MBR JULY ALL

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 


ISSUE 33 JULY 2017 

CORPORATE INTERVIEW 

Accessibility, Affordablity and Excellence 


Melita CEO Harald Rösch and Vodafone Malta CEO Amanda Nelson 


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 


10 CORPORATE INTERVIEW OF 

THE MONTH 

ACCESSIBILITY, AFFORDABLITY AND EXCELLENCE 


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: 


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 

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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 


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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32 

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 

www.maltabusinessreview.net


COVER STORY OF THE MONTH 

COVER STORY OF THE MONTH 


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 


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. 

6 7 



CORPORATE INTERVIEW OF THE MONTH 

CORPORATE INTERVIEW OF THE MONTH 


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 

8 

www.maltabusinessreview.net 

9

SPECIAL FEATURE: MBEOTYA 2017 


MALTA 


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 


10 


11





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 

12 


13


SPECIAL FEATURE: MBEOTYA 2017 SPECIAL FEATURE: MBEOTYA 2017 



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 


14 15 





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 


16 


17




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 


18 19 






Continuous loop 

to innovate 


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. 


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 


our drive for innovation. However, this comes 

with an obligation that while customized 


service is a must, we are additionally ought to 


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 

All rights reserved / Copyright 2017 All rights reserved / Copyright 2017 

20 21 





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 




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. 


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 


22 23 



ARCHITECTURE 

Integrated Architecture 

MALTA 


SPECIAL FEATURE 


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 


Malta’s Prime Minister Joseph Muscat at the 7th Cohesion Forum in Brussels. Photos: OPM 

24 www.maltabusinessreview.net 

25


SPECIAL FEATURE: 7th COHESION FORUM, BRUSSELS 26-27 JUNE 2017 

Special 

Feature 

Special 

Feature 



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 


Creditline: European Commission, Panorama Spring 

2017 


27



Special 

Feature 

Special 

Feature 



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 proposing 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 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. 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 development 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 



2017 

28 www.maltabusinessreview.net 29



Special 

Feature 

Special 

Feature 



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 citizens? 

How can we provide more legitimacy 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 particular 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 



2017 


31



Special 

Feature 

Special 

Feature 



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 


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 


32 33 




Special 

Feature 

Special 

Feature 



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 improvements, 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 communicate 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 


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 


35



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Feature 

Special 

Feature 



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 


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. 


37



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Special 

Feature 



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 




Special 

Feature 

Special 

Feature 



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 previous 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 proportion 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


DENTAL HEALTHCARE 


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 



IT INTERVIEW OF THE MONTH 

IT INTERVIEW OF THE MONTH 


Service, Delivery, 

Performance 


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 



BUSINESS INTERVIEW 

BUSINESS INTERVIEW 


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 


46 


47


RISK MANAGEMENT 

RISK MANAGEMENT 


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 


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 


49


Committed to Providing the 

Best Education Learning Experience 

YACHTING AND AVIATION 

eie educational group 


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


STRATEGIC THINKING 

FOCUS: CHINA VS EU 


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 



BUILDING & CONSTRUCTION 

BUILDING & CONSTRUCTION 


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 



YACHTING AND AVIATION 


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 

START THIS OCTOBER 

APPLY NOW! 

Applications open. 

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57


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 

Promotion

MBR JULY ALL

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