovative solutions
that safeguard people, with products
designed to protect their property and
savings, and securing their future. Our aim is
to provide close support to clients whenever
and wherever they need us, across all five
continents.
As a multinational team, our mission is to
strive to improve our services and ensure the
best possible relationship with our clients,
distributors, providers, shareholders, and
society in general.
Our Values include solvency, integrity, vocation
for service, innovation for leadership, and
being a committed team. These values shape
our operations and guide us as we work
towards achieving our vision and delivering
on our mission.
MV: How would you explain these values to
the reader?
FN: Solvency is understood to mean financial
strength and sustainable results over time,
rendering us fully capable of meeting all
obligations with stakeholders. All MAPFRE
directors, employees, agents and partners,
are required to conduct themselves ethically
at all times, taking a socially responsible
approach to all activities and long-term
commitments. This is what we mean by
integrity. We constantly strive to excel in all
of our activities. When we refer to vocation
for service, we mean that our performance
is centered on ensuring the best possible
relationship with clients. When we speak
about Innovation for leadership, we identify
differentiation as a key requirement to drive
constant growth and improvement, putting
technology at the service of our business and
objectives.
Our Vision is that of
being the most trusted global
insurance company
MV: What are the advantages of being a
global insurance company?
FN: MAPFRE is a leader on the global
insurance market. We operate in more than
100 countries across five continents, and we
At the heart of our
operations are the more than
37 million clients who place
their trust in us.
are the foremost multinational insurance
group in Latin America and leaders in nonlife
insurance in the region. We are among the
top 10 insurers in Europe, and the undisputed
leader in the non-life insurance in the Spanish
market. We also feature in the top twenty
vehicle insurance providers in the United
States. All this places us in a position to deliver
efficiently and effectively with regard to our
clients’ insurance needs anytime, anywhere.
At the heart of our operations are the more
than 37 million clients who place their trust
in us. We insure people, protecting their
goods and managing their savings. We insure
professionals and businesses, supporting
them through challenging times. And we
cover major risks, placing the emphasis on
prevention.
MV: How many people work for MAPFRE
worldwide?
FN: We are 37,000 employees in 5,400
offices offering a comprehensive portfolio of
products worldwide.
MV: What is the main reason clients choose
MAPFRE?
FN: MAPFRE is synonymous with
innovation. We seek solutions that address
new challenges, and we respond efficiently
in the event of major disasters. We provide
our clients with full support by harnessing
the latest technology. We help to drive digital
transformation in the world via products
designed to cater to future risks, even
covering activities that do not yet exist.
Commitment is a keystone of our business
philosophy. It is our duty to establish a
solvent and profitable business, but never at
the expense of sustainable engagement with
the environment around us. The CSR branch
of the organisation, Fundación MAPFRE, not
only helps provide shareholding stability,
it also delivers on our mission of driving
development in the communities within our
footprint, taking action to enhance the quality
of life for around 17 million people in 29
countries. MBR
EDITOR’S
Note
Mr. Felipe Navarro López de Chicheri is
President & Chief Executive Officer at
Mapfre Middlesea Plc, Chairman at Bee
Insurance Management Ltd., Chairman
at Church Wharf Properties Ltd.,
Chairman at Euro Globe Holdings Ltd.,
Chairman at Euromed Risk Solutions
Ltd., Chairman at Middlesea Assist
Ltd. and Chairman at The Maltese-
Spanish Chamber of Commerce. He
is on the Board of Directors at Growth
Investments Ltd. and MSV Life Plc.
Mr. Navarro López de Chicheri was previously employed as
Director & General Manager by Duero Pensiones EGFP SA. He
also served on the board at Aseguradora Valenciana SA de Seguros y
Reaseguros, Bankia Mapfre Vida SA, Bankinter Seguros de Vida SA
de Seguros y Reaseguros, CatalunyaCaixa Vida SA d'Assegurances
i Reassegurances, CCM Vida y Pensiones de Seguros y Reaseguros
SA, Laietana Vida Cia Seguros de la Caja de Ahorros Laietana SA
and Union del Duero Compaia de Seguros de Vida SA. He received
his undergraduate degree from Universidad Complutense de Madrid
and an MBA from Universida de Alcalá de Henares.
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Malta Business Review
CORPORATE INTERVIEW OF THE MONTH
CORPORATE INTERVIEW OF THE MONTH
Malta Business Review
Access,
Affordability,
and Excellence
By Martin Vella
An app will allow customers to be updated
with the expected time of the technician’s
arrival and enable a self-install service to
all existing customers wishing to change a
product.
What we save can be reinvested
in better products, services and
experience for customers.
can benefit from aggressive competition in
the future, across mobile, fixed and TV.
MBR: Following the merger, will the type
of solutions offered to business clients’
change?
AN: In the Enterprise segment, where
currently the incumbent (GO) is the strongest
player, there will be a real choice for business
customers of all sizes. We will be able to
deliver products and services currently not
being offered.
Vodafone Enterprise customers will gain
access to a full suite of fixed services (such as
fixed broadband and telephony, international
connectivity and data centre services) with
the convenience of having one account
manager to manage it all.
Business customers will also benefit from very
high speed internet on both mobile and fixed
by 2018, which will allow them to equip their
workforces and, in turn, serve their customers
in a highly agile and digital way. MBR
All rights reserved / Copyright 2017
The recent Melita and Vodafone
merger will benefit customers,
competition and the country –
for reasons more than one. In a
unique joint interview MBR Editor
Martin Vella talks with Melita
CEO Harald Rösch and Vodafone
Malta CEO Amanda Nelson to
find out more about the merger
and its advantages.
MBR: Can you assure a high level of
customer service in the combined entity?
AN: Definitely. A passion for excellent
customer service will be at the core of the
combined entity. Vodafone has a very high
standard of customer service and has access
to state of the art training on customer
experience for all levels of staff and an
accreditation process for all frontline workers.
That training will be fully available to the
combined entity and will be rolled out to
Melita staff.
Vodafone has also implemented a ‘SuperCare’
promise, whereby customers are given a
specific deadline by which their issue will be
resolved – if this is not met, the customer
is financially compensated. The combined
entity will extend the ‘SuperCare’ promise
to its entire portfolio of services, including
Melita’s services.
MBR: The number of operators in Malta will
essentially go from three to two. What is the
impact of the merger on competition?
HR: Strong competition is precisely the main
benefit for customers. In the fixed market,
Malta has for a long time had only two
competitors in GO and Melita. Nevertheless,
the prices Maltese customers pay for fixed
internet access are in line or cheaper than what
one would pay in other Western European
countries. This has been guaranteed by strong
infrastructural competition between Melita's
powerful broadband network and GO's fibre
infrastructure.
In the mobile market, economies of scale
really matter. Malta is the smallest state in
the EU and has arguably the highest cost
per mobile subscriber of any EU country.
Operators need to invest significantly more
per inhabitant than the EU average to build
mobile infrastructure.
The merger will enable us to spread our
investment over more customers. What we
save can be reinvested in better products,
services and experience for customers.
Moreover, GO has massive advantages as
the fixed line incumbent in Malta with a
legacy network which neither Vodafone nor
Melita have had. Vodafone and Melita have
each invested significant amounts in their
respective networks, and the merger provides
the best means by which Maltese consumers
Amanda Nelson, Vodafone Malta CEO
MBR: What was the strategic objective
behind the Vodafone Malta and Melita
merger?
HR: There has been a lack of real competition
for Maltese consumers and businesses in the
converged market (i.e. TV, telephone, internet
and mobile services) for too long. Demand for
converged services in Malta is more advanced
than in most other countries in Europe,
yet GO is the only operator able to offer 4G
together with high speed broadband, denying
real choice to consumers.
Allied to that, we want to merge Melita and
Vodafone Malta to enable us to invest in the
next generation of telecoms services – Gigabit
capable broadband and 5G. The choice for
Malta is between having one provider set the
pace at which we get these technologies that
will help our economy and society, or enable
two providers to compete to bring technology
benefits to our country.
The combination of Vodafone and Melita is
a highly complementary one because the
combined entity will be able to draw from
the different sets of strengths of the two
companies. Vodafone is the market leader
in mobile with an award-winning network.
Melita on the other hand is the market leader
in fixed internet and TV, owning the best
broadband network in Malta.
MBR: The transaction is currently going
through the regulatory approval process. If
approved, would that mean that Vodafone
will be leaving the island?
There has been a lack
of real competition for Maltese
consumers and businesses
in the converged market
for too long.
AN: No, Vodafone will not be leaving Malta.
Vodafone will retain the largest possible
minority stake in the combined entity (49%),
and the expertise of its staff will transfer
across to the combined entity.
In fact, Vodafone has appointed its current
CFO as the CFO of the combined entity.
Melita customers can expect to start
benefitting from Vodafone’s excellence in
customer service, and the combined entity
expects that GO customers will be tempted
by the combination of Melita and Vodafone’s
combined offerings.
The entity’s mobile and enterprise business
will operate under the Vodafone brand and
distribute a wide range of services including
Vodafone’s global portfolio of products
and services and benefit from access to
Vodafone’s extensive expertise in mobile and
fixed operations worldwide.
MBR: Some people talk about merging or
combining cultures, while others seek to
create a new culture that is separate from
those of the legacy companies. What will
your approach be?
HR: We will build a new culture based
on elements that can be found in both
companies. A drive for quality is one such
building block. Vodafone is known for its
excellent customer service and ever since
Melita has changed shareholders in 2016, we
have made significant investments in quality.
And feedback from customers tells us that
we have made great progress. We have the
fastest and only published call waiting times
in Malta. The commitment to delivering a
service whereby calls are answered within
30 seconds will apply to the combined
entity. Melita’s Service Guarantees will be
fully adopted, including installation within 48
hours and repair in case of outage in 24 hours.
Harald Rösch, Melita CEO
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9
SPECIAL FEATURE: MBEOTYA 2017
Malta Business Review
MALTA
BUSINESS REVIEW
The Power
of Purpose
by Martin Vella
We interview Dr. Joanna Delia, Aesthetic
Physician , winner of Malta’s Best
Healthcare Entrepreneur of the Year Award
2017. MBR diagnosed the entrepreneur
behind the doctor and how Dr. Delia juggles
her duties on a day-to-day basis…
SPECIAL FEATURE
MBR: What was your 30 second pitch
to describe you during Malta’s Best
Entrepreneur of the Year Awards 2017?
JD: I was asked the question: Why is success
the entrepreneur's drug. There are many
interpretations of success and when I thought
about what success means to me, I thought
of 'happiness'... a legacy of happiness - happy
clients, happy colleagues and a happy family!
I am also very passionate about the struggles
faced by career women in Malta and I strive
to be some sort of inspiration for other
women and mothers, to show them that
it can all be done! Lastly I believe success is
when you make your dreams come true,
through hard work, even when you start from
scratch with no financial backing, no family
business backing, working 13 hours a day and
answering emails at 3am while breastfeeding
your baby! If that is success, then it is my drug!
MBR: In healthcare, you have to identify
one particular human need and address
that really well. Do you agree?
JD: I suppose healthcare is a human need
in itself! When you are dealing with the
intricacies of the functions of the human
body, your job is so multi-faceted, it is
impossible to identify any single 'need'! In
my world, we deal with the exterior's ability
to give a person confidence! Patients come
to us with issues that are potentially making
them feel unhappy and putting a dent in their
confidence. They place their trust in us to
treat them as individuals, and find a solution
which is unique and which gives subtle but
amazing results! They have to see that the
world of cosmetic medicine is not the hypertransformations
the media seems to portray
it to be, but a repertoire of medical tools to
address small aesthetic issues! Therefore
there are plenty of human needs that need
addressing in my line of work!
MBR: Why is it important to have the
sense of empathy and belonging towards
strangers you are dealing with and make
them feel comfortable?
JD: It is paramount to have empathy! I always
tell my clients that I am honored every single
time a patient sits in front of me and entrusts
me with her or his face. Our job, essentially,
is to couple the person's perceived, physical
and cosmetic medical needs with her
intrinsic, psychological needs. It takes a lot
of deciphering. We study the effects of aging
on the face, and the effects of other toils
that time has on the face, such as the long
term scars associated with acne, and plan a
solution that will make the client happier and
more confident. When all this is done with
the client's ultimate satisfaction in mind, the
client feels comfortable and our job is done
well!
MBR: How did you decide to participate in
Malta’s Best Entrepreneur Awards and what
feedback can you give us about the event?
JD: I was informed that I was nominated and
shortlisted for the awards, and I have to say
I was very surprised, humbled and happy for
the recognition already at that stage. The
event was wonderful in the sublime setting
of the gardens at the Verdala palace and
the vast range of awards meant that it was a
networking opportunity with members of the
business community from all of its corners.
any entrepreneurial moves I
make I make by instinct, driven
by passion and excitement,
wanting to improve
MBR: How does it feel to win Malta’s Best
Healthcare Entrepreneur of the Year Award?
JD: I am a professional with no business
training, and any entrepreneurial moves I
make I make by instinct, driven by passion
and excitement, wanting to improve
circumstances for my team, and pledging
to constantly improve facilities and services
for our clients. To be validated through this
award is an extraordinary feeling. It is a sigh of
relief, pointing somehow that your decisions
and struggles and the way you handled some
of your challenges was heading in the right
direction! It motivates you to keep pushing
for excellency!
MBR: What were some key lessons-learned
in getting from the idea to where you are
now?
JD: Wow! It has certainly been an interesting
journey! I believe you never stop learning
and whether I booked a course in Paris to
learn about a new treatment from the best
in the field or life threw a tough challenge my
way, I find it exciting to know that I will gain
knowledge and improve with every step! I
have had to force myself to delegate, and
therefore learn who to trust! I constantly try
to improve my relationship with my team so
that we have a relationship of mutual benefit
and one which fosters a better experience for
our patients! Another good lesson learnt is
that a good, excited attitude is contagious and
universally permeating through every aspect
of the business!
MBR: You are a doctor and hold several
degrees so which kind of medicine are you
most interested in?
JD: After a stint working at St Luke's hospital,
aspiring to be a surgeon, I realised I was far
too empathic to handle the constant flow of
patients troubled by serious medical issues,
pain and the constant realization that life
is an anti climax. I have so much respect for
my friends and colleagues who face suffering
and death on an hour by hour basis! I chose
to specialise in cosmetic medical procedures,
giving the best of my professional abilities
to better people s lives through medical
aesthetic improvements.
MBR: What can you tell us about The Medaesthetic
Clinic you have founded?
JD: It is an enterprise based on happiness
:) The premises was designed to be both a
home away from home for the staff, as well as
a comfortable, inspiring and functional space
for our patients! We have state of the art
rooms dedicated to different treatments, as
well as a spacious reception area and another
area where both our children and client's
children can play, watch cartoons on a wide
screen, and where mothers can breastfeed!
We perform about 7,500 treatments a year
and we pride ourselves with client satisfaction.
Every member of the team is professionally
and regularly trained. We want to be as good
as we can be.
MBR: What do you think are the most
important factors that will make this clinic
a success?
JD: To run my own clinic was something of a
dream up until a few weeks before I actually
took the plunge! The ethos my team and I
work by is to give any visitor an incredible
experience, from our first communication
to after the follow up! And we don't have to
force this... we genuinely care about each
and every person who walks through our
door. Asides from investing in gold standard
equipment and technique training, it gives
us so much satisfaction to realise we have
tools to make people happier. We want them
to feel understood and satisfied above and
beyond their original expectations! And their
feedback and gratitude is priceless! That is
why we say we treat People and not just Skin!
MBR: What words of advice would you
give to other healthcare upcoming/student
entrepreneurs?
JD: Keep your minds open, find a niche that
you love and work that will make you happy,
allow you to be yourselves, and live the life you
want to live. Almost anything can be achieved
by hard work! Nothing comes easy but there
is no better feeling than accomplishing your
dreams and giving others the opportunity to
do the same! MBR
All rights reserved / Copyright 2017
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Malta Business Review
SPECIAL FEATURE: MBEOTYA 2017
SPECIAL FEATURE: MBEOTYA 2017
Malta Business Review
Embracing
Challenges,
Recognizing
Value By George Carol
Abigail Law, Malta’s Best
Innovation in Product &
Service Entrepreneur of the
Year 2017, shares her thoughts
and insights regarding Look
Amazing Ltd and her recent
accomplishment, and on
building a growing brand.
market, our approach towards the business is
what sets us apart from competition.
MBR: What is the key to success of Look
Amazing, and what has made your business
model work so well?
AL: The success being achieved by the
company is inherited from properly
investigating our market. One does not simply
decide to distribute a brand without doing the
proper research first… What is new? What
does the market need? What will make us
different? How do we set the standard and
the price? These are all questions we ask
ourselves before investing. Our ranges are not
considered cheap but we educate our clients
to understand that we bring good value
for money to their purchases and educate
ourselves alike to be properly informed on
each and every product. Education is the key!
colleagues and trust earned from suppliers
contributes to having a strong company that
will generate more revenue.
MBR: What has been central to Look
Amazing’s strategy or success?
AL: Planning, planning and planning! Business
success does not happen by chance. Different
strategies are used but a business plan has
always been used to make sure that most
things are foreseen and we are as prepared
as possible for the situations that will be
presented. We take time to analyse and
prioritise which business strategy applies the
most for the project that will be undertaken.
Different brands require different approaches
(some would require more marketing while
others would require more education,
amongst other factors) but as long as they are
planned for it increases the chance of success
drastically.
MBR: How important is your career position
and working had till your career growth?
AL: I take my work very seriously and have to
admit that I am quite a workaholic in fact! I
actually cannot sleep if a task is unfinished.
No matter what it takes to get a job done, I
will do it. I try not to let my family suffer so
there have been many occasions where I
resumed working in the evening and worked
the night away, but I am happy to do so if that
is what is required. Having everything in good
order gives me a piece of mind and a good
vibe which is essential for me to continue my
work! MBR All rights reserved / Copyright 2017
Abigail Law at Malta's Best Entrepreneur of the Year Awards 2017
MBR: How does it feel to be recognised
as a female business leader, especially in
an industry that is so stereotypically male
oriented and hard to crack?
AL: As with most industries it is always
difficult for women to juggle between work
and family life however that does not make
it impossible! There are many factors that
contribute towards making it possible and in
my case I have a director (a family woman
herself) who literally kills herself to achieve
so much and whose experience in the field is
second to none! I have a team who contribute
and strive to reach targets constantly – they
are my backbone. And last but not least I
have my husband – he’s the one who keeps
me sane when things get crazy, the person
who is always there to help me rationalise
when in tough situations and attends to the
kids when I am absent. So, to be recognised
feels amazing but none of it would be possible
without all the people involved behind the
scenes!
MBR: What was your reaction after winning
Malta’s Best Innovation in Product & Service
Entrepreneur of the Year 2017?
AL: I was ecstatic! When I see that the
company is doing better and better, that
already gives me personal satisfaction, but to
actually be recognised for it by winning such
a prestigious award then that is just the best
feeling ever! I would never brag about how
well I am doing so to have others notice your
success is very rewarding. This great award
has actually encouraged me further to set
new goals and targets and I will work even
harder to achieve more.
MBR: To what do your attribute your
success?
AL: One word… “Teamwork”. The reason why
the business is successful is because all of us at
the office work so closely together. We share
our opinions and discuss our differences and
the results are evidently beneficial. No one
person can be successful without a team that
is always there to back them up. Of course,
all the preliminary work was done by our
director Gemma Fiorini, who strived so hard
to get only the best brands to the company,
visiting multiple companies and laboratories
before deciding what the market needs and
making sure that we are always one step
ahead in this game!
MBR: How has your career evolved and
which area do you lead today?
AL: I started working with the company to
break from my daily routine after having
two children. At the time I was the director’s
personal assistant, helping her with office
tasks that I was very capable of doing after
having my own business. Eventually, I started
working on a daily basis and with our director
being abroad so often since she owns other
companies overseas, I automatically took the
role of General Manager. I basically ensure the
smooth running of the company and attend
to all duties required as per my position.
MBR: What sets you apart from competition
as Malta’s Best Innovation in Product &
Service Entrepreneur of the Year?
LA: At some point all companies face
obstacles and challenges that sometimes
feel as if they are impossible to overcome
or achieve. Having an optimistic approach
always gives a solution and a positive result.
In this industry change is a constant and it is
not easy to frequently adapt to new ideas but
our drive to grow and learn is bigger than the
challenges presented and we move forward
by embracing challenges and recognize
the value of failure, as this makes us gain
perspective and grow as individuals. So, apart
from the extraordinary brands we bring to the
This great award has actually
encouraged me further
to set new goals and targets
and I will work even harder
to achieve more
MBR: There is a strong culture within Look
Amazing. How do you make sure you do not
lose that culture?
AL: Ethics! Maintaining ethical standard not
only when doing business deals but also
towards other members of the company
and customers alike. Respect earned from
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Malta Business Review
SPECIAL FEATURE: MBEOTYA 2017 SPECIAL FEATURE: MBEOTYA 2017
Malta Business Review
by Martin Vella
Here at Aspen Limited, Josette
Fenech and her sibling Liliana Borg
enjoy discussing innovative projects
and finalising on design schemes
as much as they love art and
travelling and spend hours updating
themselves with the latest trends in
décor. Recently winning the highly
acclaimed Malta’s Best Real Estate
and Property Entrepreneur of the
Year Award, Josette and Liliana are
poised to have a meteoric rise in
business. We spoke with the devoted
sisters about what makes them tick
and about their plans for the future
and dream projects.
Aspen Limited: Josette Fenech and Liliana Borg receiving the award at Malta's Best Entrepreneur of the Year Awards 2017
MBR: Would you tell us about the culture
and background of Josette Fenech and
Liliana Borg?
LB: We are sisters! We are deeply entrenched
in a family business culture where we have
each other's interests at heart; shared, well
considered interests that involve input,
joined up thinking and planning from start
to finish. Our father, Joe Grima, involved us
both directly in the family hotel business and
we worked from the bottom up, experiencing
every aspect of business systems, operations
and culture before taking this vast experience
into our own business. We created Aspen
with an eye firmly on customer service as
we both feel the same way about how the
customer is always omnipotent.
MBR: How would you define your roles and
how do you reconcile different opinions?
JF: As a well-functioning, yet thoroughly
diverse team, Liliana and I, each work on
separate aspects of the business. I am
creative and customer focused as a sales
oriented director, whilst Liliana delivers the
financial and accounting arm of the business.
Both aspects are essential and it is vital that
both are efficient and well ordered in order
to achieve the results we desire. We are both
very flexible in our approach to problem
solving and over the years, we have amassed
a huge amount of experience that allows
us to overcome issues and challenges. As
a fluid team that focuses on delivering our
client's needs, we sometimes have different
opinions on a given subject. At this point,
we both seek advice and do our research
in order to strengthen each side of the
argument. We then work hard, sat around
the table in order to reach a satisfactory
and progressive decision based on mutual
respect, compromise and experience.
We know our business, our area
and our local culture thoroughly
and this is key to the positive
image we hold in the North
MBR: What is it about your work that has
made your job so special?
JB: I (Josette) feel that the most special
part of my working days are those exciting
moments when, together with a client, we
create the client's home. It is not about the
sale but about achieving the client's dreams.
Liliana suggests that she finds the successful
completion of a project in an efficient and
measured manner completely satisfying.
Liliana has a keen eye for detail and the focus
on getting it right, every time, is important
to her. Indeed, working within an exacting
budget for and with the client gives Liliana
a great deal of satisfaction and it is always
a vital part of any negotiation, which also
dictates the creative aspect's scope. We are
keen to express that we both have a shared
enthusiasm for giving the customer exactly
what they want and need.
MBR: When customers walk into Aspen Ltd,
are there certain elements that stand out
and is there a specific niche market?
LB: We like our customer's first impression to
be that of professional calmness. Our offices
are modern and carefully designed to make
the client feel at home, yet they retain their
functionality. If a client is comfortable when
negotiating their requirements, they will
be more likely to express their ideas so that
together, we can create the home that they
really want and we can then facilitate their
dreams. In terms of a niche, we believe that
working in our own town and surrounding
areas gives us the edge over our competitors
in the respect that we know the area and its
culture from a unique perspective. We believe
it is one of the keys to property development
success, to know your area and our ability
to help our clients create that vision of their
dream home is based upon local cultural
knowledge. Indeed, that all important aspect
of almost instant accessibility in terms of
viewing the properties and the developments
as the projects move forward is vital for our
business.
MBR: How much of a focus is developing
business in the areas of planning, building
and finishing a property?
JF: As directors, we lead a team of highly
skilled and highly experienced people and
our collaborative efforts are highly focused
upon each vital stage of planning, building
and finishing a property. We have a tried and
trusted formula that is successful whilst being
open to change, adaptation and nuanced
alteration, as a project requires. We both feel
that in all areas, proper planning is vital to a
smooth and efficient project completion. We
do not always get everything right, but we do
always learn from the experience and create a
positive outcome for the client.
MBR: What does it take to be successful in
the North of the Island?
JF: We feel very strongly about our ethos of
working closely with each client to provide
them with the opportunity to create a
home, rather than merely selling them a
property. We have built a reputation based
on professional customer care, integrity and
client satisfaction. This also extends to our
contractors and suppliers. In addition, we
know our business, our area and our local
culture thoroughly and this is key to the
positive image we hold in the North.
We have a tried and trusted
formula that is successful
whilst being open to change,
adaptation and nuanced
alteration
MBR: Why has Aspen Limited has become
one of the most respected property
developers in the north of the island?
LB: We feel the previous answer covers this
question too but we could also add that our
business is mainly built on the back of word
of mouth; we consistently have positive
referrals.
MBR: What is your feedback following
the success achieved in Malta’s Best
Entrepreneur of the Year Awards 2017 and
how did you feel after winning Best Real
Estate & Property Entrepreneur of the Year
Award?
JF: The feedback has been incredible; we have
received more likes and viewing requests via
the website and indeed, various solid queries
that we are currently working on, following
that wonderful evening. It was a wonderful
experience for us both. We have always
worked hard for our business success and
whilst we remain humble and grateful to
our team, we also felt a touch of pride to be
honoured in such highly respected company.
MBR: Are you happy with where your
product is today and are there changes
clients can expect in the future?
JF: We always remain innovative and we do
enjoy researching and creating new concepts
but at the end of the day, we are here to
provide exactly what the client wants and
needs. Thus, our innovation is customer
focused, and driven, and it is often the
customer who brings an idea and we do our
very best to make that dream a reality. MBR
All rights reserved / Copyright 2017
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Malta Business Review
SPECIAL FEATURE: MBEOTYA 2017
Malta Business Review
Setting
Higher Standards
Malta Business Review interviews
Gaetano Borg Bonaci, Director at Elia
Borg Bonaci Ltd, who have guaranteed
the highest quality standards in food
products, confectionery and catering for
over 60 years, and outright winners of
Malta’s Best Catering Company of the
Year Award and also Malta’s Best Family
Business of the Year 2017.
MBR: Would you tell us about the culture
and background of Elia Borg Bonaci Catering
Ltd?
GBB: We have always been a family business
which has been run very much like an
extended family, because we only employ
workers who cherish and practice those values
and quality traditions which have always been
the hallmark of our family throughout the
three generations. All family members are
hardworking and committed to the company
and this is conducive to a very positive work
ethic throughout the organisation where
mutual respect and cooperation are standard
practice.
MBR: What led you to become involved in
catering?
GBB: My brothers and I took over the bakery
in Villambrosa Street, Hamrun which was
opened by our parents in 1953 and started
offering outside catering. We are very focused
on our business and we have always resisted
diversifying into other sectors because
beyond the business objectives, we always
enjoyed working in what we can do best and
constantly improving our service offering.
This strategy has paid off because despite the
efforts of very valid competitors, our company
has managed to improve its market share.
MBR: How would you define your role
today?
GBB: Last year, my brothers and I gave way
to our sons and daughters to manage the
business and implement their own initiatives
under a defined management structure
and with full reporting and accountability.
Therefore today, I have a ‘caretaker’ role with
respect to management functions since the
key management decisions are taken by the
young team, which also includes non-family
members. However, I am still very much
involved in sales and customer relations.
since 1953 this iconic coffee
shop has always been a popular
meeting place for people coming
from all walks of life, both
young and old
MBR: What is it about your work that has
made your job so special?
GBB: I derive great pride from the very
flattering reviews we receive from satisfied
customers because I spend a lot of time
assisting young couples planning a troublefree
wedding reception. And thanks to my
sales executives, we are also being inundated
with new orders for corporate functions as
a result of personal recommendations from
existing customers.
MBR: When customers walk into Elia Café,
are there certain elements that stand out
and is there a specific niche market?
GBB: Elia Café is household name and not only
for the Hamrun community. This is because
since 1953 this iconic coffee shop has always
been a popular meeting place for people
coming from all walks of life, both young and
old. This is where you can buy one of the
many Elia confectionery products, prepared
strictly according to the old traditional recipes
and artisan processes. Apart from the many
regulars we welcome a lot of occasional
customers, including many young people,
who appreciate our personalised service and
the mouth-watering confectionery display
and, of course, Elia Ice Cream.
MBR: How much of a focus on catering F&B
to further develop your business are you
presently concentrating?
GBB: Today, outside catering is by far our main
focus. We are still developing confectionery
products for the coffee shop but at the same
time we are boosting the product range for
wedding receptions, corporate functions,
family parties etc. Similarly, we have
extended our range of cakes and gateaux for
all occasions and with customised decoration.
The new savoury dishes for the 2017 menu
have been a great hit and we have now
designed new menus for banquets which are
becoming popular with corporate clients and
foreign wedding couples. We are also setting
higher standards of service by providing
training and career incentives to waiters and
chefs engaged in outside catering. At the
factory we have invested in new technology
for greater efficiency and improved quality
control.
MBR: What does it take to be successful on
an Island of our scale?
GBB: According to our market research, our
brand is as popular in the North as it is in the
South because there is no such divide when
it comes to people’s appreciation of reliable
service and high quality products. You should
Gaetano Borg Bonaci, Director at Elia Borg Bonaci Ltd, receiving the award for Malta's Best Entrepreneur of the Year Awards 2017 from Johan Zammit, NetRefer
be creative, but also remember that you are
a business. The art of catering is one of the
most fun and important parts of the business
and this is part of our success.
MBR: Why has Elia Borg Bonaci Catering Ltd
become one of the most respected catering
and wedding establishments?
GBB: Our family business is now in its third
generation and throughout all these years
the company has earned a solid reputation
of caring for the customer at all stages of our
relationship: we spend time understanding
their desires and advising them on practical
issues and then we personally make sure
that we deliver what we promise, always
maintaining our high quality service. Family
members are involved in every stage of our
operations and this is highly appreciated by
both personal and corporate customers.
we only employ workers who
cherish and practice those values
and quality traditions which
have always been the hallmark
of our family throughout the
three generations
MBR: What is your feedback following
the success achieved in Malta’s Best
Entrepreneur of the Year Awards 2017 and
how did you feel after winning Malta’s Best
Catering Company of the Year Award and
also Malta’s Best Family Business of the
Year?
GBB: We received many congratulations
from our clients through social media as well
as business associates and suppliers. The
employees are also very proud of the awards.
MBR: As a key leader in this space, is there
anything you are working on that you are
particularly proud or excited about?
GBB: Yes, we are very proud of the success
of our new venues, Giardini Lambrosa
and Veranda in Rabat. The great variety
of functions held there since the opening
last year, meeting the needs for wedding
receptions, private parties, corporate
functions and other events, is testament to
their versatility and popularity, and we are
very excited about this. MBR
All rights reserved / Copyright 2017
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Malta Business Review
SPECIAL FEATURE: MBEOTYA 2017 SPECIAL FEATURE: MBEOTYA 2017
Malta Business Review
SPECIALISED KNOWLEDGE
AND EXPERTISE
by George Carol
KE: I think it’s a great event and very well put
together. There are a wide range of awards
and it gives entrepreneurs the opportunity to
receive recognition for their hard work, and
motivation to continue forging their path to
success.
MBR: What’s the feeling after winning
Malta’s Best Young Entrepreneur of the
Year?
KE: I was quite surprised to have won, but
I have to say that it’s inspired me to work
harder than ever on the projects closest
to my heart. In fact, I am now in the early
stages of setting up a new project related to
architecture, design, and investment.
In our ongoing
special feature,
we speak with
leading voices in the
Maltese architecture
community and learn
about their work,
development issues
in our community,
and good design
practices and
principals. Perit
Karl Ebejer,
Managing Partner,
ME Architects, is
a co-founder of
ME Architects, an
office positioned
as a vehicle for
collaboration
between themselves
and other designers,
architects,
fabricators, and
most importantly,
clients.
ME Architects receiving the award for Malta's Best Entrepreneur of the Year Awards 2017
MBR: Award-Winning Architect Odile Decq
on Rethinking Architectural Education said,
“We believe that today it is fundamental
to totally rethink architectural education.
Architecture must no longer be reduced to a
professional or specialised education: it is a
discipline that opens to the world, to a way
of seeing the world and a capacity to act in
the world.” Do you think Architecture today
needs to have a more humanist ambition?
KE: Most definitely. A lot of the time we tend
to overlook the fact that with our specialised
knowledge and expertise, architects have a
social responsibility towards the community.
It seems that as a group, architects get bogged
down by fast-paced projects and forget about
the bigger picture. We should be more aware
of the positive impact our work can have on
the community, whether it’s by creating new
and innovative concepts with a humanitarian
and ecological focus at their core, or by
offering our services to aid organisations that
look after vulnerable people and the less
fortunate.
It is essential that a student of
architecture experiences
first-hand what it means
to transpose a design on
paper to reality
MBR: Can you tell us why you opened your
own studio instead of working for a boss?
KE: Some time ago, I was working full time
with Valletta Rehabilitation Project and I was
offered a few freelance jobs. With that, I had
to choose between trying to juggle between
both jobs, or officially going out to work on
my own. I took a leap of faith and decided to
focus my full attention and energy on my new
clients and jobs. It was the best decision I ever
made.
MBR: Could you name one project, that was
important for your career and why?
KE: My team and I were truly honoured to
have led the design project on the John Taylor
office on Tower road in Sliema. John Taylor is
probably one of the most high-end property
estate agents in the world. So, as you can
imagine, we were quite anxious when we
presented our ideas to them as we went
in with a completely new and challenging
concept, but the client was extremely
responsive to our proposal and appreciated
that it was different from other ideas that had
been presented by competing architects.
MBR: What is the problem with architecture
education today?
KE: Unfortunately, there is no practical
element within the cirriculum. During my
years as a student representative, I had
voiced my concerns about this on several
occasions, mainly because we were hardly
ever taken on site. It is essential that a student
of architecture experiences first-hand what
it means to transpose a design on paper to
reality; where they are able to get the feel
of materials, engage in carrying out a project
as a team, and actually see buildings coming
together before their own eyes.
MBR: You said: “Architects need to become
more entrepreneurial”. We think so too!
Can you elaborate on that?
KE: As I stipulated in my speech, while
running an architecture firm must be borne
from passion, it is essentially a business. As
a firm, we must face regulatory bodies and
entities from all spheres; and of course, our
most important task is keeping our clients
happy. And hopefully, you are also able to
make some money by the end of it all, too!
MBR: What feedback can you give us
regarding Malta’s Best Entrepreneur of the
Year Awards 2017?
Go ahead – believe in yourself,
dedicate yourself to your project
and your clients, and listen to
nobody but your gut.
MBR: Are business and entrepreneurship
courses part of the curriculum?
KE: For some reason, these two elements
are completely excluded from the current
curriculum, and this poses a very big problem.
Modules in business, management and
entrepreneurship should be compulsory
at university - this would give young
entrepreneurs more confidence and a solid
foundation for bringing their plans to life. I’m
sure it would even give those students who
aren’t entrepreneurs a better skillset to deal
with their day-to-day lives and jobs.
MBR: Do you have any advice for
‘archipreneurs’ who are interested in
starting their own business?
KE: Firstly, I really like the word Archipreneurs
and hope it sticks! My advice would be not
to overthink it; if your instinct is to go for it,
then you probably should. Go ahead – believe
in yourself, dedicate yourself to your project
and your clients, and listen to nobody but
your gut.
MBR: How do you see the future of the
architectural profession? In which areas
(outside of traditional practice) can you
see major opportunities for up and coming
developers and architects?
KE: The profession is becoming more
specialised, and as of late clients are
becoming more specific with their requests
– to the point where clients want a team
that can guide them through the whole scale
and spectrum of a project. With so many
existing developments, I see opportunities
in refurbishment and rehabilitation of
properties which are not necessarily very old,
but of other very recent eras, as well new
concepts focused on hubs and shared spaces
for living and working. MBR
All rights reserved / Copyright 2017
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Malta Business Review
SPECIAL FEATURE: MBEOTYA 2017
SPECIAL FEATURE: MBEOTYA 2017
Malta Business Review
Continuous loop
to innovate
by Martin Vella
Drive for
Innovation
By George Carol
David Abela, Managing
Director at Eurobridge
Shipping Services Ltd,
winner of Malta’s Best
International Trade
Entrepreneur of the Year
Award, believes that if
you devote yourself to
something for such a long
time, you will inevitably
become a master of your
trade – and your legacy
will pass even further…
MBR: What has been the secret behind
EUROBRIDGE’s success?
DA: After all these years, I now feel that the
three fundamental things one needs to be
successful are work ethic, perseverance
and the best team possible behind you.
EuroBridge, particularly myself, have
experienced various failures in the past and
I am sure will continue to experience them
again, but one cannot simply give up on
achieving his dreams despite the difficulties
he faces every day, whether these problems
are small or big. That is where perseverance
and work ethic come in, and if one wants to
dream big, he cannot do that without the help
of a great team that has the same common
ambition to succeed.
we will continue giving our
best to innovate and be frontrunners
in our industry
David Abela receiving the award for Malta's Best Entrepreneur of the Year 2017 from Thea Saliba
MBR: How do you define the EUROBRIDGE
brand message and how critical is that to be
consistent?
DA: When I took over EuroBridge, it was still
in its infancy. However, the name stuck with
me especially the ‘Bridge’ part. I wanted to
evolve the company into something where all
connected to it felt part of something exciting
and with a purpose. That is why besides
the logo which shows a modern bridge in a
continuous loop to innovate, I also introduced
the motto ‘logistics people to count on’. This
is a message goes to all out there working
with us, be it suppliers or customers, that we
are there for them and we will continue giving
our best to innovate and be front-runners in
our industry both locally and internationally.
MBR: Looking at the success and impact you
had during Malta’s Best Entrepreneur of the
Year Awards 2017, do you ever take time to
reflect and step back and celebrate?
DA: Unfortunately, not that much. I feel the
company still has a lot of potential to grow so
I cannot stop with the vision I have for it to
catch up on what I have achieved yet, because
we are simply not there yet! My wife says
that this is something which I will continue
saying forever, as I am always making new
targets for myself and the company. To be
fair, although I always worked hard, I have
also always given myself time to enjoy my
family and friends throughout these years.
I understand that without my family, I could
have never dreamed to reach such heights let
alone actually achieve it. So, knowing that my
family is happy for me and sharing this with
them is celebration enough for me. For now.
MBR: How does winning Malta’s Best
International Trade Entrepreneur of the
Year Award feel?
DA: It feels great, really great! Last year the
company won ‘The Outstanding Industry
Contributor Award’ so that makes two great
awards in less than a year so this was more of
a consolidation of our achievements after last
year’s victory. To be recognised and rewarded
by your fellow peers is the most beautiful part
and I am certain I will continue making sure it
was deserved. I was actually nominated for a
total of five awards and that is really humbling.
The target is now to be nominated and win
even more in next year’s awards! MBR
Joseph Bigeni receiving the award for Malta's Best Entrepreneur of the Year 2017 from Margaret Brincat
MBR: Can you tell us what is behind Il-
Logga’s accomplishments?
JB: Our accomplishments basically stem from
our sense of togetherness. Since we are a
family run company, and we are well aware
of what each of us is most good at doing, so
slotting ourselves into the different required
roles was relatively easy. Our team is literally
a family; we share our opinions freely and
sometimes disagree, however our collective
efforts are directed towards the best interest
of ‘il-Logga’.
MBR: You have studied both business and
hospitality. How has this helped you to
develop a successful business within the
hospitality industry?
JB: Prior to the creation of ‘il-Logga’, we
have purposefully studied and worked at
similar establishments to ensure that we
have what it takes to run such an enterprise
successfully. For instance, I graduated and
worked in the accounts and business sector,
as well as occupying an administrative role in
a five-star hotel for an additional three years.
Furthermore, my elder brother Christof is a
qualified chef with nine years of experience at
a handful of reputable restaurants. The blend
of diverse though relatively rich accumulation
of experiences complement each other
seamlessly in our day-to-day operations, to
address our clients’ reviews, and make key
decisions.
JB: Our typical day commences at 6am with our
À la Carte breakfast preparations, welcoming
our first residents at 8am. Whilst serving
them, we assist them with their queries such
as planning their holiday or suggesting places
worth visiting. Our stipulated checkout time
is 11am, where I am principally occupied with
sorting out incurred bills and ensure that our
guests were pleased. From there on, I usually
manage bookings and check-ins, update our
publicity and social media pages, exchange
emails, and deal with our suppliers and client
queries. Meanwhile, Christof would be
sorting out goods delivered by our suppliers
and preparing slow-cooking recipes, as the
rest of the team would be handling all the
cleanings. To my amazement, no matter how
busy we could be, we barely finish on time
to open our adjacent restaurant! Hence, we
accelerate our final touches to serve dinner
from 6pm till late.
The blend of diverse though
relatively rich accumulation of
experiences complement each
other seamlessly
Joseph Bigeni is the Manager
of Il-Logga Boutique Hotel,
perched on top of a scenic hill
at the outskirts of Xaghra,
overlooking Marsalforn. He is
an ambitious and driven young
man, who would not settle for
just an ordinary career path.
He is from Gozo and has spent
most of his career there. He has
an in-depth understanding of
the travellers’ culture and speaks
their language. Perhaps, he
understands the Maltese culture
better than other Gozitans who
are living and working in Gozo,
or in the Maltese mainland.
from an outsider’s point of view, as to it being
a means of publicity for our boutique Hotel.
This was a very big achievement for us so we
definitely appreciate the opportunity that
was given to us and celebrate it with family
whenever we can.
MBR: How does winning Malta’s Best
Boutique Hotel Entrepreneur of the Year
Award feel?
JB: The nomination in itself was already
a great honour, let alone scooping such
an award. This award meant a lot to us
because it recognized our tireless efforts and
decorated our brand with a highly prestigious
label. Moreover, the event coincided with
the maiden anniversary since our launch and
therefore we could not have celebrated it any
better. However, we are not resting on our
laurels or allowing it to distract us from the
determination that rewarded us with such
success.
MBR: Competition has pushed independent
hoteliers like yourself to think about what
“boutique” means for a generation of
travellers. What are the biggest challenges
that you face today in improving the guest
experience at the hotel?
MBR: Looking at the success and impact you JB: Our concept of ‘boutique’ was born from
had during Malta’s Best Entrepreneur of the
our drive for innovation. However, this comes
with an obligation that while customized
Year Awards 2017, do you ever take time to
service is a must, we are additionally ought to
reflect and step back and celebrate?
constantly update and renovate our services
MBR: What does running your hotel involve; JB: Winning the Malta Best Entrepreneur and facilities to reflect expectations and
what’s your typical day?
award made us reflect and look at this award contemporary demands. MBR
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Malta Business Review
SPECIAL FEATURE: MBEOTYA 2017 SPECIAL FEATURE: MBEOTYA 2017
Malta Business Review
Practical and Versatile
By Martin Vella
Perit Arielle Agius is the Director and Head Architect of ARCO DESIGN
STUDIO, one of the foremost interior designers in Malta. She believes that
her work revolves around a functional eclecticism. Established in 2012,
the architecture and interior design company is firmly entrenched in the
lead of the architectural market in Malta. Having projects ranging from
residential designs to hospitality and commercial interiors, Arielle recently
won the coveted Malta’s Best Architecture & Interior Design Entrepreneur
of the Year Award.
ARCO Design Studio at Malta's Best Entrepreneur of the Year Awards 2017
MBR: What has been the secret behind
ARCO DESIGN STUDIO’s success?
AA: ARCO Design Studio is an architectural
firm, founded in 2012. Since the very
beginning my main objective was to strive
for consistency in presenting excellent quality
of work. Our firm is constantly thriving for
great attention to detail in design, respecting
deadlines, and always being up to date with
Planning Authority laws and regulations. We
take great care at keeping a close relation
with our clients, and also follow up on their
progress with regards to the commercial
sector.
MBR: Leading a design studio, what’s
the most important: the practical or the
theoretical?
AA: Being an entrepreneur means that
one needs to be flexible in order to meet
the vast demands of the office, colleagues,
and customers. Although education does
mentally prepare you to conquer challenges,
experience is the true key to management.
Being practical and versatile rather than
theoretical.
Although education does
mentally prepare you to
conquer challenges, experience
is the true key to management
MBR: How do you define the ARCO DESIGN
STUDIO brand message and how critical is
that to be consistent?
AA: Realising that a designed space has much
more to offer than just aesthetics, "Stepping
Out Of The Ordinary" means creating
particular and unique spaces reflecting our
clients' needs and personalities. Obtaining
a state of wellbeing within one's personal
space, whether at home, work or during
leisure time is crucial.
MBR: Looking at the success and impact you
had during Malta’s Best Entrepreneur of the
Year Awards 2017, do you ever take time to
reflect and step back and celebrate?
AA: Definitely! It is crucial for my team to be
united and in high spirits. I firmly believe that
the state of mental health and happiness is
key for a successful office.
MBR: How does winning Malta’s Best
Architecture & Interior Design Entrepreneur
of the Year Award feel?
AA: It definitely feels rewarding! I am lucky
enough to have a very satisfying job, to see
our projects being realised and our clients
satisfied. This award has been that extra "pat
on the back", and a recognition for all the
hard work. It has certainly given us motivation
to continue to improve our services. MBR
All rights reserved / Copyright 2017
22 23
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Malta Business Review
ARCHITECTURE
Integrated Architecture
MALTA
BUSINESS REVIEW
SPECIAL FEATURE
By George Carol
Photo Credits, Peter M. Mercieca/MJMDA
At the core of MJMDA, there seems to
be a determination to deliver ever more
Integrated Design Projects. Since 2003,
MJMDA has worked consistently at building a
team of people that have at their core a desire
to focus on a completed work of architecture
as one whole. This approach is client oriented
and strives to look at the end user of buildings,
rather than thinking about the originators of
the work. Although this sounds like a rather
obvious way to work, it’s rather the opposite
in many cases for architecture.
‘Do we not use our buildings as a whole?
Then so should our buildings be conceived
and designed as a whole!’ founder, director
and lead architect Matthew J. Mercieca
posits. He insists this is nothing new across
many of today’s advanced design systems.
‘Take industrial design objects, a phone, a
computer, a vehicle. All these objects have
caught up with how the great designs can
materialise.’ He stressed that the integration
of structure, services and aesthetics
constitute the architecture of the future.
Challenges in the scale of buildings and lack of
mass-production for architecture, makes this
aim no mean feat he admits. ‘This approach
may not suit every project type, and requires
more effort and organization, but the benefits
of such an approach creates longer term
success in the performance and usability of
these buildings.’ It is about aesthetics and
beauty, but it is also about functionality and
performance for the team MJMDA.
Being technical and target driven however
does not mean that MJMDA have lost their
taste for passion, romance and poetry in their
work. Quite the contrary, MJMDA seem to
have acquired the skills to deliver solutions
from simplest buildings (haiku) to the more
complex (Iliad). Capability of complexity
means that simplicity should be more
reachable. But the inverse is less likely to be
possible.
MJMDA has a team of professionals spanning
Architectural Design, Interior Design,
Structural Engineering, Building Services
Engineering and Project Management in
order to make possible a closely co-ordinated
response to building programs covering
several sectors. MJMDA’s 18-strong team
works on projects ranging from small homes
with personal touches and detail, to high end
villas to stun, to multipurpose buildings and
rental apartments with a taste for the unique,
great working spaces and offices, retail and
food and beverage outlets. MBR
ADDRESS BY THE PRIME MINISTER
DR JOSEPH MUSCAT
Addressing the 7th Cohesion Forum in
Brussels today, Prime Minister Joseph
Muscat stated that “Cohesion Policy is
synonymous with and the personification
of European solidarity at its best”, and called
for “simple yet solid rules that can be used in
the current programming period, at a time
when European economies are taking off”.
Prime Minister Muscat maintained that
the Cohesion Policy is at the heart of the
Union’s work for its citizens, that it supports
policies affecting people’s everyday life, and
advocates for an improved quality of life
across the European continent.
The Prime Minister said that the Cohesion
Policy’s primary objective is to ensure citizens
are better off at the end of each programming
period regardless of how diverse the socioeconomic
situations of each member state
are.
While commenting on the principle behind
the policy, Dr Muscat noted how Malta has
made its own contribution to it by modifying
the rules to guarantee additional assistance to
Member States affected by natural disasters,
demonstrating the EU’s willingness to stand
by its citizens when they need it the most.
The Prime Minister stated that the vision for
the future of the Cohesion Policy is a policy
that fulfils the needs of communities by
turning opportunities into prosperity, and
that supports the Union’s strategic projects.
He remarked that his vision is one where
rules are simplified so that even the smallest
communities and businesses can benefit.
Dr Muscat concluded by saying that it is
ultimately government’s responsibility to
create the right environment for the policy to
work. MBR
All rights reserved / Copyright 2017
Malta’s Prime Minister Joseph Muscat at the 7th Cohesion Forum in Brussels. Photos: OPM
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Overcoming
economic and
political challenges
together
Günther Oettinger, European Commissioner
for Budget and Human Resources reflects on
the future role for Cohesion Policy
in the EU’s budget
Communicating the results of Cohesion
Policy in an effective manner is a must.
It is a shared responsibility with the Member
States, local and regional authorities
How can the next financial period be
more in tune with current political
and economic challenges?
This is exactly what the reflection process
on the future of the EU at 27 launched by
the Commission should tell us. Together
with my colleague Commissioner Creţu, I am
preparing a reflection paper on the future
of the EU’s finances. It will contribute to the
debate on the future of Europe together
with other papers on the EU’s political and
economic priorities: the social dimension of
Europe, globalisation, defence and the future
of the Economic and Monetary Union. It will
present the various issues, options and tradeoffs
which we might have to address based on
which scenarios we choose for the future of
the EU.
I want this to be a positive debate. I believe
this is possible: as long as the EU budget is
better aligned with political priorities and
focuses on programmes and policy areas
with clear European added value. "No euro
I am particularly encouraged by the
common recognition of the key role the EU
budget plays in the European construction,
that it brings stability and is an expression
of solidarity and the value of doing
things together
spent without EU added value" should be our
guiding principle, reflecting that Europe can
best overcome both economic and political
challenges together.
What role do you see for Cohesion
Policy beyond 2020 in helping
Europe's economy grow?
Cohesion Policy has been a driver for
economic growth and jobs and has helped
many regions to develop. Therefore, it clearly
has European added value. During and in
the aftermath of the economic and financial
crises it helped to prevent major disruptions
in many regions. So, this policy should remain
an important part of the future EU budget.
But we should be thinking if we can further
enhance its EU added value by focusing even
more on projects that contribute strongly to
EU priorities, notably growth and jobs. An
important question is whether we should
focus more on regions in need. We need
to reflect how we can help regions that
are strongly affected by globalisation and
technological change. And finally, we need
to be mindful to simplify its implementation
rules in order to reduce the administrative
burden for everyone.
What I also find quite convincing, based on
current experience, is that cohesion policy
is most effective when combined with a
national economic framework conducive to
growth, i.e. where the necessary structural
reforms are being carried out to ensure the
relevant legal framework, administrative
capacity and business environment are in
place. So for me, the link between Cohesion
Pol- icy and the larger economic governance
agenda should be strengthened in the next
financial framework.
How would/can Cohesion Policy help
the EU reconnect with its citizens?
The best way Cohesion Policy can demonstrate
its value to the EU citizens is by
meeting their needs and expectations: deliver
jobs and growth and contribute to addressing
new priorities such as energy security,
migration and defence and security.
Of course, communicating the results of
Cohesion policy in an effective manner is
also a must. Communication is a shared
responsibility with the Member States,
local and regional authorities. But, while
the regulations include a legal obligation
to provide information about the projects
funded by Cohesion Policy, it is important to
find the right distribution channels and to
target the right audience so as to ensure the
message gets across about the benefits of
European support.
The concrete actions to be taken must use all
the existing tools, engage with the national,
regional and local authorities, and also
balance the use of media and social media
campaigns with public debates/events that
both raise awareness and give people the
opportunity to give their feedback.
Various people and associations with
different interests have expressed their
own views on the future Multiannual
Financial Framework (MFF). Do you
see one or more common threads in
those opinions and, if yes, which ones?
I am particularly encouraged by the common
recognition of the key role the EU budget plays
in the European construction, that it brings
stability and is an expression of solidarity
and the value of doing things together. The
demand to make the budget more responsive
to changing political priorities and to bring it
closer to the EU citizens is certainly a common
thread.
These are valid expectations of course, but
there are different ways and views on how
to achieve them. At this stage, I have no
preconceived ideas on what the future MFF
should look like... it is simply too early to say.
Although I have my preferences of course, most
importantly I remain open to all stakeholders'
views and the results of the public debate on
the future of the EU at 27. MBR
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2017
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Malta Business Review
INTERVIEW WITH MICHAEL STORPER
PROFESSOR OF ECONOMIC GEOGRAPHY
AT THE LONDON SCHOOL OF ECONOMICS
Regions matter
more than ever
in a globalised
world
Shortly before the Commission
published the reflection paper on
Harnessing Globalisation, it
organised a high-level seminar
on ‘Globalisation: Why regions
matter’ to discuss the geography
of growth, jobs and inequalities
in Europe, as globalisation,
technological change and
sustainable development impact
EU regions in different ways.
Professor Michael Storper
attended this seminar.
You started your presentation by
quoting The Economist saying:
“Regional inequality is proving too
politically dangerous to ignore”, and
you go on to note that this inequality
further accentuates the dilemma we
have about whether to invest in more
developed or less developed regions. So
what is more important: efficiency or
equity?
For this high-level meeting I worked with
my colleagues Simona Iammarino and
Andres Rodriguez-Pose to prepare a study
entitled ‘Regional Development at the
Centre of Europe’s Economic Future’. We
argue that there is no longer a simple tradeoff
between efficiency and equity: this is an
outmoded idea if by “efficiency” we mean
that we concentrate everything in the highest
income regions and expect that there will be a
diffusion of benefits to all other regions.
The mechanisms of diffusion have weakened:
skills are becoming concentrated in
fewer places; innovation is doing the same;
migration is slowing down and becoming
more selective, with one circuit for skilled
people and another for the less skilled. This
means that in the long-run, people who are
being underutilised in many regions cannot
develop their talents, it is more and more
difficult to migrate, and entrepreneurs are
not able to effectively enter the market.
We want to get the benefits
of concentration and specialisation,
but we also want to spread these benefits
to more regions by overcoming the
barriers to innovation, entrepreneurship,
skilling and mobility that exist
Therefore, a policy that invests in the long term
capabilities of people, firms and individuals in
all regions will be more efficient than one that
assumes that geographical concentration will
benefit all people and all regions. At the same
time, this is not an either-or: we must continue
to support Europe’s world-class metropolitan
regions and clusters in the face of ongoing
global competition. This policy is based on
a redefined notion of “equity”: it rejects the
older notion of redistributing from the most
successful regions to all other regions, and
replaces it with a definition of equity that
is based on stimulating development in all
regions.
Indeed, you mention talents, and you
might already know that regional
policy has introduced a new concept:
smart specialisation. This basically
means that we encourage regions to
identify their own strengths, their
comparative advantages, and invest
in those areas. And you also introduce
in your presentation a policy based
on differentiation. Do you find
similarities between the two?
Yes, we propose to deepen the concept
of smart specialisation and to give it some
additional tools so that it can be more
effective. Realistically, not every region can
specialise in the same type of thing: thus,
there's no point in pro- posing that every
region should try to become a ‘little Silicon
Valley’.
Instead of a blanket approach to innovation
and specialisation, we introduce the concept
of ‘development clubs’ which refers to regions
at different levels of per-capita income. The
challenges and near-term goals for low-,
middle- and high-income regions are very
different. What is ‘smart’ is for regions to
understand which development club they
are in, and their realistic smart specialisations
in the medium term. This notion gives
additional precision to the concept of smart
specialisation.
Lastly, I would paraphrase the title of
your presentation: Globalisation: do
regions matter?
In fact, globalisation has made regions matter
more and more, because it turns out that
while globalisation spreads wealth around
the world, and there are 500 million Chinese
who have now entered the global middle class
because of it, at the same time within every
country it concentrates wealth and income in
metropolitan areas around the world, in every
country. So, regions actually matter more
than ever in a globalised world. In light of this,
we want to get the benefits of concentra- tion
and specialisation, but we also want to spread
these benefits to more regions by overcoming
the barriers to innovation, entrepreneurship,
skilling and mobility that exist. These barriers
are in some way being reinforced by current
market trends, and diffusion mechanisms are
too weak to do the job of spreading wealth
and opportunity.
To do this, we propose what we call ‘placesensitive
distributed development strategies’
(PSDDP), which are develop- ment strategies
adapted to the precise but different needs
of low-, middle- and high-income clubs of
regions in Europe. Each of these clubs has a
different strategic guiding principle and hence
different mixes of policies and measures for
each type of territory. MBR
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2017
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The EU'S future
finances
The High-level group on own resources (HLGOR)
was established in February 2014 to reflect
on finding more transparent, simple, fair and
democratically accountable ways to finance the
EU. The Group was chaired by former Italian
Prime Minister and EU Commissioner Mario
Monti and comprises members designated by
the European Parliament, the Council and the
European Commission. The final report and
recommendations were presented in the European
Parliament and in the Council in January 2017.
In your view, what are the major
challenges for EU finances after 2020?
The major challenges for EU finances
are already here today and are similar to
the challenges the EU itself faces: how
can we regain trust from our citi- zens?
How can we provide more legit- imacy to
European spending? The EU has been hit
by multiple crises in recent years, most of
them highlighting new priorities: reinforce
the competitiveness of the European
economy, and in par- ticular address youth
unemployment; secure our external borders
and improve our cooperation on internal
security and defence; fulfil our commitments
to fight climate change and environmental
deg- radation; and finally, ensure a smooth
transition from EU-28 to EU-27 when the UK
leaves the EU.
These are the issues
on which the EU is
expected and being
pressured to act on
today, and yet they
are often not part of
its traditional core
business, in particular internal and external
security which remain within the realm of
national sovereignty. Although recent annual
budgets have used the flexibility tools, their
implementation remains to be seen.
What major changes are you proposing
compared to the current system?
Reforming the revenue system is part of this
overall shift, because the current financing
system – based on an over- whelming share of
national contributions from Member States –
EU policies, and notably
cohesion, benefit to all countries,
even the 'net contributors'
favours the status quo and are a hindrance to
focusing on new needs. Thus, in the High-level
group on own resources’ report, we make
nine recommendations conducive to change.
Among these, I think the most likely to have
a strong impact are the focus on expenditure
with the highest European added value,
the abolition of rebates in favour of certain
countries, and the introduction of one or
several new own resources linked to EU
flagship policies. For example, own resources
Future Structural Investment Funds
will play a crucial part in our reform
efforts because they have often been in
the crossfire of criticism for financing
too many projects with questionable
European added value
based on a common reformed VAT or a
common corporate tax can be designed to
contribute to a better functioning of the Single
Market, to simplify the life of our companies,
and to support the fight against tax fraud
or evasion; environmental own resources
can contribute to decarbonisation efforts
and green growth. In my view, this latter
recommendation represents how EU revenue
can bring extra added value: the EU cannot
levy taxes, but its revenue can contribute to
achieving EU policies and objectives.
What are the major obstacles to
making those changes possible?
The most obvious obstacle lies in the decisionmaking
procedure applicable to the financing
system, which imbeds an asymmetry of
power between the European Parliament
and the Council. The European Parliament
is only consulted on own resources, while
its consent is required for the multiannual
financial framework, and it co-decides on the
annual budget. In addition, decisions within
the Council must be taken at unanimity and
after ratification in all national parliaments.
This is the heaviest procedure that exists.
There are other obstacles linked to the fact
that in most cases leaders who go through
one negotiation are rarely present at a
second, which dis- perses the memory and
experience, or leads to misunderstanding
about how EU finances work. A common
fallacious argument used to reject real own
resources, for example, is to consider that
only national contributions allow for Member
State control over EU finances, and that
more autonomous own resources would
lead to uncontrolled budget increases. This
is not the case. Real own resources would
change the composition of revenue (and
lower national contributions). The volume
of the budget is decided by the multiannual
financial framework. And since the EU budget
must be in balance and cannot resort to debt,
revenue is automatically calculated once the
expenditure is known – not the other way
around.
What place do you see for the
European Structural and Investment
Funds?
Future Structural and Investment Funds
will play a crucial part in our reform efforts
Executive Summary &
Recommendations available in 23
languages: http://ec.europa.eu/
budget/mff/hlgor/index_en.cfm
because they have often been in the crossfire
of criticism for financing too many projects
with questionable European added value.
This is particularly true in the more developed
regions in the richer Member States.
Moreover, their financing through national
envelopes makes it a major feature of the
focus on net balances.
Future reform will have the difficult task of
claiming back the legitimacy of EU action in
many regions, by focusing on EU-wide public
goods rather than local ones. It will also need
to show the benefits they bring beyond
the immediate beneficiaries. Crossborder
benefits, spillover or leverage effects are
currently ignored or hidden in budgetary
negotiations, yet they provide a measure of
European added value. This needs to change
to make the budget more transparent,
accountable and fair. EU policies, notably
cohesion, benefit all countries, even the ‘net
contributors’. MBR
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Calling for strengthened cohesion, improved
employment opportunities and living conditions
MBR interviews Corina Crețu, EU Commissioner for
Regional Policy during the 7th Cohesion Forum in Brussels
MBR: Your colleague spoke of a bottom
up approach and another colleague also
mentioned that the cohesion policy is one
of the most controlled yet less understood.
How does the EU intend to communicate
the results of the cohesion policy in an
effective way both on a local and regional
scale, to insure that the mistakes of the past
are not repeated?
CC: As you rightly mention, it is very
important to learn from our lessons and I
am very pleased for the Maltese Presidency
and how they handled most of the agenda,
including the issue of the communication
towards a common idea. We have discussed
in Luxembourg and in Malta with all the
ministers of this idea and I think it’s very
important to raise awareness. Of course
wherever I go, I try to visit very important
project locations and institutions funded
by European money. For instance I visited a
hospital in Malta, which is a state of the art
and it’s an example of high quality standard.
I visited the Citadel in Gozo, which has been
recently restored by European funding,
giving to Malta a very important jewel back
to its heritage. I try to do this in all countries
but obviously one person cannot do what all
the members of the states can do together!
Cohesion policy needs to reflect
on the demanding challenge
of making Europe's economy
more inclusive, competitive and
resilient
We have this proposal of alliances between
member states, ministers, regional, local
authorities and we have to be fair to one
another of course, especially if it concerns a
big investment funded by European money.
Many mayors attempted to say that it is
Corina Crețu, Commissioner Regional Policy and Martin Vella, MBR Publications Ltd.
CORINA CREȚU
by Martin Vella
EU Commissioner (2014-2019)
Regional Policy
their achievement, which is true, but they
should mention that European money was
the catalyst and without it no project would
have been made. There are countries like
Greece for instance, where 75% of all public
investments are done by European money
and people still don’t know what happened
to thousands of schools, bridges and now the
temple Valley which is the tunnel of under
Olympic mountain. Everything is done by
European money so I really think we have to
make a common effort, including with you
journalists.
MBR: And what is exactly the EU regional
policy and how significant is this event?
CC: EU regional policy is an investment policy.
It supports job creation, competitiveness,
economic growth, improved quality of life and
sustainable development. These investments
support the delivery of the Europe 2020
strategy.
The event is a milestone in the preparations
for the post-2020 framework for the European
Structural and Investment Funds. Cohesion
policy needs to reflect on the demanding
challenge of making Europe's economy more
inclusive, competitive and resilient and must
address the questions raised by the White
paper on the future of Europe about the
added value of EU policies, subsidiarity, and
gaps between promise and delivery.
The 7th Cohesion Forum is contributing to
the reflection about the future design of the
cohesion policy, and this in a context marked
by profound and rapid changes affecting our
European societies and the globalised world.
Today, things are looking up: the EU's
economy overall is in its 5th year of recovery.
Private investment is picking up. EU GDP
growth is expected to remain constant this
year and next, at 1.9%.
And employment is at its highest level ever
with, in the first quarter of 2017, 234.2 million
employed in the European Union.
But, at the same time, as you just heard,
globalisation and digitalisation are changing
the way we live and work. We are in an era
of rapid change, and our labour markets are
feeling the pressure.
MBR: So what opportunities exist with all
these challenges?
CC: While globalisation and digitalisation
confront us with new challenges, they also
offer abundant opportunities: For example:
the value of the data economy is expected
to increase to 739 billion euro by 2020. This
is 4% of EU GDP – so, more than double its
value today.
Green Growth and the circular economy
will also generate challenges but many new
opportunities as well in many sectors such as
energy efficiency or the automotive industry.
These evolutions represent large new
markets for EU companies and it is not only
big corporations who benefit: over 80 % of
European exporters are small and mediumsized
enterprises.
But I understand many Europeans also feel
apprehensive. They see globalisation and
digitalisation as synonymous to job losses and
unfair conditions.
To remain competitive, our companies will
have to anticipate market changes and our
people will have to gain the right skills for
today's and tomorrow's jobs.
The Commission has provided responses to
these challenges in the European Pillar of
Social Rights, and proposed options in the
Reflections Papers on the social dimension of
Europe and on harnessing globalisation.
Our social goals are firmly
anchored in Article 3 of the
Treaty: calling for strengthened
cohesion, improved
employment opportunities and
living conditions.
On the world stage, the EU needs to work
towards a sustainable global order, based
on shared values, and an effective and
enforceable global rulebook that addresses
new global challenges in a fair manner, such
as tax evasion or social dumping, for example.
Within Europe, the combination of
globalisation and digitalisation has increased
the demand for skilled labour; but reduced
the number of jobs for those with lower
qualifications or executing simple and
repetitive tasks. We must, therefore, take
steps to increase the skills of all Europeans to
enhance their employability and equip them
with the necessary talents for innovation and
competitiveness.
This is the main objective of the New Skills
Agenda for Europe launched one year ago,
including the Digital Skills and jobs Coalition
and a Recommendation on Key Competence.
MBR: How can the EU turn the New Skills
Agenda for Europe into reality?
CC: To turn the New Skills Agenda for
Europe into reality, we need well targeted
EU investments to empower people: to help
them harness the potential of change, and
protect them against any new risks.
MBR: What is the key to people
empowerment?
CC: The key to people empowerment is
investment in human capital. This is the
raison d'être of the European Social Fund. It
helps prepare people for the labour market -
which is the best vehicle out of poverty and
exclusion.
It helps create new and quality job
opportunities – and, together with the
Erasmus+ programme, it supports vocational
training and apprenticeship empowering
people to enter or stay on a quickly evolving
labour market.
Moreover, it encourages people to be mobile
and available for whenever, wherever and
whatever new jobs emerge, as a result of
globalisation. Therefore we need to further
develop what I would call the Single Labour
Market, offering professional experiences
and jobs opportunities beyond the national
boundaries.
Globalisation, digitalisation and Green
Growth create opportunities and challenges,
hopes and fears. Their benefits are neither
automatic nor evenly distributed. So,
reconciling economic and sustainable growth
with social progress is ever more relevant
today.
MBR: What about our social goals?
CC: Our social goals are firmly anchored in
Article 3 of the Treaty: calling for strengthened
cohesion, improved employment
opportunities and living conditions.
And they are clearly echoed in the Rome
Declaration on the Future of Europe where
Member States have solemnly declared that:
'Taken individually, we would be side-lined by
global dynamics. Standing together is our best
chance to influence them and to defend our
common interests and values'.
All levels need to work together to make our
European social market economy resilient
and sustainable in a globalised world.
We need strong and targeted investment in
people to meet our social goals - and to deliver
the principles of fairness, social protection
and equal opportunity - as espoused in the
European Pillar of Social Rights. MBR
All rights reserved / Copyright 2017
32 33
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SPECIAL FEATURE: 7th COHESION FORUM, BRUSSELS 26-27 JUNE 2017
Special
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Malta Business Review
DATA POINT: 3 - OPEN DATA PLATFORM
Communicating on ESIF performance: the
growing importance of common indicators
The need to monitor and report on performance
must be a shared responsibility and an essential
part of all meaningful debates on EU policy.
he 2014-2020 programmes have seen improvements in the use of
indicators to measure the outputs and results of the different ESI Funds
– common indicators are a powerful tool to communicate aggregate
policy achievements across Member States. These developments have
accompanied other performance-related improve- ments, such as the
more robust setting of objectives, clearer target setting, and the new
performance framework linked to the performance reserve. One of the
effects of a greater focus on performance is that indicators must no
longer be the concern of a few technicians.
The current system of indicators has been developed over the years
based on experience and learning specific to each fund. Thus, the
common indicators are common to the programmes under each
TWO EXAMPLES FROM THE ESF AND ERDF BY END-2015
ESF: Participant employment status
Implemented: 2 707 055 participants
Of which
Unemployment supported: 1574509 participants
Employed: 435 940 participants
Inactive supported: 696 606 participants
specific fund with indicators adapted to the fund- specific objectives,
the target sectors and the intervention rationale applied.
Two main concerns have influenced the choice of indicator concepts
and the definition of common indicators:
> Are the indicators a meaningful measure of the interventions and
objectives of the specific fund?
> Are the indicators readily available without creating excessive cost
and burden for managers and beneficiaries?
For the period 2014-2020, the answers to those questions were
developed in partnership with stakeholders and experts from the
Member States during several years of reflection.
The most visible product of the current indicator system on the ESIF
open data platform is the presentation of ‘achievement’ tiles for
common indicators by fund and by theme.
0
2 500 000
2 000 000
1 500 000
1 000 000
500 000
Other improvements include an expanded list of common indicators
and better methodologies for collecting and reporting ERDF and ESF
indicators.
Are there too many indicators?
This question has been raised at the highest level of the EU institutions,
not least because it would be simpler to commu- nicate at the EU
level with a few, easy-to-aggregate indicators. The European Court of
Auditors also recently questioned the relevance and use of so many
programme-specific indicators and the difficulty of their aggregation to
the EU level.
On the other hand, different stakeholders have different needs and
propose a broad range of indicators, many of which are relevant for
them and already available in their region or Member State.
MANY COMMON INDICATORS BY FUND TRANSLATE
TO A FEW INDICATORS BY ‘THEME’: THE ERDF CASE
RTDI:
6 indicators
Energy Climate:
5 indicators
Social Infra:
2 indicators
Another explanation for the seemingly large number of EU common
indicators is the very wide thematic scope of actions and sectors
financed by the ESI Funds. For instance, there are 46 common
indicators for the ERDF.
ERDF: Firms receiving support
Planned: 1 098 048 enterprises
Decided: 137 463 Enterprises
Implemented: 36 379 Enterprises
Overview of programme targets
ICT:
1 indicators
Environment:
7 indicators
URBAN:
4 indicators
Firms:
9 indicators
Transport:
6 indicators
Interreg:
6 indicators
Austria Malta Cyprus Romania Netherlands Latvia Denmark Croatia Slovenia
Bulgaria
Belgium
Perhaps the right questions are: “Do the common indicators capture
key achievements in the different thematic areas?” and “Are there
areas where we do not capture key achievements?”
Where to next?
In the debate on the post-2020 EU multiannual financial framework
and the future of shared management through the ESI Funds, the issue
of performance and measuring achievement is a hot topic. The main
questions are:
> Can we improve the measurement of the funds’ performance while
reducing the burden for stakeholders?
> Can the different indicator concepts be rationalised across the funds?
Do different stakeholders need different indicators?
> Would there be benefits in the definition of common EU indicators
across funds to measure and communicate achievements?
> Should we focus on reducing the number of specific national
indicators? Or is the quality of the indicators and their policy relevance
more important?
It may seem like a technical debate but it is a key one for the future of
the policy. Watch this space or, better still, engage in it! MBR
Creditline: European Commission, Panorama Spring 2017
FIND OUT MORE
ESIF Open Data platform:
https://cohesiondata.ec.europa.eu/ Select the "achievement" sections on the
"Theme", "Country" or "Fund" pages:
Open Data FAQ on “Achievements”:
http://ec.europa.eu/regional_policy/en/faq/about_open_data/
ECA special report No 2/2017: The Commission’s negotiation of 2014-2020
Partnership Agreements and programmes in Cohesion: http://www.eca.europa.eu/
en/Pages/ DocItem.aspx?did=41008
Finland
Slovak Republic
Czech Republic
Germany Poland Hungary Ireland Italy
Sweden
Spain
Portugal
France
Interreg
United Kingdom
Greece
Estonia
Overview of program implemented values (2015)
Employed Inactive supported Unemployed supported
Implementation Progress
Cyprus Hungary Austria Croatia Luxembourg Slovenia Denmark Estonia Slovak Republic
Sweden
Netherlands
United Kingdom
Greece
Poland
Bulgaria
Czech Republic
Lithuania
Finland
Latvia
Portugal
Ireland Belgium Germany Italy France Spain
0,0 % 20,0 % 40,0 % 60,0 % 80,0 %
Planned Decided Implemented
100,0 %
34
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Malta Business Review
SPECIAL FEATURE: 7th COHESION FORUM, BRUSSELS 26-27 JUNE 2017
Special
Feature
Special
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SPECIAL FEATURE: 7th COHESION FORUM, BRUSSELS 26-27 JUNE 2017
Malta Business Review
9 WAYS COHESION POLICY WORKS FOR EUROPE
MAIN RESULTS 2007-2013
Cohesion Policy funding as
a % of government capital
investment 2007-2013
EU28 = 6.5% Average
60%
50%
40%
30%
57.1
52.1
52.1
50.5
42.5
40.9
38.7
34.3
39.4
27.5
25.1
24.5
EU Cohesion Policy investments in 2007-2013
were a vital source of Finance for many
Member States, representing up to 57% of
government capital investment.
20%
18.9
Cohesion Policy 2007-2013 was implemented in challenging times. Europe
was hit by the economic and financial crisis, which limited public
investment – making Cohesion Policy funds even more vital for growth
and job creation.
An independent expert evaluation of 2007-2013 funding found that
Cohesion Policy investments had positive, tangible results ranging from
job creation, positive impact on regional disparities and an increase
in GDP.
H
10%
0%
Lithuania
Slovakia
Latvia
Malta
Poland
Estonia
Bulgaria
Czech Republic
Portugal
Romania
Slovenia
2. SMES GET THE SUPPORT THEY NEED
Hungary
7.1
Italy
Spain
Cyprus
Greece
7
4.4
3.9
2.5
1.7
1.1
1.1
France
Finland
Germany
UK
Sweden
Austria
Ireland
Belgium
1
0.8
0.7
0.7
0.4
0.4
0.2
Denmark
Luxembourg
Netherlands
€346.5 billion invested
to reduce disparities between regions and to promote balanced and sustainable development.
1. BENEFITS ALL EU COUNTRIES
Every region and country in the EU benefits from Cohesion Policy, via the direct effects of the investments and/or the indirect
effects like increased trade.
€1 € €€€ €2,74
€1 of Cohesion Policy investment during 2007-2013
will generate €2.74 of additional GDP by 2023.
€346.5 billion
invested in 2007-2013
Estimated return nearly €1 trillion
of additional GDP by 2023
121 400 start-ups were financially supported, as well as an estimated number of
400 000 SMEs.
Cohesion Policy is an essential pillar of the EU’s jobs and growth agenda.
3. FINANCING AVAILABLE FOR BUSINESSES
EU funding for financial instruments has increased considerably, rising from
€1 billion in 2000-2006 to €11.5 billion allocated in 2007-2013 through the
European Regional Development Fund (ERDF).
Financial instruments played a crucial role in providing funding to SMEs during
the credit crunch of the economic crisis – helping many firms stay in business.
4. EXTENDS AND IMPROVES TRANSPORT NETWORKS AND MOBILITY
EU funding has contributed to removing transport bottlenecks and reducing
travel times.
The investments led to the construction of 4900 km of roads, mostly
motorways, of which 2400 km of TEN-T networks.
€
€
1 million jobs
created in 2007-2013
1/3
of net job creation
during that period
Funding also led to the construction or upgrading of 1500 km of TEN-T railway
and supported the development of sustainable public transport.
36 www.maltabusinessreview.net
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SPECIAL FEATURE: 7th COHESION FORUM, BRUSSELS 26-27 JUNE 2017
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Malta Business Review
5. PRESERVES THE ENVIRONMENT, SUPPORTS THE FIGHT AGAINST CLIMATE CHANGE
6. BOOSTS CULTURE AND TOURISM
Better waste-management strategies have led to a substantial increase
in the proportion of recycled waste, and to the closure of landfill sites
below EU standards.
Energy efficiency measures in public buildings reduced the
consumption of fossil fuels considerably, which in turn helped to cut
energy costs and contributed to fight global warming.
Investments in infrastructure connected 6 million people to new or
improved supplies of clean drinking water and 7 million people to new
or upgraded wastewater treatment facilities.
EU investments helped rebuild cultural and touristic sites, which
increased the number of visitors and gave a boost to sustainable
economic development and job creation in the concerned regions.
Thus the investments supported local regeneration and fostered
economic diversification, innovation and increased competitiveness.
8. ENCOURAGES COUNTRIES TO ADDRESS COMMON CHALLENGES TOGETHER
H
9. THE LESSONS LEARNED ARE BEING APPLIED
EU funding for cross-border programmes resulted in over
6800 projects, including actions to:
create and expand economic clusters,
develop centres of excellence, higher education and
training centres, and cooperation networks between
research centres,
establish cross-border advisory services for enterprises
and business start-ups.
About 1300 environmental projects focused on the joint
management of natural resources such as sea and river
basins.
Funding also included support to help cross-border
regions combat natural risks, respond to climate change,
preserve biodiversity and set up initiatives to develop
renewable energy.
7. INCREASES THE QUALITY-OF-LIFE IN CITIES
ERDF funding for urban development and social infrastructure 2007-2013 amounted to €29 billion,
about 11% of the programme’s budget.
About 4% was invested in urban development initiatives which included investments in deprived areas
and support for economic growth, cultural heritage and strategy development.
7% was allocated to social infrastructure and used to invest in health and education. This led to better
access to educational and lifelong-learning services in combination with labour services.
The funding programmes for 2014-2020 have been designed in a more
result-oriented way, as the 2007-2013 programmes did not always focus
enough on results.
Programmes must now have more specific objectives and clear targets.
Programmes are monitored closely during implementation to ensure welldefined
goals are achieved.
Programmes must report results and outputs regularly.
To ensure quality delivery of programmes, there is now a performance
framework linked to the release of a performance reserve.
Investments concentrate on key themes.
The broader use of financial instruments is more actively encouraged.
MBR
Creditline: European Commission, 9 Ways Cohesion Policy Works For Europe
38 39
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Malta Business Review
SPECIAL FEATURE: 7th COHESION FORUM, BRUSSELS 26-27 JUNE 2017
Special
Feature
Special
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SPECIAL FEATURE: 7th COHESION FORUM, BRUSSELS 26-27 JUNE 2017
Malta Business Review
Liam
Sara
Andrew
Miguela
Mauro
Students report...
on Interreg
projects in
Malta
The Interreg Annual Meeting 2017 took place
from 26-28 April in Malta. It was organised
by the European Commission, Directorate-
General for Regional and Urban Policy with
the support of the Maltese Presidency of the
Council of the European Union.
During the event, participants had the opportunity to visit
one of three projects:
> Lithos cross-border project on the protection and
valorisation of historical heritage;
> CypFire transnational project on protecting the
Mediterranean regions’ natural heritage against fire;
> Malta south sewage treatment infrastructure.
Students from the journalism school at the Malta College
of Arts Science and Technology - MCAST were also invited
to attend. These project visits were an opportunity for
these young people to witness the concrete benefits of
cooperation. Their impressions of the project visits are
given below.
Lithos
This cross-border project between Malta and Sicily focuses
on the protection and valorisation of the historical heritage.
Speaking to Daphne Marie Fenech, the lead architect
behind the Lithos project at the Inquisitor’s Palace in
Vittoriosa, she explained that in essence the project focuses
on the synergy between the historical profession of two
nations (Malta and Sicily) and the ability to put it to use to
restore building and structures that otherwise would be
lost.
One of the techniques in the forefront of the project is
stereotomy, revolving around the geometrical knowledge
of drawing and cutting the blocks of solid material. Fenech
stated that the fact that the project’s results were tangible
aided the process of receiving funds from the European
regional fund. Consequently, a museum and training centre
were erected with material, equipment and expertise not
present in Malta but imported from Ragusa, Sicily.
Speaking on the benefits of working with another EU Member
State in a cross-border project, Fenech said the communication
between parties is exceptional and a platform
such as the EU helps in creating a pool of countries that
seeks partners in similar projects.
Apart from the rejuvenation of old structures and infrastructure,
the project also aimed at the resurgence of masonry
skills in Malta. Prior to this and similar initiatives local architects
feared the death knell for masonry skills and other
historical professions targeting architecture.
The important role of MCAST was also highlighted during this
informative meeting. The institution’s work in conjunction
with Heritage Malta’s various research operations gave a
new lease of life to a number of prospective masons.
Liam
40 www.maltabusinessreview.net 41
CypFire
On 27 April I had the chance to attend the CypFire project
event held by the EU Commission. Prior to visiting some
sites a talk was held at the local council of Mgarr where
we were greeted by the mayor Paul Vella who introduced
three more speakers – Roberto Tanti, Gianni Della Rocca
and Eman Vella.
Each spoke of their involvement in this project. Tanti started
by stating the aim of this CypFire project: to suppress forest
fires with a natural barrier, cypress trees. He talked about
how the project came to be with the various experiments
done in different countries and the general spreading of
knowledge.
Della Rocca spoke about the technical aspect of the project
by going into scientific detail about the properties of the
particular species of trees called Mediterranean cypresses.
Lastly, Vella spoke of the input the Mgarr local council had
in previ- ous experiments to determine the best species of
cypress to use in this natural barrier. Mgarr was the best
contender for planting trees as it has the best maintained
rural area in Malta and plenty of space. The trees were
planted in two sites – one near Gnejna and one in Ballut – in
2006 and 2012, respectively. The monitoring of these trees
is still ongoing even though CypFire has ended.
Sara and Andrew
Ta’ Barkat sewage treatment plant
The annual meeting included a visit to the sewage treatment
infrastructure known as Ta' Barkat, at Xgħajra, Malta, Stefan
Cachia and David Sacco, engineers within Water Services
Cor- poration, discussed the project’s aim and objectives,
agenda and the treatment’s key infrastructure.
Cachia opened up the discourse with CF116, one of the
most iconic waste projects in Malta. This operational
programme was originally submitted to the Commission
in December 2007 and formally submitted in July 2010.
According to Cachia, CF116 re-establishes the bathing
water quality along with the Bathing Water Directive and
eliminates extra raw waste water which is discharged into
the sea. This project also aims to get rid of all bad odour
emissions in raw waste-water discharge. Cachia said the
project cost around EUR 80.1 million.
Sacco discussed the project’s aim and objective with
regards to the reduction in pressure on natural water
resources to diversify the available water supply and
increase the propor- tion of reclaimed water. He also stated
that the water services facilitates 90 boreholes, 10 pumping
stations and 3 sea-water reverse-osmosis plants in Malta
and 44 boreholes and 2 pumping stations in Gozo.
The Water Services Corporation aims to continue to invest
in better quality of life which leads to an investment in the
future of the Maltese people. The delegation then visited
the plant.
Miguela and Mauro MBR
Creditline: European Commission, Panorama Spring 2017
Malta Business Review
DENTAL HEALTHCARE
Malta Business Review
ADDRESSING COMPLEX
CASE SCENARIOS!
By Dr Jean Paul Demajo
In today’s dentistry aesthetics are as
important as functionality. Many patients visit
the dentist and tell them how happy they are
that their bridge or implant they had done
many years ago is still doing fine. What they
are unhappy about are the poor aesthetics
they carry. Most of this old dental work is
heavily constructed using old techniques
with possible visible metal. The frontal view
often shows receeded darkened gums by the
thin metal-ceramic edge of the border of the
crown. Spaces appear in between the teeth
and/or implants, again due to gum recession
causing dark shadows and food packing.
Food packing leads to plaque build-up and
inflammation. Yes this may be kept clean but
the aesthetics still leave much to be desired.
The fact remains that in most cases a bridge
or implant looks very good when inserted but
10, 15 or 20years later it looks very poor and
not in-keeping with the rest of the dentition.
OPTIONS FOR TREATMENT
1 Removal of the implant and adjacent tooth
with poor prognosis followed by two new
implants replacing the two missing teeth
and two new crowns
2 Modification of metal collar and provision
of new implant crown
3 Removal of implant and construction of
new all-ceramic bridge in zirconia or lithium
di-silicate replacing both teeth
4 Gingival plastic surgery to cover the metal
collar
This is a tricky case scenario on a patient
with high expectations. Each option
carries advantages and disadvantages.
Understanding that each option may bare a
good but possibly a compromised result, the
patient has opted for option 1. Here is the
sequence of events:
1 Explantation (removal of implant) and
extraction of adjacent central incisor
2 Simultaneous bone and gingival grafting
plus provision of removable prosthesis.
3 Placement of 2 new implants 3months
post-removal of implant and tooth with
further bone augmentation
4 Fitting of new all ceramic intermediate
implant-crown connections followed by
a metal free all-ceramic superstructure
4months post-implantation
Intra-op pre treatment
Intra-op showing two implants and two ceramic connections
The above shows that there are many
solutions to an aesthetic problem. What’s
important is knowing what options are out
there, explaining them to the patient and
selecting the best option to address the
patients wishes. Timeframes and costings
must also be weighed out.
Ask your dentist! MBR
A CASE SCENARIO
Middle aged man is unhappy
with an implant done
12 years ago
The implant has healed very well
Fully satisfied with performance
of implant but deeply unsatisfied
with current aesthetics
of tooth and gum
Extra-op pre treatment
Extra-op post treatment
DR JEAN PAUL DEMAJO
Dental and Implant Surgeon,
Trained in London working in
private practice in Malta
42 43
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Malta Business Review
IT INTERVIEW OF THE MONTH
IT INTERVIEW OF THE MONTH
Malta Business Review
Service, Delivery,
Performance
By George Carol
Brian Darmanin,
Technical Director at J2 Group
"IT and Technology
are the core of today's
businesses but managing
your technology should
not be a time-consuming
aspect of your business"
maintains Brian
Darmanin, Technical
Director at J2 Group
in this interview with
MBR.
MBR: Why did OSM decide to merge within
J2 Software and what is the strategic fit
here?
BD: We value clients’ business and strive
to give them the best level of products and
services possible. As part of this ongoing
commitment we have decided to invest
further in another local IT firm namely J2
Software, which is an established software
house specialising in the retail sector,
accounts, payroll and custom software for
the past 20 years. Effective November 2016
we have merged with J2 Software, forming
a new group of companies under the brand
name of J2 Group with main office located
in Msida, Malta and branch office in Xewkija,
Gozo. This merger means that we can now
provide businesses a stronger competitive
advantage bringing the customer to the
forefront of today’s technological standards
and demands.
MBR: Some people talk about merging or
combining cultures, while others seek to
create a new culture that is separate from
those of the legacy companies. What was
your approach?
BD: This is a merger of two innovative and
professional companies having a history of
successfully working together for the last five
years. Both companies have accomplished
excellent results for customers, with an
emphasis on personalised service and
support. Clients can still rely on the same
personal working relationships that they have
had with us in the past. Customers will still be
dealing with the same people and can depend
on the same high quality service that we have
always striven to give all our customers.
MBR: What benefits and synergies will this
new merged team gain and what are the
main benefits for your customers?
BD: We understand that this merger
represents a change in our company brand,
name and logo. We also want to ensure our
clients that our services will remain the same
and will only grow stronger through this
combined offering.
MBR: With regard to J2 Group’s evolution,
how do you see the company positioned for
the future?
BD: The Group will continue to focus on our
core IT services and software products while
keeping in mind client needs. We are currently
investing in Microsoft solutions while we are
also re-writing some of our core packages in
order to keep up with the latest technologies.
MBR: What level of focus has J2 Group put
on technology investments?
BD: J2 Group is a dynamic company with
a flair for technology and an emphasis on
personalized service. Our team is made up
of qualified and experienced personnel and
more importantly made up of people who
love technology. Thus our energetic team is
committed in providing and recommending
quality services and products which would
best fit your business model, operating
best technology available. J2 has more than
20-years of experience understanding the
business of the perioperative continuum.
MBR: Following the merger, have the type
of solutions you offer today changed the
client relationship?
BD: This merger represents a growth in
resources for the whole group and we want
to ensure clients that our services will grow
stronger through this combined offering.
Our goal is to continue delivering all-round
high-quality service and support in our
current markets more efficiently than before.
To accomplish this, we shall adhere to the
established road-maps and service level
agreements while simultaneously exploring
opportunities to provide you with additional
value in new areas. We are and will continue
to be committed to growing your business
and are sure that this merger shall prove
beneficial to the level of service and coverage
we offer you.
MBR: How has J2 Group’s focus shifted to
help clients achieve better results?
BD: We firmly believe that every customer
is unique and has distinct requirements.
Hence we take time to sit down together
in order to examine your business needs
before recommending the way forward. We
appreciate the costs, time and investment
that businesses invest in infrastructure and
solutions and that’s why we treat every
project as if it were our own. We thus focus
all our energies into your business in order
to guarantee professional service, delivery,
performance, and above all cost effectiveness.
MBR: Will you discuss the critical role
that technology plays within J2 Group’s
business?
BD: J2 Group is backed-up with strategic local
and foreign partnerships, thus keeping us
on the forefront of today’s technologies and
business needs
MBR: How critical has it been to
communicate these changes internally so
the employees understand it?
BD: Our team is key for us and the team
has been involved in the process and
communication of this merger throughout.
Since we have been working together for
several years this was a very smooth transition
for us. MBR All rights reserved / Copyright 2017
J2 VALUES
QUALITY
Quality should be the outcome of patient care systems &
result from attention to process as well as individuals
INTEGRITY
Live an examined life subjecting motives and actions to
the scrutiny of mind and heart; be principled and fair in
business practices with colleagues and clients and assure
results based on value, worth and commitment
RESPONSIVENESS
Be responsive to client needs and remain flexible in
the face of their changing priorities; practice effective
listening; be supportive of colleagues
AFFIRMATION
Affirm the knowledge, skill, dignity and humanity of
clients, co-workers, and persons with whom we interact;
maintain an organizational culture that respects quality of
life concerns
INNOVATION
Innovation & creativity should be the hallmark of our
efforts to design or enhance our services
LEARNING
Remain knowledgeable of current systems, trends, and
environmental factors through continuous learning or
acquisition of staff to complement our knowledge base;
recognize that learning is dynamic not stagnant
VITALITY
Maintain an organizational style that brings vitality and
energy to our product and efforts; remain open to new
ideas and foster a work environment for risk-taking; affirm
healthy living
DIVERSITY
Respect differences and appreciate that sameness is not
only uninteresting but limiting
44 45
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Malta Business Review
BUSINESS INTERVIEW
BUSINESS INTERVIEW
Malta Business Review
Discovering Innovative
Lighting Solutions
MBR: How and why did you become part of
the Light Design Solutions Ltd design team?
PC: The Company LIGHT DESIGN SOLUTIONS
(LDS), whose showroom and offices are
located in Birkirkara, has the primary objective
of providing a specialised lighting design
service that aims to enhance space and brings
out the aesthetic and architectural features of
the building. LDS was set up in 2008. I had
worked in the lighting design sector, for other
companies, for more than twelve years. I felt
that attaining the potential of my abilities
depended on others, besides the fact that
people needed a better understanding of
light usage and how light’s potential could
be exploited to transform it into an artistic
experience. The whole concept of the
employees and exhibits at the offices and
By G. A. Carol
Peter Cutajar’s experience in the
field helped him appreciate that
Light Design Solutions (LDS)
would have to collaborate with
foreign partners around the
globe, since this would offer good
quality products consistent with
the latest lighting technologies,
which are incessantly
revolutionising the lighting sector.
In this interview with Peter, we
learn more about LDS.
showroom of LDS is founded on the mission
to explain to our clients that lighting is not
just the light source but the LIGHTING EFFECT
that the source creates.
A significant objective of LDS
is to address the interaction
between human needs and
wishes; between architecture
and aesthetics; between
excellence, economics and
budget constraints
The decisive objective of LDS is the
optimization of space and making it effusively
functional. The presentation of light is central
for LDS because light enriches the character
Peter Cutajar, Light Design Solution (LDS)
and aesthetic feature of the designated area;
be it a house, a commercial environment,
outdoor space or a place that provides
entertainment. The motto of LDS is to enhance
people’s wellbeing by creating an appealing
and pleasant ambiance of the area they are
in. The Company strives to help its clients live
this experience. A significant objective of LDS
is to address the interaction between human
needs and wishes; between architecture and
aesthetics; between excellence, economics
and budget constraints. At LDS, we strive to
create a harmony between such concepts by
being imaginative, original and innovative,
rational, finding consensus with the client’s
needs and practical.
Every interior and exterior project is a new
challenge for LDS; even when the approach is
identical and the final results were achieved by
the employing the same techniques. Hence,
the art of lighting design demands innovation
and creativity because every project is unique.
The Company’s mission lies in its strength
to search and discover innovative and cost
effective solutions for lighting plans and
designs; project management; supervising
the installation of energy efficient products
and systems that the LDS is commissioned to
execute.
MBR: What are your greatest moments
or accomplishments personally and
professionally?
PC: Over the past years, LDS has been entrusted
with important projects around the Maltese
Islands and even abroad. One of the greatest
moments and accomplishments of my career
was working with the renowned Maltese
Architect, Professor Richard England (FAIA)
on the Dar il-Ħanin Samaritan Conference
Centre Project in St. Venera, conceived as an
overall series of open spaces aimed to engage
the lay people in meditative sessions, in both
its external and internal spaces. Professor
Richard England (FAIA) wrote that the lighting
designs for the above mentioned Conference
Centre, as planned and executed by LDS, not
only highlights the architectural features but
also enhances the whole project. He goes on
to state that roaming through the illuminated
spaces of Dar il-Ħanin Samaritan provides an
enchanting experience because it gives the
architectural design an added layer of poetic
quality. As an architect of the project I applaud
the finished product.
The Company’s goal is to create
a design where people can
enjoy the discernable aesthetic
architectural features
LDS was given a free hand by Professor
England to design the appropriate lighting
for this Conference Centre. It took us eight
months to finalise the lighting designs and
2 years to finish the lighting project. This
project and working with Professor Richard
England (FAIA) was a great milestone for LDS,
as it was a living proof of what LDS stands for.
The project demonstrated the Company’s
capabilities and potentialities unswervingly
and robustly.
MBR: In your opinion, what sets you apart
from other light design studios designers?
PC: In my opinion, such projects as Dar il-
Ħanin Samaritan Conference Centre lauded
by Professor Richard England (FAIA) are
proof of the Company’s credentials and the
service that it offers its clients. LDS provides
comprehensive service of professional
lighting calculations, wiring plans indicating
the precise position of the lighting fixture in
tandem with the size and cut outs for the false
ceiling contractor, together with 3-D images
showing the lighting effect created for our
clients. The service that LDS provides includes
supervising the execution of the lighting
design plans and the fixing of lighting fixtures
on site.
MBR: From idea to finished product – how
does a design become a lighting fixture
ready to go on the market?
PC: The journey from the conception of the
idea to the finished product goes through
a number of stages. The initial stage of the
project is that of a rudimentary design of the
project. The Company’s design team then
develops the simple idea and develops it into a
sophisticated notion of the light effect that to
be achieved. The Company’s team then sets
about designing the product starting with the
shape of the light fitting and finishing with the
optics. In the process we collaborate and keep
contact with our lighting manufactures in
Italy and Germany who construct the design
of LDS. Foreign Companies have placed the
designs of Lighting Design Solutions in their
Company’s official catalogue.
MBR: How would you characterize your
design work in five words?
PC: I would say that the design work of
Lighting Design Solutions is: Professional,
Comprehensive, Innovative, Imaginative
and Practical.
MBR: What are your goals and what is on
your professional bucket list?
PC: My goal is to create the awareness that
light design is as important as the architectural
features and the interior designs employed.
Unfortunately, many do not give light design
the attention that it deserves. It could be
that people consider the architectural design
and the finishing materials required (such as
bathrooms and tiles) for their new homes for
their new home more important. I believe
that individuals who spend thousands of Euro
(whether it is for their home or a business
enterprise) and do not give the necessary
attention to lighting would simply become
the owners of have a half-baked project.
MBR: What inspires your designs?
PC: Our designs are inspired by the concept of
beauty and how light can transform a simple
structure into art, and as Professor Richard
England (FAIA) stated, give the architectural
design an added layer of poetic quality.
Light plays a very important role in bringing
out the architectural features at night. The
Company’s goal is to create a design where
people can enjoy the discernable aesthetic
architectural features of the building not only
during daytime, bathed by sunlight, but more
importantly at night, illuminated by artificial
lighting.
MBR: With so much experience behind you,
how do you see the lighting market in the
future?
PC: The experience that I have gained in
the last nine years suggest that architects
and interior designers are realising that light
design is more complex than meets the eye. I
think that the lighting market has a promising
future because we have come to realise
that these professionals are recognising
the need to collaborate with lighting design
professionals. The secret for our success is
that if we want to create a particular light
effect, we are capable of visualising the light
fixture required that will produce the light
effect imagined, and if it is not found on the
market, we have the experience, expertise
and ability to create it. MBR
All rights reserved / Copyright 2017
46
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47
Malta Business Review
RISK MANAGEMENT
RISK MANAGEMENT
Malta Business Review
structure
for Success
by George Carol
CC: The tsunami of regulations that will
continue to emerge from EU will make this
difficult for the compliance department
to follow and ensure that they are being
properly complied with. Increased head
count in compliance will still not solve the
problem. Also the talent in compliance
combining regulatory knowledge and
practical implementation are rare. This will
push the need for further development of
compliance monitoring systems with artificial
intelligence solutions. In the future the role of
the compliance officer will be in the software
development and integration of powerful IT
systems. We will see a time when compliance
will totally incorporate the digital evolution.
MBR: What does FINTECH stand for and
represent?
CC: FINTECH is the future of financial services
whereby the operational processes and also
controls are automated, partially or fully,
through the use of technology. The pace of
technology and its use is accelerating at a
very fast rate. Use of artificial intelligence
and robotics will become more a reality of
financial services.
MBR: The terminology and definition of
compliance is extensive. Can you briefly
describe BLOCKCHAIN, the regulators pace
of evolvement, and the importance part of
preservation of reputation?
CC: Blockchain is the technology on
which cryptocurrency has been built. This
technology has the power to leave a trace of
each process or asset as it moves hands. This
will achieve a higher level of transparency but
this technology has the power to facilitate
transactions on a peer-to-peer level without
the need of intermediaries such as banks. No
wonder this technology is considered as the
disruptive technology of the future.
From what I have read, heard and
experienced, the regulators seem to be
sceptical about the use of this technology or
cryptocurrency. In part, this may be due to the
lack of understanding of how this technology
really works. Also the regulators were too busy
understanding and implementing all these
regulations coming out of the EU. However,
I still believe that appreciation of Blockchain
and digitisation can also be the future tools
of how regulators can monitor the industry
more efficiently and effectively.
Still it is important to keep in mind that Bitcoin
has been linked with money launderers, drug
traffickers and paedophiles. Yet, Blockchain
cannot be avoided as it will be part of our
lives. By properly regulating it, the technology
is intended to be used for good and legitimate
scopes. Such will preserve a country’s
reputation – at least in part. MBR
All rights reserved / Copyright 2017
Non-profit organisations are not immune to reputational damage.
Recently we saw FIFA a major institution in football hindered by its
corrupt members and bad governance. Community interest institutions
or companies need to be transparent, have codes in place and effective
controls. This has made compliance not a function for commercial
entities but also for non-profit organisations as part of the presentation
of the reputation and to keep the purpose of the organisation alive.
Claire Camilleri personally considers compliance and good corporate
governance as a mission and a passion at the same time. In this interview
Claire Camilleri Gauci, Director at Aid Compliance, tells us just why
keeping updated with regulations, networking staying close to reality
are essential for effective compliance.
MBR: What can you tell us about the
development of compliance and in what
way compliance plays a major role in the
control structure of an organisation?
CC: Post financial crisis we have experienced
a stream of directives and regulations from
European Union and an increased role of
EBA, ESMA and EIOPA, which have moved
compliance from an operational role to a
strategic function both physically and in spirit.
Having said so, compliance has become an
important part of the corporate governance
mechanism but it is not the only component.
Business to thrive need the right combination
of strategy, internal control, positivity and
enthusiasm.
MBR: How have things changed on the
regulatory compliance, legal affairs and risk
management fronts over the two decades
you have been in compliance and at Aid
Compliance?
CC: Over 20 years I have seen the start of a
single regulatory body in Malta and the final
transposition stage of all EU regulations prior
to Malta joining the European Union. At that
time compliance was limited in scope.
Nobody anticipated the devastating impact of
the global financial crisis, the fall of Lehman
Brothers or the Madoff scandal. Inevitably
such events pressured legislators and
regulators to introduce more regulations.
Hefty fines by the regulators and reputational
damage caused by ‘name and shame’ have
underlined the risk of non-compliance as a
financial burden that has to be avoided for
the prosperity of the firm. All these elements
have pushed the Compliance Office from
back office or ‘behind the desk’ stereotype
to the person that is part of the life of the
executive meeting.
this technology has the power to
facilitate transactions on a peerto-peer
level without the need of
an intermediary such as banks
MBR: How does this form part of the internal
governance, especially where compliance is
a risk area?
CC: Compliance and legal risks should be seen
as part of the risk management framework.
When these areas are seen as a risk, one is
able to effectively and efficiently determine
which regulations effect the company, the
financial impact of regulations as a result
of non-compliance, and how these are
effectively mitigated. If compliance is well
managed it is the first line which can define
and reinforce governance.
MBR: What is the underlying rationale of
the compliance function?
CC: It is important to recognise that the
compliance function deals with people. The
Compliance Officer and the Department
should advise, educate and inspire the
culture and which reflects in fair, honest and
professional dealings with the clients and
rest of the society including regulators. Being
practical is also critical to ensure the business
remains in perspective.
MBR: Which industries or sectors is
compliance gaining importance?
CC: Compliance is gaining importance across
various sectors not only financial services,
listed companies and pharmaceuticals which
are the classic examples. The Gaming sector
is one example where it has seriously evolved
Claire Camilleri Gauci, Director at Aid Compliance
in terms of the need of compliance. This
was pressured by anti-money laundering
regulations, general data protection
requirements and responsible gaming, just
to mention a few. However, we are seeing
compliance in other sectors such as sports, or
in areas such as environmental compliance.
At the end of the day, increased regulations
have impacted every industry not as a result
of the pressure exerted by policy makers or
regulators but also by the public outcry for
social responsibility.
MBR: Can you tell us which areas or
industries are maturing in terms of
compliance?
CC: Gaming is a sector which has matured not
only in terms of compliance. We are seeing
a steady increase in the engagement of
professional and experienced non-executive
directors who are able to bring the ‘control
mindset’ on the board table. Also, internal
audit is increasing in demand in case of large
scale companies.
MBR: How do you define the AID brand, its
achievements, and its future?
If compliance is well managed it
is the first line which can define
and reinforce governance
CC: AID Compliance has been developed
to bring high-end professional compliance
and internal audit in a practical manner. The
team is composed of highly professional
individuals with years of practical experience
and different backgrounds. Innovation and
business sensitivity has distinguished AID
from others. Since its inception in 2014 the
Company has become a renowned named
in financial services and we are gaining
momentum in gaming and cyber security
audits. We are also developing other areas in
compliance such as sport.
MBR: How does technology influence and
impacts compliance?
48
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49
Malta Business Review
Committed to Providing the
Best Education Learning Experience
YACHTING AND AVIATION
eie educational group
Malta Business Review
OUR MISSION
To enhance the level of Academic
training and Tuition of both pre and
post graduate levels by:
Learning a language or obtaining an academic
qualification is more important than ever in
the global economy. eie Educational Group
provide students with a first-class educational
teaching and training service at a fair price.
Students ask for an excellent teaching
environment so that they quickly progress
through their course, but also that they will
want to enjoy themselves whilst studying.
At eie Educational Group, you will have a
fantastic studying experience. eie encourage
social interaction trough regular, fun and
varied leisure programmes, as this improves
a learning experience.
eie Educational Group, was established in
January 2000 and their success is built on a
long-standing commitment to the specific
needs of local and international students. eie
constantly expands its worldwide networks,
partners with established renowned
organisations, invests in its facilities and in
social commitments. The eie Educational
Group is redefining the landscape of modern
education.
The eie Educational Group aims to develop the
appropriate competencies and knowledge
needed in planning, evaluation, research and
development tasks in education and related
fields in the midst of societal changes, both
on local and global levels. This network gives
eie the key to be competitive and to share
the collective experience and continuous
professional development with their cilients.
In a fast moving world, challenges are
demanding and change is constant.
Tomorrow’s future depends on today’s
knowledge. MBR
For more information about eie’s degree programmes,
English language courses or other business related
courses you can e-mail at info@eie-group.com,
phone on +35621332804/5
• Contributing actively towards the
propagation of equal opportunities
for all.
• Continually engaging in the pursuit of
excellence.
• Continually investing in its own
people.
• Striving to afford the best service to all
our clients.
• Establishing itself as a leader in the
international education field.
• Contributing towards the social
welfare of the community.
Through its companies, the EIE EDUCATIONAL GROUP is able to
offer the following services:
Academic programmes
Training programmes
English Language courses
Student Accommodation
Internships
Certificate, Diploma, Bachelor, Master degrees in various
subjects for young and mature adults are offered through eie
Institute of Education (Licensed by the NCFHE as an institute
of Further and Higher Education – License Number 2005-TC-
001);
Business courses, thematic seminars for business excecutives
offered through eie Mangement Centre;
English courses at Beginner, Elementary, Pre-Intermediate,
Intermediate, Upper-Intermediate, Business English and
Advanced levels are offered through Unilang International
School of Languages, Valletta (Licensed by the EFL Monitoring
Board – License Number 249/MB16)
Provision of quality accommodation around Malta ideal for
students offered through eie Residences
Organisation of Work placement and Internships for
international students offered through eie internships.
Commitment to
EXCELLENCE
The eie
Educational
Group
eie Educational Group, Valletta Buildings, South Street, Valletta
Tel: +356 21 332804/5 info@eie-group.com
is an acknowledged leader
in international education
Higher Educational courses - eie Institute of Education
(NCFHE License Number 2005 - TC - 001)
English Language Courses - Unilang International
School of Languages (EFL License Number 249/MB16)
Executive and Business courses - eie Management
Centre
Internship services - eie Internships
Student Accommodation - eie Residences
International Educational services - eie International
www.eieEducationalGroup.com
50 www.maltabusinessreview.net 51
Malta Business Review
STRATEGIC THINKING
FOCUS: CHINA VS EU
Malta Business Review
BOOST YOUR
STRATEGIC THINKING
By Robin Cleland
Organisations
not only need to
recognise the
importance of
strategic thinking,
but also need to
become more
customer-centric
and data-driven
in their approach
to formulating,
tracking and
adapting their
strategy.
Internationalization & Militarization:
China vs EU, Who is right? [Part 1]
By Anatole Baldacchino
Robin Cleland, Managing Partner at 20/20 Strategy
Strategy is about making choices and
developing a deliberate plan of action to
strengthen and enhance performance. It is
fundamental to the success and sustainability
of an organisation, whether you are operating
in an emerging or mature category, or are a
new or established brand. It forces you to
think about your organisation’s capabilities
and the mechanics of the industry in
which you operate. It defines what your
organisation stands for, and how you want
to compete, and it sets the direction for the
whole organisation.
Bold strategic decisions and precise execution
matter more now than ever before in today’s
rapidly changing environment, where the
world is less linear and more fluid, with fast
changing customer behaviour and intense
competition
Effective strategy requires focus. Given
resource constraints, strategic decisions must
involve making trade-offs – Strategy is as
much about what you choose to do, as it is
about what you choose not to do. Therefore,
to drive growth, you need to allocate
resources to focus on those activities where
you have a competitive advantage and that
will deliver the highest impact.
However, making the right strategic decisions
on where to focus and allocate resources can
be challenging. As a consequence, important
strategic decisions often resort to being
based on partial information and gut feel.
Although intuition and gut feel are valuable as
a starting point to strategy, it is risky to base
the future direction of an organisation solely
on this – you will either be lucky or wrong!
Furthermore, an essential part of strategy is
effective implementation, and it is hard to
obtain a shared buy-in to the strategy based
on one person’s gut feel.
Bold strategic decisions and
precise execution matter more
now than ever
For these reasons, a more structured and
data-driven approach to strategy is required to
manage complexity, obtain buy-in and support
better strategic decisions. The approach must
build alignment on the optimal strategy to
pursue, and in doing so provide clear answers
to the following questions:
• What opportunities are there, how big are
they, and how could they evolve?
• Which opportunities should you prioritise
for your brand?
• How can you activate these opportunities?
Answering these questions involves
deconstructing the market to develop a
deep understanding of underlying customer
behaviour and segments, the market and
competitor dynamics, and the drivers of
brand performance. Furthermore, it is
essential to assess how external market and
competitive conditions could evolve going
forward, as strategy involves understanding
possible futures to inform present decisions.
This approach ensures that strategic decisions
are based on a clear understanding of the big
picture, as well as the underlying detail.
By thinking strategically and adopting a
customer-centric and data-driven approach
to strategy, you can uncover hidden
growth opportunities, attract and retain
your customers, adapt to changing market
conditions, and make strategic decisions
that will help your brand thrive and compete
effectively. MBR
ABOUT THE AUTHOR
Robin Cleland is Managing Partner at 20/20
Strategy, a boutique strategy consulting
company, specialising in growth strategy.
He advises leading global brands and new
emerging brands across a range of sectors
and countries.
If we take a glimpse at the colonial times,
western big hats, UK and France always
looked to enhance their respective roles
as expansionists. The Chinese on the other
hand, were against this way of thinking of
colonialism and instead they preferred to stay
watching from the gallery.
Europeans regarded colonies, “as part of their
package” with all the benefits that comes
with it, however the Chinese view of colonies,
was that these countries were “outside
civilization” and therefore unworthy of its
protection.
China does not aspire to run the world,
because it already believes in itself as the
“God of this World”.
This is the reason why, China does not take an
aggressive stance at world stage.
However as time goes by, we analyze the
present scenario and take a look at what
Chinese youth thinking on International
affairs and militarization. Youths were asked
as what role China should play in International
affairs. The following were the results,
What role do you think China should play in
International affairs?
25% replied to leadership role as a regional
great power. (At present)
30% replied to leadership role as a regional
great power (by 2028)
21% replied leadership role a great world
power (At present)
47% replied leadership role as a great world
power (by 2028)
8% replied to take care of its own business
only and little to International affairs (at
present)
4% replied to take care of its own business
only and little to International affairs (by
2028)
2% only had no clear idea (At present)
3 % only had no clear idea (By 2028)
In accordance to the Center for arms control
and Non-Proliferation in 2008, China spent
122 Billion US dollars on military expenditure,
whilst the European countries spent 289
Billion US dollars.
This scenario was overturned in 2016, in
accordance to the Stockholm Peace Research
Institute,
Which states that China spent 216 Billion
dollars in 2016 and the European countries
spent 192 Billion US dollars by the same year.
China is building up its military base year
by year but remains non-aggressive. The
EU’s view on militarisation is somehow
more complicated as one may think. In fact
militarization of Europe is highly regarded
as a greater threat than Brexit. US led
NATO deploying military assets around
Russia puts more pressure on the EU for
greater militarisation. Europeans view on
militarization is surrounded by skepticism. A
greater build up in Europe can push further
vulnerable countries and can inflict further
problems on the failed migration European
policies. From the China youth survey a low
8% of the respondents, claim that China
should take care of its own house rather than
its International affairs.
This view in Europe is somehow the opposite
as many EU citizens think that we should
control our borders carefully to regulate the
flow of migrants. NATO’s intent to extend its
mission to the center of the Mediterranean
creates further EU tensions. This is done
in the name to fight against Isis. The other
justification of militarization of Europe is the
intervention of Russia in Ukraine. Russia is
seen as an external threat to Europe. The EU
pledged a 1.5 Billion fund a year by 2020 to
boost the European defense system.
China deploying its naval assets around
the Spratly islands because China claims
that these are part of its territorial waters.
Vietnam, Malaysia, Philippines and Japan all
claim part of these waters as well. (Article to
be continued) MBR
52 53
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Malta Business Review
BUILDING & CONSTRUCTION
BUILDING & CONSTRUCTION
Malta Business Review
The Future looks
Bright white
by
Antoine Bonello
Solar Reflective coatings offer a powerful
sustainability option for the restoration and
maintenance of roofs in general.
Many people here in Malta are now adopting
the thermal reflecting membranes not only to
waterproof but also to reduce the heat intake
inside buildings by as much as 90%. A thermal
roof coating also contributes to reduce the
energy consumption for cooling and heating
buildings by as much as 50%. An all year round
product that can provide long term solutions
to all waterproofing problems.
Malta is an island with low rain fall and
plenty of sunshine, needless to stress on
the importance of solar panels, especially
now that they can be in a position to absorb
more UV rays and produce more electricity
thanks to the thermal membrane reflective
ability. Our recommendation is to avoid
fixing the panels directly on the concrete
surface, they should be mounted on slabs or
elevated on proper metal structures that can
be dismantled without damaging the roof
whatsoever.
A Good thermal reflective resin membrane
have must have an SRI (solar reflective index)
of at least 111% (ASMT E 1980) and a thermal
ability of 91% (ASMT C 1371)
Preparation and proper product application
are the secret to prevent a piss poor
performance. Waterproofing seems so easy
on paper it is just a roller application. Well
not exactly. A good amount of preparation is
required in order to achieve a proper result
that can last years. REMEMBER never let
anyone experiment with your home especially
when it comes to waterproofing. Over 80% of
building damages are related to water intake.
DIY is very popular here in Malta and to
facilitate its application, a thermal resin
membrane with micro fibres is now available,
thus avoiding the need to implement any
fibreglass reinforcment net. A good job is
never enough if the materials applied are of
poor quality. Always avoid plastics, acrylics
and latex and cement based materials as they
lack UV resistance and become brittle, most
of them do not last a whole winter. Elasticity
is also very important due to structural
movements and so is resistance to water
stagnation, which is something very common
with our flat roofs. On the contrary carpet
membranes increases heat intake by 80% and
its bitumen properties starts to melt when the
temperature exceeds 35 degrees, something
very common here in Malta.
Qualities and visible certifications a good
waterproofing product must carry on the can
• UV Resistance, Elasticity, VOC low, H2O, CE
Mark, low impact on the Enviroment.
Delicate works that involve the
implementation of a fibre netting should be
carried out by professionals and properly
trained people. Always make sure that the
persons to whom you commission the works
are accountable, traceable and trustworthy. It
is therefore recommended to make sure that
they are affiliated with the Malta Professional
Waterproofing and Resin Flooring Association.
Always ask to see by Installers Card for more
piece of mind. This way you can determine
whether or not the person has the necessary
knowledge to do a proper job.
The Malta Waterproofing and Resin Flooring
Association provide technical knowledge and
professional formation to all Maltese installers
who wish to improve their workmanship or
start a carrier in the waterproofing business.
The Association also assists its members
by providing the services of a profession
advisor when facing challenging situations
or other difficulties during their works.
The Association also provides its qualified
members the Certified Installers Card. This
is done to reassure the general public that
the person is able to carry out the requested
job at its best. All this is being made possible
thanks to the Resin and Membrane Centre
and NAICI International Academy. For
further information with regards the Malta
Professional Waterproofing and Resin
Flooring Association visit our website on
www.maltawaterproofing.com or call on
27477647 MBR
54 55
www.maltabusinessreview.net
Malta Business Review
YACHTING AND AVIATION
Malta Business Review
EQUIOM
reaches new
yachting
and aviation
milestone
Equiom, the international professional
services provider, has reached a new
milestone of USD4 billion in assets under
administration for its yachting and aviation
portfolio.
As one of the largest yachting and aviation
departments in the corporate service sector
globally, Equiom has a 30-strong yachting
and aviation team worldwide. They provide
ongoing support and advice to clients with
dedicated teams for registration, structuring,
tax, customs and legal matters relating to
yachts and aircraft.
Equiom’s Director of Yachting and Aviation,
Edward Leigh commented: ‘We are pleased
to have reached such a significant milestone.
It is a true testament to the high calibre of
our team and the breadth of our offering.
We manage transactions for some of the
highest valued yachts and aircrafts in the
world, including helicopters, other types of
aircraft, motor and sailing yachts. With larger
superyachts and corporate aircraft currently
in high demand, it will be interesting to see
how the market develops over the next few
years.’
Equiom has been providing services to
the yachting and aviation sectors for over
ten years. In 2016, the company achieved
Authorised Economic Operator (AEO) status,
which is a globally recognised quality mark
in the industry. This recognition affords
certain benefits to clients in the yachting and
aviation customs process, such as fast-tracked
paperwork and fewer customs checks.
Edward continued: ‘A number of new recruits
in the team this year has enabled us to attend
more and more industry events, Including
the European Business Aviation Convention
and Exhibition (EBACE) and the Monaco
Yacht Show in September. We look forward
to seeing existing clients and intermediaries
and making new contacts as we continue our
commitment to serving the industry.’
Equiom Isle of Man Managing Director, Aidan
Davin added: 'Recent changes have given us
the opportunity to create a stronger team than
ever before, united in their efforts to deliver
the highest levels of service that clients have
come to expect from Equiom. The growth
in our assets under administration under
Edward’s leadership is a great indicator of the
importance of this service line not only to our
Isle of Man but also our Jersey, Guernsey and
Malta offices all of whom have contributed to
this achievement.’
For more information visit www.
equiomgroup.com MBR
Creditline: Equiom Group (Europe) Limited
Members of Equiom’s yachting and aviation
team at Jubilee Buildings in the Isle of Man
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57
Malta Business Review
NEWSMAKERS
Signing of EU
Ministerial
Declaration
to put Europe
as the lead
market in 5G
Photos: OPM_PS
Parliamentary Secretary for Financial Services,
Digital Economy and Innovation Silvio
Schembri, together with other EU Ministers
signed an EU ministerial declaration that
confirms the willingness of member states
to position Europe as the lead market for 5G.
The signing took place during an informal
meeting of ministers of competitiveness and
telecommunications in Tallinn Estonia, which
is now hosting the EU Presidency.
The declaration indicates the steps member
states have to take to foster the swift rollout
of 5G infrastructure and related services
across Europe. It emphasises on the need
to create the right preconditions to leverage
the full potential of 5G and proposes a
strategic dialogue with stakeholders on 5G
challenges. The declaration will be signed by
telecommunications ministers of EU member
states during the informal meeting in Tallinn
Estonia next week.
5G is a critical element to enhance connectivity
and ensure that consumers and businesses
can become more competitive in Europe. It
is expected that future 5G infrastructure will
serve a wide range of applications and sectors
including professional uses such as assisted
driving, eHealth, energy management,
possibly safety applications.
This meeting addressed the necessity to
facilitate the data economy, especially
with respect to the free flow of data, an
essential element that will help the Maltese
Government to develop and implement its
planned blockchain strategy in various sectors
of the economy. Having such a strategy
will enable Malta to harness blockchain
technology in several government areas such
as facilitating trade between EU countries.
The Maltese Government sees this economic
strategy as a key opportunity for the creation
of an innovative industry with great potential
for the Maltese economy.
Parliamentary Secretary Silvio Schembri
said the Maltese Government agrees that
actions should be taken at EU level in order
to facilitate access to and reuse of data
across different sectors and organisations
in member states. This would improve the
overall competitiveness and ensure that
resources are used efficiently. MBR
Source: Parliamentary Secretariat For Financial
Services, Digital Economy And Innovation
EU Foreign Ministers adopt
legislative amendments
suggested by Malta aimed
at disrupting migrant
smugglers’ business model
Minister Carmelo Abela, with Minister Jean
Asselborn
EU Foreign Ministers adopted legislative
amendments, proposed, and negotiated by
Malta during its Presidency of the Council of
the EU, concerning the regime of restrictive
measures aimed at stopping the supply
of goods to smugglers of human beings in
Libya. “This initiative, which targets goods
used by smugglers such as dinghies and
motors, is extremely important in disrupting
the operations of traffickers and is fully in
line with the actions envisaged by the Malta
58
Declaration of 3rd February, 2017”, Minister
Abela said at the Foreign Affairs Council. He
also called on the EU to consider how this
initiative could be extended internationally.
Through these measures, the direct or
indirect sale, transfer, or export of such
equipment by EU member state nationals
or from the territories of member states,
would be subject to prior authorisation by the
competent authority of the exporting state.
The ministers held a discussion on the political
and security situation in Libya. Minister Abela
expressed Malta’s continued concern at
the political stalemate and stated that the
ultimate goal remains that of all-inclusive
dialogue based on the Libyan Political
Agreement. The Minister reiterated Malta’s
support to the efforts made by the United
Nations to register progress on this priority
and welcomed the appointment of Special
Representative Ghattas Salame, adding that
the EU and its member states should continue
to put their weight behind these efforts and
urge political and military powerbrokers to
find a long-awaited solution. The ministers
agreed that Libya should remain high on the
EU’s agenda and adopted Council Conclusions
on Libya.
In this context, they also addressed the issue
of migration with a particular focus on the
Central Mediterranean Route - a discussion
continued over lunch in the presence of the
International Organisation on Migration (IOM)
and the United Nations High Commissioner
for Refugees (UNHCR). The ministers
supported the various actions identified by
the Malta Declaration, including projects
for the development of Africa - through the
Trust Fund for Africa and the newly adopted
European Fund for Sustainable Development
(the latter negotiated and concluded by the
Maltese Presidency) - as well as support to and
capacity building of the Libyan Coast Guard.
The Council expressed solidarity with Italy and
the ministers supported Italy and the work
being done in the context of the humanitarian
response. They stressed the importance of
the EU continuing to work closely with the
IOM and the UNHCR in a comprehensive way,
including on adequate reception capacities.
The evolving scenario in North Korea and its
impact on regional and international stability
was also addressed by the ministers, and
the Council adopted Council Conclusions in
this regard. The ministers had a discussion
on the EU’s Global Strategy, focusing on the
next steps concerning implementation with
a view to identifying priorities for the coming
months, and building upon progress already
registered. MBR
Source: Ministry For Foreign Affairs And Trade
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