The Commercial Courier October/November 2016

THE COMMERCIAL/68

COURIER THE OFFICIAL BUSINESS MAGAZINE OF THE MALTA CHAMBER OF COMMERCE, ENTERPRISE AND INDUSTRY SINCE 1947

OCTOBER / NOVEMBER 2016

Concept is key Delving into the world of illustrator Julinu

NEWSPAPER POST GOLD COLLABORATING PARTNERS

IN THIS ISSUE TRACING THE GROWTH OF THE PHARMACEUTICAL SECTOR / BUDGET 2017: HOW DOES IT AFFECT YOUR BUSINESS? / NEW RECTOR PROF. ALFRED VELLA ON THE FUTURE OF THE UNIVERSITY / MALTA ENTERPRISE CHAIRMAN WILLIAM WAIT DISCUSSES STRATEGY FOR LOCAL INDUSTRY / FARSONS GROUP CEO TRACES THE GROUP’S LEGACY AND REVEALS PLANS FOR INTERNATIONAL SUCCESS / THE IMPRESSIVE RESTORATION PROJECT BEHIND GOZO’S CITTADELLA / THE LATEST BUSINESS NEWS

THE COMMERCIAL/68

COURIER OCTOBER / NOVEMBER 2016

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food trends

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10 COVER STORY THE 12 BUDGET MEASURES WHICH WILL AFFECT YOUR BUSINESS

74 DESIGN TRENDS GOZO’S CROWN JEWEL RESTORED

Marie-Claire Grima looks at the 12 measures from Budget 2017 which are most likely to directly impact your business or workplace, and gathers reactions from the Prime Minister, Leader of the Opposition and Malta Chamber President.

Martina Said meets architect Martin Xuereb, who worked on and implemented parts of the mammoth Cittadella restoration project in Gozo, to find out what went into it amid expectations for a nomination as a candidate for UNESCO World Heritage status.

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85 INTERVIEW

MALTA’S PHARMACEUTICAL INDUSTRY: A BRIGHT PRESENT AND EXCITING FUTURE

FARSONS: A LEGACY OF INVESTMENT AND FORWARD-THINKING

Sarah Micallef speaks to the experts about how Malta’s healthcare manufacturing sector is doing, and what lies ahead for the flourishing local industry.

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24 INTERVIEW

48 INTERVIEW

TAKING INDUSTRY TO THE NEXT LEVEL

THE CHANGING FACE OF HIGHER EDUCATION

Sarah Micallef speaks to Non-Executive Chairman of Malta Enterprise William Wait about the agency’s strategy for local industry in the years to come.

45 IN FIGURES SHIPPING REGISTRATION… IN NUMBERS

Johanna Ortiz

A look into the figures related to shipping registration in Malta.

Farsons Group CEO Norman Aquilina speaks to Jo Caruana about the Group’s legacy for investment and impressive plans for international success.

109 MEET THE ARTIST

New University Rector Alfred Vella chats with Martina Said about his priorities for the coming years, upcoming and future projects, as well as forming alliances with new kids on the block.

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style review

Sarah Micallef meets Julinu (Julian Mallia), who recently made headlines for winning the New Talent award within the Advertising category at the World Illustration Awards.

stablished in 1947, The Commercial Courier is the official magazine of the The Malta Chamber of Commerce, Enterprise and Industry. It is the leading business magazine, having one of the best distribution channels in the sector. The publication is distributed for free to the members of the The Malta Chamber of Commerce, Enterprise and Industry. It is also distributed with The Malta Business Weekly as well as delivered to leading business people on the island.

The Exchange, Republic Street, Valletta VLT1117 Tel: +356 2123 3873 Fax: +356 2124 5223 info@maltachamber.org.mt www.maltachamber.org.mt

Articles appearing in this publication do not necessarily reflect the views of The Malta Chamber of Commerce, Enterprise and Industry.

Publisher

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DARKNESS AND LIGHT: THE ATMOSPHERIC WORK OF JULINU

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ON THE COVER Maia’s Morning Malaise – Illustration for Loophole film poster by Julinu

Malta chamber’s bronze collaborating partners OCTOBER / NOVEMBER 2016

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CC Editorial

A clear message at EU level Since 2008, the European Parliament of Enterprises (EPE) has sought to bridge the democratic gap between EU institutions and the main actors of economic growth, which are entrepreneurs. It has been argued that EU legislators do not sufficiently take into account the entrepreneurs’ concerns when carrying out their legislative endeavours in Brussels. On the other hand, the role and functioning of the European Union are insufficiently known to businesses.

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rganised by EUROCHAMBRES, the EPE brings over 750 business people from around 45 European countries face-to-face with EU institutions for a day, providing a platform for direct debate and bottom-up feedback on EU policies.

Wearing the cap of EU Parliamentarians for a day, entrepreneurs are offered the opportunity to send a strong message on major EU business-related issues, as they vote on matters that affect them directly in their daily operations.

Voicing concerns of Maltese entrepreneurs during this year’s edition which took place in October, Chamber Vice President Tonio Casapinta said that the ultimate priority for economic success lies in having a labour force which is well equipped OCTOBER / NOVEMBER 2016

with digital as well as Science, Technology, Engineering and Mathematics (STEM) skills.

He said that as countries compete not only with each other, but also in a global economy, whoever hosts the best skills has a comparative advantage on the rest in terms of productivity and innovation.

The EU Skills Agenda rightly addresses many issues dealing with education and training with initiatives that aim to shape the European labour market of the future.

Institutional collaboration and societal engagement are the key to address the challenging issues ahead of us.

Enterprises also have a role to play.

Through quality apprenticeships, our youth can benefit from a smooth transition between school and the world of work. On

the job, experience should become further integrated in the educational process as wide as possible and it is this that the Malta Chamber of Commerce is actively committed to doing.

Europe needs to attract as many high skilled workers from third countries as possible, through facilitation of the entry process.

The revision of the Blue Card Directive is a right approach, yet the flexibility of national schemes should be retained.

Dr John Vassallo, President of the Malta Business Bureau, also addressed the EPE and said that in spite of the European single market, online cross-border sales remain substantially low when taking into account the expectations and the great potential that 07

CC Editorial a single market of 500 million consumers offers.

By their very nature, businesses are always looking to increase their sales capacity. For their own survival they need to grow. Traders’ decision not to sell cross-border – even through digital means – is not motivated by discriminatory practices on consumer’s nationality or residence, but due to well thought business considerations.

While single market fragmentations remain, traders and particularly SMEs experience reduced confidence to engage in cross-border economic activity due to having to comply with various national rules. The Commission’s proposal for an obligation to sell will not have the desired effect of boosting online cross-border sales.

In the meantime, and in view of the current proposal for a regulation, the right for traders not to be obliged to deliver crossborder should be safeguarded, he said.

During the same session, the EPE also discussed a number of other businessrelated issues including trade, the single market, skills and sustainability.

Through their vote, two thirds of entrepreneurs said that Brexit was certainly going to harm their business. Addressing the EPE, a UK entrepreneur openly declared that his UK-based organisation was actively

considering relocating to another European country in order to remain in the EU. The messages and resultant votes of the sessions are expected to be presented

by organisers EUROCHAMBRES to the relevant political interlocutors from all the EU institutions as “the voice of European businesses”. cc

CC COVER STORY

The 12 budget measures which will affect your business Several measures which formed part of the wide-ranging 2017 Budget will exercise influence on commerce and industry in the years to come. Marie-Claire Grima looks at the 12 measures which are most likely to directly impact your business or workplace.

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OCTOBER / NOVEMBER 2016

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01. Incentivising entrepreneurs

Up to €25,000 will be granted in the form of tax credits for sustainable businesses established in the research industry. Recent graduates (graduated in the last three years) who have established a company with a turnover not exceeding €80,000 will be granted the option of exempting the company from audit for the first two years.

Those who choose to have an audit will be allowed a tax deduction of 120 per cent of the audit fees up to a maximum of €700 per annum. Furthermore, entrepreneurs who sell their shares in a company to the public through a listing on the Malta Stock Exchange will be given a fiscal incentive – capital gains will be exempted from tax.

02. Tax credits for pension planners Government is introducing tax credits for employers who set up occupational pension schemes. Income tax on government pensions and private pensions up to €13,000 will be removed in 2017, while savings bonds at a special rate targeted at pensioners will be introduced to investors on the Malta Stock Exchange.

03. Keeping it in the family For next year only, Government will be facilitating the transfer of family businesses from parents to their children by reducing the tax on such a transfer to 1.5 per cent from the current five per cent.

Budget reactions: Prime Minister Joseph Muscat Prime Minister Joseph Muscat’s evaluation of the Budget primarily focused on the positive social impact of the 2017 Budget. Dr Muscat said that the ‘social’ aspect of Budget 2017 hinged on Government’s success in exceeding its deficit targets. “Had those numbers not been met, everything said tonight would have remained in the realm of fantasy. The things we’ve handed the people are affordable and sustainable,” he said.

When asked about the lack of traffic-related measures, Dr Muscat said that expert consensus said that the solution lay in making it less affordable for a person to use their car, an approach that Government was not willing to take. And challenged about the Budget’s failure to make mention of the middle class, Dr Muscat argued that Government had reduced the maximum income tax rate from 32 per cent to 25 per cent during this legislature, and that in 2015, income tax had been reduced on the “so-called middle class”.

“Malta will continue to grow, now we’ve entered a new phase in which our strength is better distributed among all,” Dr Muscat concluded optimistically.

OCTOBER / NOVEMBER 2016

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04. Passport approved The immensely lucrative Malta Individual Investment Programme shall continue to be offered throughout 2017.

05. An increase in salaries

A €1.75 employee wage increase was announced as part of the cost of living adjustment. Although at face value the increase might not look material, it still is a burden for employers especially when the head count is high. Calls have been made for adjustments to the COLA mechanism in terms of the formula used and an updating of the Retail Price Index through a revised Household Budgetary Survey. Furthermore, through improvements to the in-work benefit and the supplementary allowance scheme,

people on low incomes will actually be getting a raise of €4 per week.

06. Solutions for commuters and easing traffic In a bid to reduce the unthinkable amount of traffic that has made commuting a daily nightmare, private companies which organise transport for their workers will get a tax deduction of 150 per cent on their expenses, capped at €35,000. For small companies that team up to provide such transport, the tax deduction cap rises to €50,000 per company. A number of other measures which will help the flow of traffic were also presented; the Hamrun bypass between the Santa Venera tunnels and the slip road to Qormi have been scheduled to be

widened, new junctions will be put in place at High Ridge in St Andrew’s, and at Labour Avenue in Mosta, while new roads have been earmarked for Qajjenza, Safi, Senglea and Valletta.

07. New duties and taxes on various imports Apart from the yearly rise in the cost of cigarettes, several new duties will be imposed in 2017, which will replace the eco-contribution tax on plastic containers and kitchen utensils, batteries, mattresses, detergents, toiletries and oil and fuel filters.

A new duty of 2c per litre will be imposed on non-alcoholic drinks, excluding water, equivalent to about 1c. There will also be a new tax on building materials, including steel structures, glass and tiles – of course such measures will hit both businesses and consumers.

08. Improving connections to Gozo A call for expressions of interest to design, build and operate a Malta-Gozo tunnel will be issued next year, which will make it easier for commuters from Gozo who have to travel to Malta every day to go to work. The call is being described as the first phase of the project, and could even be extended to other areas in the future. A tender will also be issued for the operation of a fast ferry service between Valletta and Mgarr.

09. Strengthening tourism – but what about Air Malta?

Government aims to have two million tourists visit Malta in 2017, which will be a significant milestone for Malta. A fiscal credit on expenses relating to the renovation of hotels and restaurants will be offered, capped at €50,000 for restaurants and €200,000 for hotels. Another scheme will provide fiscal aid to a maximum of €10,000 to restaurants that engage chefs who are experienced in international cuisine for a temporary period.

The issue of Air Malta’s uncertain future was underrepresented – Government stating simply that it understood that the national carrier could not continue operating as a standalone, and needed to team up with a larger organisation to give it an advantage.

Budget reactions: Opposition leader Simon Busuttil Describing it as ‘dry’, ‘visionless’ and ‘cosmetic’, Opposition leader Simon Busuttil minced no words when he accused Government of letting the people down with the 2017 Budget.

He said that the list of items the Budget had failed to address ranged from Government’s reaction to Brexit and what it intended to do “once EU funds dried up”, to public transport solutions and Malta’s manufacturing sector. He also lambasted Government for failing to reduce electricity tariffs, even though it had the leeway to.

Dr Busuttil added that the Budget had failed people who were on the poverty line, and that the €4 weekly increase announced for low-income people was “not enough”. He also criticised the fact that no new economic sectors were mentioned, nor was any mention of the middle class made, and expressed scepticism about Government’s social intentions when it came to the proposed housing initiatives.

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10. Protecting and nurturing the gaming industry The European Gaming Institute of Malta will be set up to ensure that the training being given to the people in this sector is recognised by industry. During 2017, the Gaming Authority will be implementing legal reforms targeting the needs of the gaming industry – players’ protection will be strengthened and further regulated gaming will be introduced; however, care will be taken not to oppress innovation in the sector, which generates more than 10 per cent of Malta’s GDP. SEPTEMBER 2016

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11. Reaching renewable energy targets Aims have been set for Malta to reach the halfway mark of its 2020 renewable energy targets by the end of 2017. A new scheme will be introduced to support investments in large-scale photovoltaic installations of over one megawatt with premium feedin tariffs, while incentives for business operators to carry out energy audits shall be extended. Malta Enterprise will also be developing a scheme to assist high-energy consuming companies with investments in energy-efficient systems and machinery.

However, there were no measures to address the further lowering of energy tariffs for business, which may continue to erode Malta’s competitive position in cost-sensitive sectors.

12. Scrapping trade licenses and cutting through red tape Trade licenses for certain shops and commercial premises are being abolished as of 1 January 2017. The time it takes to set up a new business will be reduced from 30 days to three days, and a register for insolvent enterprises or persons will be introduced.

There will also be changes implemented in shops’ opening hours. cc OCTOBER / NOVEMBER 2016

Budget reactions: Chamber President Anton Borg The President of the Malta Chamber of Commerce, Enterprise and Industry Anton Borg remarked that the 2017 Budget followed on those of previous years in a number of areas, although a decline in capital expenditure, albeit marginal, had once again been noted.

“The Chamber welcomes the announced measures in the support of business competitiveness. At the same time, the Chamber is disappointed to note that yet another year has been lost in implementing specific measures it had itself proposed such as those for energy tariff reduction to the detriment of Malta’s general competitiveness position. It is feared that this fact may support further erosion in Malta’s competitive position in costsensitive sectors relative to other regions and states,” he said.

“All in all, however, this Budget continues to acknowledge the private sector’s important role in the economy. On its part, the Malta Chamber is committed to working towards supporting the growth of business, employment and prosperity in Malta,” Mr Borg asserted.

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CC COVER STORY

Malta’s pharmaceutical industry: a bright present and exciting future Over the years, the Maltese healthcare manufacturing sector, which consists primarily of the production of pharmaceuticals, pharmaceutical ingredients and medical devices, has experienced impressive growth, becoming a key pillar of local industry. Sarah Micallef speaks to the experts about how the sector is doing, and what lies ahead for the flourishing local industry.

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alta’s success within the pharmaceutical sector has not been built overnight, says Prof. Claude A. Farrugia, Chairman of the Pharmaceutical Manufacturers Business Section within the Malta Chamber of Commerce, Enterprise and Industry, and President of the European Industrial Pharmacists Group (EIPG).

“The decisions to invest in the sector go back many years, but even then, one can only build a success story in industry if one possesses the right raw materials, and that is certainly the case for Malta,” Prof. Farrugia maintains, listing Malta’s position – geographically, culturally and socioeconomically – as one such asset.

Added to this are Malta’s linguistic skills, based on an educational system where multilingualism is promoted, but also includes the key language of English; and our graduates, as well as the more established members of the community which have distinguished themselves internationally.

“With these raw materials we have built not only a vibrant pharmaceutical industry, but also another key part in the jigsaw where pharma is concerned – a wellestablished Medicines Authority that has grown in leaps and bounds to be able to be OCTOBER / NOVEMBER 2016

a key part in the jigsaw puzzle of this success story,” he continues, adding that change is constant and work is ongoing. “We are not sitting on our laurels but are continuing to be active, both overall as a country and also within the sector, in developing our skill sets to be prepared for the challenges that are sure to face the industry in coming years, and this is always a key factor that entrepreneurs take into consideration when deciding whether or not to invest in our country.”

Indeed, Dr Dino Mangion, Head of Operations at Medichem Manufacturing (Malta) Ltd and Combino Pharm (Malta) Ltd believes that Malta’s intellectual property landscape is an important contributor to the attractiveness of the island to the generics pharma industry. “Before Malta became a member of the Patent Cooperation Treaty and the European Patent Convention in 2007, very few patents were filed in Malta,” he says, explaining, “since patent protection lasts for about 20-25 years and patents cannot be filed retrospectively, Malta currently enjoys a situation in which patents that are active in many other countries do not exist in Malta. This provides a semi-unique opportunity for pharmaceutical companies based here, allowing them to manufacture

and sell products before competitors located in countries covered by active patents.”

Having said this, he highlights other reasons for its success, including EU membership, a favourable tax regime and the English language fluency of the local workforce as factors that make Malta attractive.

Frederick Schembri, General Manager at Aurobindo Pharma (Malta) Ltd is also in agreement, maintaining that Malta has always been a good base for manufacturing. “Malta’s geographical location makes it an ideal launch platform, bridging two continents. Additional attributes include favourable patent legislation, a qualified and erudite workforce, favourable tax incentives, political stability and a multi-lingual workforce,” he says, echoing Prof. Farrugia’s sentiments.

Asked whether the sector is currently experiencing a phase of growth, Prof.

Farrugia explains that because most of the larger companies present in Malta are part of multinational pharma companies, one has to assess the health of the local industry in terms of the factors that are at play in determining the health of the pharmaceutical industry globally. “It is probably more appropriate to talk of a phase of change and opportunity, rather than just a phase of growth.

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“One can only build a success story in industry if one possesses the right raw materials, and that is certainly the case for Malta.”

Prof. Claude A. Farrugia, Chairman of the Pharmaceutical Manufacturers Business Section, Malta Chamber Over the last couple of years, mergers, acquisitions and portfolio exchanges have characterised the industry, and despite our small size, these can have an impact locally – consider that one of Malta’s largest pharmaceutical companies has been part of the assets exchanged in such international activity twice in only the last one and a half years. There is also more emphasis on the prices of medicinal products and their social impact, and hence how factors such as the protection of intellectual property, the cost of research and development, and the valorisation of the outcomes of therapeutic intervention should be given weighting in determining market price and accessibility; this in turn has an impact on availability and medicines shortages,” he affirms.

“Last, but certainly not least, we are seeing a change from traditional medicines to more biotech-type molecules coming to market, with even the first biosimilar products being approved in Europe and the

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United States,” Prof. Farrugia continues, pointing to the fact that even the technology that the industry is using is changing.

“Therefore, yes, the industry is going through a great phase of change, and it is a great challenge to try to preempt that change, be proactive, and prepare for it, rather than being reactive to it.”

From a manufacturing point of view, Dr Dino Mangion maintains that although we still see new companies coming over to set up manufacturing sites in Malta, “I think we are possibly reaching a plateau, at least vis-àvis the attractiveness provided by our special intellectual property situation.” Adding to this, he continues, “a new regulation which is being discussed at EU level known as the supplementary protection certificate (SPC) export exemption could have a very deleterious effect on Malta’s attractiveness in this regard, as it would drastically reduce the advantage inferred by the patents situation in Malta.”

OCTOBER / NOVEMBER 2016

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“As the cost of operations inevitably increases, the nation needs to make the transition from a manufacturing base to one which gives added value through an R&D focus.”

Dr Dino Mangion, Head of Operations, Medichem Manufacturing (Malta) Ltd and Combino Pharm (Malta) Ltd

Having said that, Dr Mangion still believes that there are other factors that could attract companies to set up in Malta, such as using Malta as a gateway to the EU market.

Meanwhile, Mr Schembri feels that industry is progressing well and investors’ confidence is at an all-time high. “However, industry and social partners, including Government, must establish a common platform to attract higher value-added industries and support higher-scale economic activity,” he says.

I go on to ask about Research and Development (R&D) – is it given enough importance locally? According to Dr Mangion, Malta ranks quite low with regards to R&D expenditure in comparison with other EU member states. “As the cost of operations inevitably increases, the nation needs to make the transition from a manufacturing base to one which gives added value through an R&D focus. At a business level, there are some attractive R&D incentives but these need to be made less bureaucratic and more accessible. Transparency, accountability and compliance are necessary, but regulators need to make efforts to find ways to simplify the procedures for harnessing such incentives,” he advises.

Looking towards the long term, Dr Mangion affirms that R&D needs to be made more attractive and more accessible at tertiary and secondary levels of education.

“R&D-focused operations need a proper supporting infrastructure but also need to have access to a pool of talented individuals. The younger generations need to be stimulated and exposed to an R&D environment within their educationally formative years,” he continues. As for the short term, Dr Mangion considers the recently opened Malta Life Sciences Park to be an important step in attracting research-based operations to Malta. “This will hopefully serve as the backdrop where a number of research-based operations can work side by side, something that has not been possible in Malta so far, and should be OCTOBER / NOVEMBER 2016

the medium that catalyses an industry-based R&D activity in Malta,” he says.

Mr Schembri agrees that innovation and R&D are important economic drivers in advanced economies that underpin many industries that are crucial to economic competitiveness. Yet in his view, the private sector cannot do it alone. “It requires longterm public research for sustainable growth trajectories including fiscal contribution from the private sector,” he maintains, adding that the relationship between the public and private research is complex. “What Malta needs is an effective growth-oriented R&D and innovation policy that builds on longer term committed investments, aimed at strengthening existing and building a number of new ‘zeniths’,” he asserts.

Asked whether there is an issue within

the industry when it comes to the supply of human resources, Dr Mangion replies in the affirmative. “The pharmaceutical industry has expanded very rapidly in the last 10-15 years, and supply has not been able to cope with demand,” he says, adding, “other sectors of the economy that also employ a workforce with a science or technical background have also experienced growth. This is having the expected effect on salaries, which is consequently reducing the competitiveness of the local industry.”

According to Dr Mangion, the issue with human resources is not limited to graduates in science but affects all strata of the company: “for some positions, such as that of production operators, the lack of academic training and development further aggravates the situation.”

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Despite this, Prof. Farrugia points to recent Eurostat figures, which ranked Malta as an EU member state with one of the highest employment rates of recent graduates, along with the employability index recently issued by the ETC, which showed that graduates in the healthcare, science, engineering and IT fields rank very highly. “My impression is that we are probably in an equilibrium situation, where the number of graduates is probably well suited to the demand by the industry, regulatory and research sectors.

However, the global pharma sector is a very dynamic one, and this can easily impact the sector in our country, and hence disturb the equilibrium. It is important to have mechanisms in place so that the industry is in a position to provide timely feedback to the University, which in turn can act expeditiously and proactively to respond to these factors, to fulfil its mission to society of providing graduates in sufficient numbers and with the right skill sets,” he maintains.

Indeed, the pharmaceutical industry in Malta is a diverse one – requiring employees with a vast range of skill sets. “While understandably the Pharmacy degree is important in the pharmaceutical industry, there are other degrees offered by the University in various fields, such as science, engineering, IT, marketing and business management, that the industry has need for in order to put together the diverse pool of individuals that form a successful pharmaceutical industry,” Prof. Farrugia explains, adding that most of these are provided for by the University.

“The University is also proactively looking 22

at degrees for future graduates in fields closely related to biotechnology. Perhaps if there is one degree that the University is lacking it is that of chemical engineering, and it would be a truly welcome development if the Faculties of Science and Engineering could combine their efforts to offer a programme of studies in this area,” he adds.

Prof. Farrugia goes on to state that there is excellent synergy between the University and local businesses, explaining that as part of the approval process for any new programme of studies, the University engages in feedback from stakeholders to ensure that future graduates will find jobs that are matched to their skill set when they graduate. “This interaction occurs both through informal meetings between University departments and companies, but is also, in certain instances, more formalised through the signing of agreements between the University and individual companies, through the presence of members of the business community on both the governance and the academic boards of the University, and also through the signing of Memoranda between the Chamber of Commerce and the University.”

Apart from this, he continues, “academic members of staff of the University of Malta are also well regarded in the pharmaceutical sector, and keep in touch with this important aspect of the economy in order to ensure that the contents of programmes of study are closely attuned so that students are not only taught the theory of their disciplines, but also have the opportunity to learn how those principles are applied in the industrial sector.” cc

“Malta’s geographical location makes it an ideal launch platform, bridging two continents. Additional attributes include favourable patent legislation, a qualified and erudite workforce, favourable tax incentives, political stability and a multi-lingual workforce.”

Frederick Schembri, General Manager, Aurobindo Pharma (Malta) Ltd

OCTOBER / NOVEMBER 2016

CC INTERVIEW

Taking industry to the next level Sarah Micallef sits down with newly appointed Non-Executive Chairman of Malta Enterprise William Wait to discover what it is that makes Malta so attractive for foreign direct investment, and the agency’s strategy for local industry in the years to come.

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reshly appointed Non-Executive Chairman of Malta Enterprise William Wait comes with years of experience within the manufacturing sector – experience which will serve him in his stead at the helm of Government’s agency focusing on attracting inward investment and supporting enterprise in Malta. “Being from the other side of the fence, I know what we would complain about,” he says, “and that is what I am now attempting to tackle and implement.”

Malta Enterprise is focused on attracting foreign direct investment to Malta, but it doesn’t end there, Mr Wait explains. “Once investment is made, it’s very important that we ensure that companies have the platform to operate properly and facilitate their operations here. We act as an intermediary between the private investor and the various entities that the private investor needs to work with – whether they’re Malta Industrial Parks, Enemalta, Water Services Corporation, the VAT Department and various others.”

Speaking of new investments being made in Malta, the chairman reveals that Malta Enterprise has approved 80 foreign direct investment projects over the last few years, but is quick to point out that for various reasons, not all of these will pan out. Projects also vary greatly in size, ranging from one employee to hundreds. “We’re seeing several projects coming from various countries. From Europe, IBG – an automation company based in Hal Far which produces automation for 24

the automotive industry; as well as various projects within the pharmaceutical industry from different countries including Iceland and Israel; projects from China, including the Shanghai Electric investment; and others from the US, like Boston-based currency printer Crane Currency,” says Mr Wait.

“There’s a lot going on, which is interesting, because we are a tiny island but we have some great advantages. Our location helps, as does the fact that we are in the European Union. We also have a good standard of living, a pleasant climate and good education system. There is a lot of coordination between Jobs Plus, Malta Enterprise and educational institutions,” he explains.

“In a country the size of Malta, every little movement in economic terms, both positive and negative, has a direct effect on the economy,” Mr Wait continues, stressing the importance of diversification.

“First, it needs to be diversified in terms of what the economic pillars are: in Malta we have manufacturing, tourism, financial services etcetera; but diversity also refers to the countries from which they come,” he asserts, explaining that traditionally, foreign investment in Malta came primarily from European countries like Germany (Playmobil) and England (De La Rue, Toly Products), whereas today, the idea is to widen and extend the net as much as possible.

Meanwhile, the other pillar Malta Enterprise is tasked with is supporting local

businesses – among them giants like Farsons, Busy Bee, James Caterers and Foster Clarks.

Here too, sizeable investments are being made. “There is the new factory by James Caterers, which is a multi-million euro investment; investments by Busy Bee; and Farsons’ new logistics hub, which is the latest in a stream of investments amounting to circa €135 million over the last 10 years,” he lists, adding on Playmobil’s factory extension, which will see the company that has been based in Malta since the early 70s add some 300 employees to its workforce.

“We currently have about 190,000 people employed in Malta – approximately 30,000 of that are directly employed within the industrial field. About 20,000 are in manufacturing. So, we’re looking at anywhere between 25 and 30 per cent of GDP, which is substantial,” Mr Wait maintains, he himself having been directly involved within the industry for 26 years, working within the Manufacturing Economic Group at the Malta Chamber and serving as a director at Toly Products – one of Malta’s longest established manufacturing companies.

Speaking of industry in Malta, Mr Wait maintains that one should not look at things in isolation, as it is constantly in flux. Next year, Malta Enterprise will be celebrating 50 years of industry, and he draws my attention to a number of companies that have been in operation since then, still employing hundreds of people today. The secret to their success?

OCTOBER / NOVEMBER 2016

CC INTERVIEW

Photos by Inigo Taylor

“In a country the size of Malta, every little movement in economic terms, both positive and negative, has a direct effect on the economy.”

OCTOBER / NOVEMBER 2016

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“Our strategy is not to try and catch all the fish in the sea, but is more focused on what we believe can add value here in Malta.”

Being able to adapt and change with the times. “We have seen a shift from a focus on the textile industry to more highly automated and more value-added lines. In the past, Malta used to attract manufacturing companies because labour is cheap, but it is no longer the case today – and that’s good,” he says, emphasising the importance of training for employees to advance within the sector.

“People used to think that if you didn’t do well at school, you ended up as an operator in a factory. That has finished. Today, within a factory employing 300 people, there will be a maximum of 100 operators. The other 200 would be designers, qualitycontrollers, technicians, logistics experts, scientists (depending on the product you’re manufacturing) marketing people, 26

accountants, and IT people… it’s a totally different world,” he says, joking that Dickensian factories are well and truly a thing of the past. “Today, most manufacturing companies in Malta are highly automated.

We’ve managed to reinvent ourselves, and I believe that automation and education have allowed us to retain about 20,000 people directly employed in manufacturing. But what is important is that out of those, while there are still operators, a sizeable chunk are good quality, value-added jobs.”

Moving on to his priorities at Malta Enterprise, Mr Wait asserts that the main focus is attracting high value-added industries – like Crane Currency and EasyJet. “Our strategy is not to try and catch all the fish in the sea, but is more focused on what we believe can add value here in Malta.” The

second focus is building on what we have, and encouraging clusters. Mr Wait uses currency printing as an example of this: “we currently have the number one company (De La Rue) and the number three company (Crane Currency) in the world. If you have the top companies in a specific industry, others within the industry will start being enticed to open here.”

Another area of focus will be the work being undertaken by Trade Malta – the public-private partnership between Government and the Malta Chamber of Commerce, Enterprise and Industry – of which Malta Enterprise forms part. “Using our combined resources, Trade Malta sets up visits to countries where we never imagined we would set up business. People used to think that by encouraging Maltese OCTOBER / NOVEMBER 2016

CC INTERVIEW manufacturing companies to set up abroad, you are directing them towards closing their Malta plant, but it doesn’t work like that. We have seen that companies that kept a manufacturing base in Malta and opened up in other countries have become more successful in Malta – they can take products that are, for example, not viable to be produced here, and produce them in other countries, making the Malta hub more value-added – where one designs, where one markets,” he explains.

Malta Enterprise also keeps constant communication with players in the industry, providing tailor-made packages and support to individual companies through the Malta Enterprise Act and the Business Promotion Act. Another area of focus is the Government project relating to the ease of doing business, cutting the time it takes to operate and do business in Malta.

Meanwhile, Mr Wait continues to stress the importance of education, listing Malta Enterprise’s work within the field as another primary area of focus. “It’s useless bringing businesses to Malta, and then they don’t find the employees they need – so we work closely with the University, MCAST and other educational institutions,” he explains, adding that where gaps do exist within the workforce requirement, Malta’s attractiveness as a place to live has meant that these are relatively easily filled by foreign workers – of which some 30,000 are currently registered in Malta.

Turning his attention to specific sectors that are currently showing potential for growth, Mr Wait lists the health sector, education, aviation, logistics, life sciences and high value-added manufacturing as the ones to watch. As non-executive chairman of Malta Enterprise and executive chairman of Projects Malta Ltd, (Government’s entity handling larger projects in Malta, including the hospital concession, the Valletta tunnel linking the Grand Harbour with Marsamxett Harbour, the new ITC school and training hotel in Smart City among others), Mr Wait maintains that it is those industries that don’t improve their processes, train their people and invest in their machinery that won’t have a place in this world. “Any business, even within the most highly successful sector, which doesn’t continue to reinvent itself, invest and train its people, is dying,” he asserts.

And while he has only held his current position at Malta Enterprise for a few months, it is clear that Mr Wait brings a wealth of experience with him. “I have been Deputy Chairman here for the last few years, and when I was on the other side of the fence, working within manufacturing and at the Malta Chamber, I had a lot of connection with Malta Enterprise. I started off as a student at Malta Development Corporation in 1987, and was sent on loan to Toly Products OCTOBER / NOVEMBER 2016

after three years – I ended up staying for 23 years. The sector is very close at heart, and I’m blessed to have a very good team with whom to achieve our goals,” he maintains.

“We are now trying to beef up our presence in different markets and we’re looking at different places to send representatives. We are also working with industry to take a few of our people and give them practical experience in industry life. I’ve asked 16 companies to give us an

opportunity, and all of them have responded positively,” he says.

“If you were to ask me what the one key factor of success for a country is, it is always education – but that doesn’t stop at school. It extends to the whole mentality of a country: communication, information and training. Train yourself to be sure of yourself to take the next challenge. That is the key to making Malta even more successful than it already is.” cc

“Any business, even within the most highly successful sector, which doesn’t continue to reinvent itself, invest and train its people, is dying.”

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CC BUSINESS

Secrets of success Martina Said speaks to company leaders from across a spectrum of industries to find out what attracted them to the role and where they see their companies heading in 2017.

Etienne Bonello DuPuis

Alex Montanaro

Danica Fava

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PAGE 32

Deborah Schembri

Mario Ciantar

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OCTOBER / NOVEMBER 2016

PAGE 39

Matthew Formosa

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Anthony Lupi

Clayton Borg

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PAGE 36

PAGE 36

Marco Galea

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CC BUSINESS

Danica Fava Managing Director, Outdoor Living Malta What drew you to the industry and specifically to Outdoor Living Malta?

I’ve been managing Outdoor Living for nearly 10 years. The events industry is no doubt one of the most fun and exciting industries to work in. At Outdoor Living, we specialise in innovative and dynamic team-building events – something that differentiates us from other events companies on the island. This for me is highly important, as I feel that by focusing solely on team-building events, we are able to offer our clients a wider range of team events that perfectly match the specific requirements of our clients.

games and survival challenges.

Our company mainly started to organise fun team-building events for the conference and incentives market. Today, our events are not just about being ‘fun’ but also focus on achieving the desired key business benefits.

We firmly believe that when a team enjoys its work, it becomes a more effective unit as individual relationships grow stronger.

Our goal is to provide our clients with an enjoyable, challenging and useful event that empowers participants and enables them to work together in an exciting, action-packed environment.

How has the company changed and evolved since you’ve been at its helm?

From an employee relations perspective, we now all work on flexi-time. This has been a great success since it helps us all have better control over our work and personal lives.

This does not mean we lead a stress-free life, but we have seen great results in the morale of the team and also in productivity. As for our product portfolio, we now have over 100 different team-building events, starting from 30 minutes to full-day events, from conference energisers to interactive business

What are the main milestones and achievements of Outdoor Living Malta?

Organising the biggest team-building event ever held in Malta for over 1,000 delegates for Bosch Power Tools will always be an event to remember. It was an event for which we built team games to match the selling strategies of our client. It took us over three weeks to set up the games on location and on the day, we had just over 175 coordinators working on the activity. It was also a special event for our client, since it was the biggest team-building event they had ever organised for their staff.

Etienne Bonello DuPuis Director, Creek Developments Plc What drew you to the industry and specifically to Creek Developments Plc? I’ve been involved with Creek Developments since its inception in 2009 and I am a founding director of the company.

How has the company changed and evolved since you’ve been at its helm?

When Creek Developments Plc took over the management and operations of the Msida and Ta’ Xbiex Marina in January 2011,

the marina enjoyed a uniquely sheltered and central location, but needed renovation and investment to compete sustainably in a changing market. Since then, a comprehensive upgrade has taken place, bringing the marina to top international standards. Still justifiably renowned for the protection from wind and swell, the excellent position is now matched by the quality of infrastructure, facilities and service.

Another recent milestone is our partnership with Catalyst Global. In 2015, Outdoor Living became Malta’s exclusive licensees of Catalyst Global – a global team-building network that has members in over 40 countries. We are very proud of our Catalyst membership, and through our partnership we continue to push the benchmark for excellence, developing new, unique team-building games and exercises.

What’s your outlook for the company for 2017?

We will continue sharing our passion of helping teams connect better. We also have some new events in mind, including dinner team events which will give a new perspective to the very popular staff dinners, as firms will be able to see a higher return on investment when organising such events for their staff and clients.

What are the main milestones and achievements of Creek Developments Plc? Creek Developments Plc took over a completely full marina in January 2011. Despite the seeming desirability of high occupancy levels, this presented challenges in itself, in particular the complete replacement of the marina infrastructure in a relatively short time-frame, while minimising disruption for the berth holders. Exploration of the potential for growth led to successful marketing of the Msida and Ta’ Xbiex Marina as a winter berthing destination, an initiative which has since spread to other local marinas and firmly established Malta on the international map for this niche market. Notwithstanding this, a company cannot compete on location alone, hence Creek has been continuously upgrading and improving the facilities offered. A move to new offices with washrooms and clubhouse in 2015 marked a significant further investment, while an online utility credit top-up and monitoring feature was a recent significant improvement for our customers.

What’s your outlook for the company for 2017?

The outlook for 2017 is positive. Operating a policy of continuous improvement since the beginning, the company has weathered the initial challenges to build a solid foundation of experience and expertise, and is ready to take advantage of the opportunities ahead.

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OCTOBER / NOVEMBER 2016

CC BUSINESS

Alex Montanaro Managing Director, Exalco Group What drew you to the industry and specifically to Exalco Group?

I am the founder of Exalco Group and have occupied my current role as Managing Director since 1986. I was drawn to the industry because of my liking for running a business, and seeing it grow and flourish.

How has the company changed and evolved since you’ve been at its helm?

The company changed and evolved over the years in a variety of ways. We started as traders in non-ferrous metals and steel bars, and diversified into other business activities over the years. Nowadays, a very important part of our business is our ownership and operation of five business centres in different parts of Malta.

What are the main milestones and achievements of Exalco Group?

The first is when we evolved into becoming stockholders of non-ferrous metals which we store in LME warehouses abroad for distribution to customers, and subsequently each and every property

investment we have made over the years.

The acquisition of Marina Business Centre in Ta’ Xbiex, which we purchased lock, stock and barrel was particularly important, and so was the site where we are currently finishing the Golden Mile Business Centre in St George’s Bay. All the commercial buildings we have invested in are successful achievements too, because we embarked on each venture carefully after concluding prudent feasibility studies, and ensuring that the appropriate finance was in place to finish the projects from A to Z within predetermined timeframes.

What’s your outlook for the company for 2017?

We plan to continue on our growth path for Exalco Group during 2017. Our new Golden Mile Business Centre in St George’s Bay is a very exciting project. Other projects are planned for the future, as we believe in Malta and its potential to continue to be an attractive destination for investment and business growth. Due to the continuous expansion of Exalco Group, we are

Mario Ciantar Managing Director, White Brothers Ltd What drew you to the industry and specifically to White Brothers Ltd? As White Brothers is a family-owned business, and being the grandson of the eldest descendant of the founder of the company, my grandfather Angelo Ciantar, I was naturally drawn to the company as far back as 20 years ago as General Manager.

It’s been a few years now since I took over as Managing Director.

How has the company changed and evolved since you’ve been at its helm?

The company started out as Angelo Ciantar

OCTOBER / NOVEMBER 2016

and Sons in the late 1930s, with the first truck – an American built ‘White Model 704’ bought in the 1940s and earning my grandfather the nickname ‘Tal-White’. In time, the company name was changed to White Brothers Ltd as it is known today.

With its livery of yellow trucks and blue trimmings, the company hasn’t looked back since, by constantly broadening its area of operations and increasing its varied equipment inventory to enable it to meet the changing and challenging market demands in our sector along the years.

White Brothers is the owner of a large fleet of varied vehicles and equipment catering for most of its customer needs, which have become extremely challenging. Nowadays, apart from its core activities related to customs clearance and handling, and delivery of all types of cargo, White Brothers has become the automatic choice for the handling, carriage and lifting of huge and awkward cargoes generated by the heavy lift industry. Through its subsidiary, White Freight Services Ltd, the company also acts as a freight forwarder, providing ocean and air freight solutions to meet the specific requirements of our clients.

contemplating listing on the Malta Stock Exchange in the not-too-distant future. We are excited about this prospect as it will open up new horizons and possibilities for further successful business ventures.

What are the milestones and achievements of White Brothers Ltd? The company has participated in major projects in collaboration with foreign conglomerates throughout the years. These include the Madonna Taz-Zejt oil exploration project, where White Brothers was contracted as the sole provider of all transport requirements, and in 2009 was appointed as the main local subcontractor by foreign principles for Enemalta’s 144 megawatt power station extension at Delimara. Throughout the project, the company expedited some 1,000 shipments extending from containerised goods and air freight consignments to heavy duty break bulk deliveries.

What’s your outlook for the company for 2017?

We’re currently working on the development of new premises to improve and expand our warehousing facilities. Whilst we are always on the lookout to participate and collaborate on major projects, we are also constantly striving to provide more professional services to our clientele. Customers trust us with the handling of their precious cargo and in this respect we give our utmost care and attention during handling and delivering. White Brothers firmly believes in the continual investment of its major assets, the personnel and fleet, and provides training to its staff to develop and enhance their expertise in the industry.

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CC BUSINESS

Matthew Formosa Director, JF Group What drew you to the industry and specifically to JF Group?

JF Group is a family-run business created by my father – what started off as a company providing security services has now evolved into a group of companies providing various personnel to different industries around the island. Having been involved in the management of the organisation for a while, I can safely say that at 33, all of my work experience has been occupied with developing and growing JF. My studies were in financial services and I commenced my early working years as an accountant, but I quickly realised that I needed something more dynamic. I agreed to give management a go and got my first lesson when I was asked to assist our Operations Manager in security operations – a true baptism of fire which provided me with the necessary and relevant experience to carry out my job effectively today.

How has the company changed and evolved since you’ve been at its helm?

My main task concerns developing new business for the Group, identifying changing

market trends and analysing solutions on how to tackle the varying demands of our clients. In addition, we focus a lot of energy on ensuring that our clients are accommodated as best we can while maintaining and supporting our staff at the same time. The Group continues to evolve while adapting its services to offer more quality and professionalism. Working in tandem with experience, dedication and ambition, we have managed to transform JF from a provider of security services to cleaning services and a provider of personnel to support back office operations, the construction industry, hospitality, technical as well as healthcare.

What are the main milestones and achievements of JF Group?

The main milestone in the last five years has been that of bringing the success of our cleaning services division at par with our security services division, besides becoming a major player within the staffing industry on the island. Together with my father, the founder, we manage a talented and dedicated group of individuals who in their own right and merit continue to contribute towards the growth of this Group. We have recently been ISO certified for all companies within the Group and have also undergone a complete rebranding of JF, identifying our strengths,

improving our weak points and concentrating our efforts in a more effective way.

What’s your outlook for the company for 2017?

Our outlook for 2017 is to improve our market share with regards to the provision of personnel in all the industries we tackle.

A number of interesting projects are being earmarked within healthcare and we are finalising strategic partnerships whereby we would be able to offer our current and potential clients a total service for all requirements.

Anthony Lupi Managing Director, Focus Software Solutions Ltd What drew you to the industry and specifically to Focus Software Solutions?

I set up the company around nine years ago. I have always worked in the software industry and I have a passion for it. I had worked at several software companies over the years, gaining good experience each time and in 2005 I took the decision to branch out on my own, initially as a freelancer, but as the volume of work exceeded my capacity, I decided that I needed to employ people and thus created Focus Software Solutions Ltd. The company has since grown organically over the years.

How has the company changed and evolved since you’ve been at its helm?

The IT industry changes very fast, as do the demands and markets of our clients. We initially specialised in developing bespoke software because each project was a new challenge. Over the years, we have also developed a number of suites of software applications which are suitable for the general market, so we now offer such software products to a wider market. We still do customisations and our products are built from the ground up to be customisable, so every new installation is still a challenge, which we enjoy.

What are the main milestones and achievements of Focus Software Solutions?

Today, we are leaders in providing software to the real estate industry. Focus Realty – which addresses the needs of estate agencies – is one of the products that we sell and support. We have an extremely wide experience of the industry, having worked with both large and small estate agencies, but we understand their industry well and know what hurts them, so we are in a position to provide solutions for them.

Our newest product is Focus 360. This is an Enterprise Management System which covers inventory, retail, wholesale and distribution, financials and more. It’s our new baby and is doing extremely well. We have a number of new clients, each of whom are very satisfied with our products and with how they have improved their efficiency and bottom line.

What’s your outlook for the company for 2017?

We will continue to build on the successes of this year and seek new and innovative ways to apply advances in technology for the benefit of all our clients.

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OCTOBER / NOVEMBER 2016

CC BUSINESS

Deborah Schembri Managing Director, STM Malta What drew you to the industry and specifically to STM Malta Trust and Company Management Ltd (STM Malta)?

I’ve been Managing Director of STM Malta since January 2014. Over the past few years, Malta has established itself as a centre for the management and administration of personal pension schemes. While it has primarily been catering for the UK market, other European cross-border schemes are currently being established and rapid growth in Malta’s pensions market is expected. The creation of international pension plans in Malta became a possibility fairly recently, as pension provision was traditionally considered from a purely

domestic perspective.

STM Malta primarily provides pensions administration services and trusteeship to international clients. STM Malta forms part of STM Group plc – a multi-jurisdictional financial services Group listed on the Alternative Investment Market of the London Stock Exchange. Both the industry and STM Group attracted me to take on this new challenge.

How has the company changed and evolved since you’ve been at its helm?

Over the past years, the company registered exceptional growth and performance results, so the challenge is to manage a fast growing organisation. STM Malta achieves operational excellence by focusing on four quadrants: policies and processes; systems and tools; organisation and people; and data and insights.

What are the main milestones and achievements of STM Malta?

Having long-term vision is key to good leadership, and necessary for any successful business. With long-term visions come long-term projects – and the longer-term the project, the harder it is to manage your team’s

progress towards completing it. Complications are what make executing your long-term vision the sign of success; it’s definitely not easy to do.

STM Malta has now developed to be the main international pensions provider in Malta, leading to STM Group being an international pensions provider globally. STM Malta has been instrumental in shaping the pensions industry in Malta, together with the contribution of our staff and support of external stakeholders.

The company is based on a knowledge-based culture leading to innovation.

We have won a number of prestigious awards and have been shortlisted for the IFC Awards 2017. I take the opportunity to invite all readers to consider voting for STM Malta by accessing the following web link: https:// www.citywealthmag.com/events/internationalfinancial-centre-awards-2017#voting.

What’s your outlook for the company for 2017?

The fundamental basis of above average profitability in the long run is sustainable competitive advantage, and STM Malta aims to continue growing by sustaining its competitive advantage. We have just moved to larger offices and, by next year, we will be employing 60 people.

STM Malta Trust and Company Management Limited is registered as a Retirement Scheme Administrator with the Malta Financial Services Authority. It is also authorised to act as trustee or co-trustee to provide fiduciary services in terms of the Trusts and Trustees Act.

Clayton Borg Co-founder and CEO, Mattress Collection What drew you to the industry and specifically to Mattress Collection?

Due to my in-depth knowledge of the mattress industry, I’ve occupied a lead role in the company since its inception. I’ve always had a profound attraction to the sleep sector, particularly the science behind a good night’s sleep. Mattress Collection was really a natural series of events, driven by the lack of affordable, high-quality sleep systems locally.

How has the company changed and evolved since you’ve been at its helm?

We have gone from a boot-strapped start-up to one of the leading mattress companies on the island, acquiring a hefty market share. We are driven primarily by the wonderful feedback from customers but most importantly, I feel we have contributed greatly to people’s understanding of the importance of a good night’s sleep.

What are the main milestones and achievements of Mattress Collection?

Year on year growth is rewarding – to us, it means we’re doing something right and we can accelerate our plans for the future.

Being involved in the invention, creation and OCTOBER / NOVEMBER 2016

bringing to market of innovative, never-seenbefore mattresses is by far our greatest achievement and we are looking forward to releasing them to the public in the near future.

What’s your outlook for the company for 2017?

2017 should be an exciting year for us: we are expanding into the European household

market, through localised shops and especially online. We also recently launched our patented hotel guest mattresses, and after receiving incredible feedback from hoteliers and their guests, we are certainly aiming to expand our guest collection Europewide as well. It’s a lot of hard work, we’re entering unknown territories but we are truly excited and can’t wait to share these amazing mattresses with the rest of the world.

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CC BUSINESS

Marco Galea Managing Director, Oxford House Ltd What drew you to the industry and specifically to Oxford House?

I have occupied the post of Managing Director of the company for the past seven years. Oxford House is a multi-generational family business that has become a household name synonymous with quality domestic appliances and furniture for homes and offices. I was born into this family business and was exposed to its many facets from a very early age.

How has the company changed and evolved since you’ve been at its helm?

My biggest achievement has been to continue to diversify the company and make it more competitive in today’s market realities. Before, we were more involved in the manufacturing of tubular steel furniture, but this changed when trends changed and it became much more sensible to focus on importation, distribution and support. We have strengthened our long-term business relationships with established principals like Bosch, and built new ones with other top quality brands such as Nobilia kitchens and

Weimann bedrooms. In office furniture, we’ve had huge success with the international brand Steelcase. We deal exclusively with international flagship brands that are considered to be leaders in their field so we can focus on providing the most reliable after-sales support that the Oxford House name has forever been synonymous with.

What are the main milestones and achievements of Oxford House?

We have celebrated several exciting milestones and achievements that have been brought about by the collective efforts of the entire team of dedicated staff.

Among these are acquisitions of new brand distribution agreements such as Nobilia and Steelcase. Earlier this year, we opened the new Dorelanbed concept store. This is our first franchise showroom that provides our customers with a whole bedding concept of 100 per cent Made in Italy products that range from beds, pillows and mattresses to bed linen. Meanwhile, we have continued to lay the groundwork for further growth and expansion for the future.

What’s your outlook for the company for 2017?

We have a development programme for the next five years, which includes new recruitment and continued staff training to ensure our human resource is the best it can be. As a company, we firmly believe in the highest level of service that we offer and meeting the needs of our customers will always be at the forefront of our work ethic. cc

CC CASE STUDY

The retail resurgence Following a lull in the market around the global recession, retail property is now very much back in demand. Here, RE/MAX CEO Kevin Buttigieg explains to Jo Caruana why it’s so important to get tailored, expert real estate advice ahead of embarking on any commercial project.

T

he 2008 recession put retail in danger.

Everywhere we looked across Europe, shops were closing at unstoppable rates, and shoppers instead turned to the internet to buy their goods. In fact, many wondered if retail was dead.

But, fast forward a few years and things are back on track in the retail sphere – and actually better than ever. Now demand often outweighs

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supply, as would-be investors eagerly strive to present a strong retail concept, in a location that will make it a success.

“Whatever you do, do your research,” says RE/MAX CEO Kevin Buttigieg. “Start by searching online as that will help guide you on what’s out there. Then, set a meeting with one of our commercial team, as it’s so important to get the groundwork right when embarking on

a venture of this sort. Begin with a location feasibility study, check the proliferation of business units in the area, look into the population density, and undertake a competitor analysis.”

Currently, the most popular commercial and retail areas remain Sliema, The Point, Valletta, Bay Street, Paola and Hamrun, although the latter is dying off a bit.

OCTOBER / NOVEMBER 2016

CC CASE STUDY

“There are many exciting commercial opportunities out there.”

trends show that people are willing to travel if the quality is good enough – and that means that shops can effectively be run in most parts of the island.

“While your setting is obviously important, the quality of the products is more important, so it’s vital to open your horizons when it comes to picking a space for your retail investment. The only way you’re going to get exactly what you want is if you’re willing to pay a high price for it, but there’s no need to feel limited. The first step is to explain to our agents what you’re looking for so that they can find you a solution that’s in budget. There are many opportunities out there,” he says.

There’s also been a massive surge in requests for restaurant space. “Interest is coming from both local and international clients, and for a number of different project styles,” he says. “One of the key successes here is outdoor seating, as investors want to make the most of our 10 months of sunshine. Of course, the St Julian’s and Sliema areas are probably the most popular but it doesn’t stop there; we’ve had requests in the central, northern and southern areas, and hotels are even choosing to rent their restaurant outlets to outsiders because there is so much demand.”

Either way, whether you’re looking for a shop, restaurant or another type of commercial interest, RE/MAX agents are highly-trained to understand the unique requirements of each request. Many know particular areas inside out, and can use

competitive analysis techniques to assess where your business idea would be best suited.

“For instance, if a client is interested in opening a pastizzi shop in Hamrun, then it’s important for them to know that there are already six operating in the area, which may or may not put them off,” Mr Buttigieg says.

“With their unique understanding of what’s out there, our agents can even advise on complementary situations that may boost your business, such as opening a café next to popular fashion stores so one can feed into the other, or launching a car-spraying service near a panel beater, as, again, business sharing can take place. Our agents are there to take on a consultancy role and to think outside the box to help you make this first, crucial step towards commercial success.”

In fact, RE/MAX is so dedicated to encouraging those looking for viable commercial opportunities, that is has created a dedicated web space within its website. There you can search by property type or category – such as for a catering outlet or a shop, as well as by location and budget. This really helps to narrow things down.

“A good online research exercise should be your first step when you’re considering an investment in a commercial premises, followed closely by a meeting with one of our commercial real estate professionals. As every business is unique, it’s so important to take a bespoke approach,” Mr Buttigieg concludes. cc

When it comes to shops specifically, The Point is the most in-demand location, closely followed by Sliema and Valletta. “There are a number of top international brands currently interested in setting up in Malta, and I believe our market has plenty of room for them. Yes, online shopping has put a lot of pressure on this sector in the past but I think people still enjoy the experience of shopping, so that is driving this boost in the retail sector once again.”

Mr Buttigieg explains that Malta’s retail approach is decentralised. So, while there are pockets that have become the most popular, OCTOBER / NOVEMBER 2016

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CC in figures

IN Figures

Shipping registration

1

this year, Malta continued to consolidate its position as the leading ship register in Europe

6

66.2

6.7

the registered gross tonnage at the end of December 2015

the average age of merchant ships registered under the Merchant Shipping Act during 2015

Million

900

Malta is also the sixth largest ship register in the world

more than this number of ships were registered in Malta last year

8.3

501

Million

the gross tonnage registered in Malta’s shipping register in 2015

the number of super yachts flying the Maltese flag worldwide

YEARS

12

YEARS the average age of the entire Maltese registered merchant fleet

10.8%

as of February 2015, the increase in registration of super yachts over 24m in length under the Maltese flag over the previous year

the growth rate in tonnage over the previous year

the increase in terms of tonnage that Malta has experienced over end 2011, by end 2015

the number of yachts Malta will be able to berth upon completion of the new yacht marina in Sa Maison

Source: Malta International Airport OCTOBER / NOVEMBER 2016

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Source: Gozo In Figures, National Statistics Office, Malta

14.3% 45% 2,200

CC CASE STUDY

Local solutions, global outlook BMIT began as one of the first Malta-based data centres, filling the demand produced by the fledgling gaming industry that was still starting to put down roots on the island. Now Malta’s leading provider of hosting, colocation, cloud and managed IT services, CEO Christian Sammut speaks to Marie-Claire Grima about providing IT solutions to an increasingly diverse range of clients.

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he first legislative framework covering the as-yet nascent sector of online gaming was drafted in Malta while the island was edging ever closer to joining the European Union.

Malta had already positioned itself as one of the first EU member states which would have a comprehensive legal online gaming framework in place. The demand for services which this new and highly regulated environment generated grew as a large number of operators looked at Malta and saw a viable country where they could set up shop. BMIT, established in 2003 by a small team of people who saw an opportunity in the data centre market, saw a surging demand generated by this brand new industry.

As the years went by, BMIT became the leading provider of data centre services in Malta, servicing mostly the needs of the constantly-growing online gaming sector.

Its main competitors back then consisted of the major telecom companies, as well as a handful of smaller ISPs. In 2009, GO, one of the big three telecom companies in Malta, decided to invest further in the data centre business in order to gear its company towards future growth. It acquired 60 per cent of BMIT, buying the remaining stake in the company two years later. Christian Sammut, who was GO’s chief officer for strategy and business development, took over as CEO at BMIT, and embarked upon the strategy for BMIT’s second phase of life.

“One of the first tasks I undertook was to build my team which would help transform BMIT from a colocation provider that was geared solely towards the needs of the gaming industry, to a datacentre, colocation, cloud and managed IT services provider which could offer services not just to gaming but to a wide range of sectors, including finance, tourism, transport and printing.

BMIT already enjoyed a large share of the market; it was the only data centre operating from two centres, which were in Qormi and Handaq. However, we continued to invest in people and systems to make sure that we could provide a complete portfolio of services at levels that people in these various industries were accustomed to.”

Early in 2012, BMIT launched its new cloud platform, providing boutique cloud services to customers who required their data to be kept locally. At the time it was still early days for cloud computing – a handful

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“We believed there was a role for a local operator whom businesses based in Malta knew and could rely on. If they had a particular issue, we could sit down with them, design a solution and hammer it out together.”

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Photos by Inigo Taylo

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of large international providers had been offering these services for some time, but general awareness as well as the adoption of outsourcing data services were still far away from reaching the mainstream. “We saw an opportunity to become the first locally-based cloud service provider. We believed there was a role for a local operator whom businesses based in Malta knew and could rely on. If they had a particular issue, we could sit down with them, design a solution and hammer it out together,” Christian says.

BMIT decided to pursue two parallel streams in their new strategy. First, to meet the demands of their loyal gaming customers who relied exclusively on their services for all their operations, BMIT, through GO as its mother company, invested in their own international network, with two points of presence in Milan and Frankfurt, peering with some of the world’s largest carriers in terms of capacity, quality of service and connectivity. “Many of our customers aren’t the type of companies that simply use the internet for email and research. Their entire business relies on our availability 24/7, and there’s a great deal of pressure to deliver and meet expectations,” says Christian. “To add to that, there’s always been this stigma about Malta as a small island – that despite its infrastructure, it compares unfavourably to service providers in mainland Europe. With the new network, we have brought BMIT’s performance up to the level and even beyond that of its continental peers.”

Second, BMIT also sought out opportunities where they could extend their services in territories similar to Malta.

“Cyprus is very culturally similar to Malta,” Christian says. “With our sister company CableNet, for example, we have worked to offer a locally-based cloud platform in Cyprus. We have made use of our resources to provide cloud services to those who might require a local service provider within their own country, either because of their own preferences related to privacy and customer services, or because they need their data to be kept offline within their own jurisdiction.”

The evolution of the company and its clientele, whose numbers are in the hundreds, has allowed BMIT to pursue a line in managed IT services. This year, the GO Group bought a majority share in Kinetix, a Maltese company that is Microsoft’s premier cloud partner on the island. “Companies want to have different levels of involvement in the IT aspect of their operations, and will frequently outsource to companies like Kinetix. Some may have their own IT complement and want us to help solely with mundane housekeeping tasks, while others will want us to handle the entire IT aspect of their operation,” says Christian.

“Through the acquisition of Kinetix, we are now able to offer our clients everything they need each step of the way, from the

data centre to the desktop. Our expertise in the data centre and cloud services sector, Kinetix’s cloud integration and IT management capabilities and GO’s presence and connectivity in the vast majority of companies in Malta, from SMEs to large companies, allow us to provide the full suite of IT services and solutions that they may require. Whether they want to outsource all their IT functions to us or simply rely on us for business continuity solutions, we can help.”

When your competitors in cloud computing are international giants, staying abreast or ahead of your competition takes a lot of investment, and BMIT’s strategy has always involved remaining at the cuttingedge of technology. Over the past year and a half, the company carried out a number of major investments, spending more than €5 million on its international network, as well as on its new datacentre in SmartCity Malta, which was designed to international standards and equipped for future growth.

Looking ahead, Christian says BMIT will continue to work on extending its reach in the market, investing further in IT and embarking on the next transformation wave by continuing to position itself not just as a colocation, cloud and managed services provider but as an overall provider of IT solutions for those businesses that need it; from start-ups, to local enterprises, be they small or large, and to the now-sprawling online gaming companies that were the company’s very first clients. cc

“Many of our customers aren’t the type of companies that simply use the internet for email and research. Their entire business relies on our availability 24/7, and there’s a great deal of pressure to deliver and meet expectations.”

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“Doctoral work and research is not just about the equipment and physical resources, but also about supporting the main asset involved in research, which is people.”

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The changing face of higher education With an almost 30-year career under his belt as a lecturer at the University of Malta, chemistry professor Alfred Vella has seen the institution grow and change with the times. As the new Rector of the University, he chats with Martina Said about his priorities for the coming years, upcoming and future projects, as well as forming alliances with new kids on the block.

Photos by Alan Carville

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he way to grow and nurture a university is to evolve it, not revolutionise it,” says Prof.

Alfred Vella, who took the reins from Prof.

Juanito Camilleri as the 81st Rector of the University of Malta on 1 July this year. “You have to work slowly and assiduously at convincing – that is the main power that one has as Rector.”

Having occupied the role of Pro-Rector for 10 years, Prof. Vella has witnessed the growth of Malta’s highest education institution more closely than most. However, he says that the changes that a university undergoes are gradual and progressive, as every new rector seeks to push the University of Malta further than their predecessor.

One such area that Prof. Vella is seeking to place more emphasis on, in fact, is the doctorate level of education, with a focus on research. “The doctoral degree is obtained on the basis of research, but I am of the belief that even doctoral students may need some class-taking, especially in the area of soft and transferrable skills, namely how to prepare a presentation, deliver a talk, work in a team and even manage a business. I would like our doctoral students to be as selfsufficient as possible.”

On the basis of this, Prof. Vella will imminently be announcing the establishment of a virtual doctoral school with more robust structures in place, beyond the ones the University already has. “We’re not starting from zero – the intention is that the doctoral community is also properly served,” he asserts. “Teaching and learning are important, but a university needs to do more than just teach. Unfortunately, research cannot be done on the cheap. We also need to ensure that funds are made available to spend on the research effort, including that which goes towards supporting the researchers.”

In fact, Malta’s situation in this regard is somewhat peculiar. Prof. Vella highlights that undergraduate students are supported with stipends to obtain a Bachelor degree, and so are students reading for certain

(professional) Masters qualifications, but funding is lacking or not sufficient when it comes to the third level of higher education.

“The provision of stipends has ensured that a lot more students attend tertiary education rather than start working earlier.

But at doctoral level – which is when students start becoming producers of information and knowledge, therefore giving back to the university and to society at large – we don’t have provision of financial support,” he asserts. “That point also coincides with the time in men and women’s lives when they might consider starting a family and need money in their pockets. Doctoral work and research is not just about the equipment and physical resources, important as those are, but also about supporting the main asset involved in research, which is people.”

The availability of EU funds has fostered considerable progress in this regard, encouraging students to pursue doctorate degrees. However, Prof. Vella sees one snag in the set-up. “The funds provided by Government may be utilised by the recipients to pursue their studies wherever they want, so they don’t have to stay at the University of Malta, with the net result being that the research effort of foreign universities can shine brighter on the basis of Maltese money,” he states. “This is ironic, when we can really be spending almost all of that money locally.

But of course, that is not for me to change, although I have tried from the inception of the system several years ago. When it started, practically nobody thought of the University of Malta as the place to do their doctorate.”

Prof. Vella will also be prioritising English and eventually Maltese language proficiency among students at first degree level, a tool which he deems too valuable and precious an asset for the country to lose quality in.

“Approximately one in three students comes to the University with a level of English that they would have obtained at schoolleaving age, or Form five, and so may require assistance to improve this which will help them do better in their area of study as well,” he says.

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“It is not up to the University to provide people who can deal with a very specific skill set dedicated to some particular industry because that industry is about to open.”

“Helping students improve their English proficiency is not a punishment, it is help that will cost considerable money to provide, but I think it will be money well spent, and in the interest of students. And this university is and should be about the interest of students first and foremost.”

Moving on to the University’s growth plans, specifically the University Residence and Community Complex which is scheduled to be completed by 2018, Prof. Vella asserts that its timely completion will coincide with the end of the lease of the Malta University Residence in Lija. “Besides the need for it, accommodation on campus will also simplify life for students – foreign, Maltese and Gozitan alike. It will be a novelty for this University, and we hope to see a number of facilities within the development that make campus more liveable, such as day care centres and even a supermarket.

These conveniences will make it easier for students and employees to get errands done after lecture hours,” he states. “At present, students are here only for class, lab or library. This will also give them added opportunity for leisure on campus.”

An issue frequently raised by certain industries hailing from different sectors, particularly non-traditional sectors which established themselves on the islands in recent years, is the existence of a skills gap between what new graduates are able to offer and what employers actually need.

Prof. Vella asserts that the main role of the university is to produce a person who is empowered with a flexible skill set that makes him employable but liberates him or her from any particular work environment.

Simultaneously, he sustains that numerous courses offered by the University of Malta prepare students well, including by providing substantial dedicated practical placements for the real world of the professional vocations, including medicine, nursing, physiotherapy, teaching, social work, psychology and accounting.

“Often, this issue is raised with specific industries in mind, such as the manufacturing and services industries, which of course are very important, and for which we should try make the teaching and learning here as useful as possible to the workplace. But it is not up to the university to provide people who can deal with a very specific skill set dedicated to some particular industry because that industry is about to open,” says Prof. Vella. “That is a vocational 50

mission and we have the good and essential services of the vocational colleges to do that.”

However, Prof. Vella adds, the Programme Validation Committee (PVC) created in 2007 – made up of a body of academics, administrators and students tasked by the Senate of the University to look at all programmes and ensure they are of quality and providing timely information – was designed specifically to address this issue.

“Individuals working on the development of academic courses are under obligation

to show that they have consulted with stakeholders, including industrial partners, in the process. Practitioners, who are often brought on board to teach as visiting lecturers, bring their knowledge and experience of industry to the students, and frequently serve as contact points for placements or future employment. There is a network at play which needs to be consolidated – we are aware of the need for industry to find what it needs and this is an area that we will continue to work on and develop.”

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The establishment of the American University of Malta, which will be located at Dock 1 in Cospicua, will be the first real competitor of the University in Malta, with potentially more education institutions in the pipeline in accordance with the Government’s interest to turn the Maltese islands into an education hub. But this doesn’t worry Prof. Vella.

“If the entities that sprout around us manage to attract a few of the millions of international students in search of a university in another country, it would be great. Malta has a tremendous advantage over practically all of the universities in our region and beyond, because not many are OCTOBER / NOVEMBER 2016

“Brain drain is a prospect and a possibility, and universities in the real world have to contend with that.”

English speaking and English teaching. We are, wholly, with all programmes taught in English with the exception of language programmes.

Provided that new entities prove themselves, I see prospects, including eventually even offering joint programmes and the possibility of buying and maintaining library resources collectively with these institutions, because a library is extremely expensive to support. It’s nice not to be alone.”

On the other hand, the migration of

students from the University of Malta to other local universities will be daunting, but a reality. “Brain drain is a prospect and a possibility, and universities in the real world have to contend with that. We too have to contend with that, even now. We’ve managed to seduce people from European universities to leave their place of work and come here to teach. If we lose some traffic in the opposite direction, we won’t like it but I’m sure we can survive it.” cc 53

CC make the headlines

Virtu invests €75 million in cutting-edge technology high speed wavepiercer catamaran Virtu Ferries has signed a newbuild contract with Incat Tasmania Pty Ltd to build a High Speed Wavepiercer Passenger/Vehicle Catamaran for their Malta-Sicily route. Delivery is scheduled for the fourth quarter of 2018.

At 1,000 tons deadweight, the vessel will be the largest RoPax Catamaran ever built for operation in the Mediterranean, and the second largest in the world. The vessel will have a capacity of 900 passengers in four luxury lounges on two passenger decks, as well as additional outside seating. The full span of the garage deck is designed to carry 23 heavy commercial trailers, equivalent to 490 truck lane metres or 167 cars. At a cruising speed of 38 knots, the Malta to Sicily crossing will, as with the Jean De La Valette, take approximately 90 minutes. Incat Tasmania are the world leaders in building large environmentallyfriendly high speed ferries, with an emphasis on eco operations and fuel efficiency. Incat vessels, both commercial and military, are to be found in all four corners of the world.

Using state-of-the-art Computational Fluid Dynamics (CFD) and hydrodynamic free-running model test techniques, the

OCTOBER / NOVEMBER 2016

well proven Incat wave piercing catamaran hull form has been further developed for this exposed route. The hydrodynamic tests were undertaken by Seaspeed Marine Consulting Ltd at the Haslar Ocean Basin and Ship Tanks in Gosport, UK – facilities normally associated with UK Ministry of Defence projects.

The already well-proven Incat wave piercing catamaran hull design has been further developed to minimise fuel consumption, increase passenger comfort and sea-keeping performance at the desired contract speed in simulated sea conditions prevailing in the Malta Channel. This is in line with established Green Policies being recommended by the international maritime industry.

Virtu Ferries has been operating high speed ferries for 28 years and apart from the Malta-Sicily route, operates ferries between Venice and Adriatic Ports in Croatia and Slovenia, as well as between Tarifa, Spain and Tangiers, Morocco.

The new vessel will be deployed on Virtu’s core route between Malta and Sicily alongside the Jean De La Valette. The current schedule of daily return voyages between the two neighbouring EU islands will be further increased to better connect Malta to mainland Europe. Virtu is also looking into further market driven route expansion; a second vessel will also increase flexibility and reliability. The company is undertaking a number of initiatives to increase incoming tourism and better serve the Maltese and Italian business communities.

The new ferry will be built under DNV-GL Classification Society Rules and will comply with IMO High Speed Craft HSC 2000, the Malta Flag Statutory Regulations and Italian Port State requirements. As with all other Virtu vessels, the new ferry will fly the Malta flag. cc www.virtuferries.com

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CC make the headlines

Changing the rules of engagement: An agent’s platform Sara Grech Ltd has a heritage of 60 years within the local real estate industry, and today the company, being managed by the third generation, understands the necessity of moving forward from what was implemented in the past to innovate ways of seamless progression as time becomes ever more precious in our busy lives.

The professionalism of an estate agency is the hands of its agents, and with growing expectations from an ever-more demanding environment, talented and focused agents seek stability and consistency. Two words which for a beginner are hard to form, working only on a commission basis. Working as an agent with income stability has never been possible – until today. All new agents recruited to represent E&V Sara Grech shall have the stability of a fixed income and the motives of performance-oriented bonuses,

BOV showcases Mary de Piro’s lifeworks in its 24th Retrospective Art Exhibition The BOV Retrospective Art Exhibition this year traces the artistic evolution of Maltese contemporary artist Mary De Piro.

Born in 1946, Mary de Piro is an internationally renowned artist who has been exhibiting since 1969. In her paintings, de

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giving the new recruit the time to focus.

By changing the rules of engagement of an agent from a commission-based role to a salary-based role including bonuses and an allowance rewarded by performance, we hope that those individuals who are seeking a more exciting sales role will finally take the

Piro addresses a broad spectrum of subjects, ranging from landscapes, seascapes, portraits, sacred art and ballet. She is equally versatile in her use of media, which includes acrylic, pastel and watercolours.

Curated by Dr Theresa Vella, the exhibition features 55 works of art that showcase the artist’s rendering of landscapes, portraits and sacred art. The exhibition is being organised in the foyer of the BOV Centre in Santa Venera, which has been transformed into a veritable art gallery highlighting the artist’s evolution from her very early works, including the large format Din l-Art Ħelwa (1966) to her latest commissions, many of which have been loaned purposely from private collections.

This year’s exhibition is the 24th in the series of BOV Retrospective Art Exhibitions.

The artists are invited to participate by a dedicated committee appointed by the bank in a bid to broaden the public’s appreciation of talented contemporary artists. The vision today remains true to the original goal when the committee was set up 17 years ago, which is that of honouring artists who would have contributed profoundly to Maltese art and culture. These exhibitions showcase the works of the best creative artists our islands have to offer. They are supplemented by an illustrated catalogue that gives the artists’ biography and insight into their artistic

leap into an exhilarating and fun industry. As a company, we aim to deliver our core values of training, competence and professionalism to an industry which plays an integral part in our economy. Ever innovating, ever setting new standards, E&V Sara Grech, Easy to Remember – Hard to Forget. cc

evolution, as well as a detailed description of every exhibit.

Bank of Valletta’s Retrospective Art Exhibition is an integral part of the bank’s Community Programme, through which it fulfils one of its objectives – that of promoting local artistic talent.

The 24th BOV Retrospective Art Exhibition is open for viewing by the public until 1 December 2016. cc Bank of Valletta p.l.c. is a public limited company licensed to carry out the business of banking and investment services in terms of the Banking Act (Cap. 371 of the Laws of Malta) and the Investment Services Act (Cap. 370 of the Laws of Malta).

Registered Office: 58, Triq San Zakkarija, Il-Belt Valletta VLT 1130-Malta Registration Number: C 2833 OCTOBER / NOVEMBER 2016

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NEWS Events & Initiatives

01.

01.

Logistics Committee meets Minister 1st September 2016 The newly established Logistics Business Committee within the Malta Chamber, met with Christian Cardona, Minister for the Economy on 30th August. During the meeting, Chairman Robert C. Aquilina said that the Committee was primarily interested in ensuring that the logistics sector in Malta continued to grow and developed in the right direction.

During the meeting that served to introduce the parties ahead of a fruitful relationship, Mr Aquilina offered the Committee’s views on the sector’s development any time the Minister wished to seek them. The Chairman said that operators in the field, represented by the new Committee, had a wealth of knowledge and experience to offer Government, for the benefit of the sector and the economy at large.

Mr Aquilina explained that the Committee wanted to contribute primarily to macro level decisions through the expertise of its members.

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02.

Public holidays: A closed case 1st September 2016 In a statement issued to the media, the Malta Chamber considered the matter of compensation of vacation leave for public holidays that fall on a weekend a closed chapter. “It is most unhealthy to drag issues out of the past that have been settled and concluded for more than 10 years,” the press release said.

“Reintroducing the compensation

mechanism, will directly affect the country’s productivity and by consequence its competitiveness.” The Chamber said that at a time when the country is doing relatively well, all interested parties must resist the temptation to start taking the economy for granted.

We cannot even contemplate the weakening of Malta’s competitiveness.

“The country must look forward and find new solutions on how to increase productivity and competitiveness, not the other way round,” the statement concluded.

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03.

03.

Members attend Annual Summer Drinks 6th September 2016 The Malta Chamber held its annual summer reception on 6th September at the Verdala Palace. The venue was made available to the Chamber

by H.E. the President of Malta Dr Marie Louise Coleiro Preca.

The Malta Chamber President and Mrs Borg welcomed guests to the event who included the Prime Minister, Ministers, Parliamentary Secretaries, the Leader of the Opposition, and members of the Shadow cabinet.

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04.

Good sense and enforcement 13th September 2016 In a press release issued on 13th September, the Malta Chamber endorsed the Environment Authority’s action to address the irregularities which have persisted in the tuna farming industry to protect Malta’s coastal areas which are of prime importance to our ecology and the tourism industry. The tuna farming industry contributes more than €150 million to the country’s exports and provides direct employment to more than 300 employees.

The Malta Chamber also applauded the fact that the parties concerned

were actively working to finding the shortest and most secure route to compliance and normality. The Chamber explained that the sensitive matter should not become politicised and technical, and that environmental and commercial considerations should lead the way to an equitable resolution in the shortest time possible.

In conclusion, the Malta Chamber solicited the Environment Authority and the operators to find an equitable solution that is practical, realistic and the least harmful to the industry in its approach but at the same time in line with the requirements of protecting our environment.

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05.

Environment Vice Chair to judge at Ebae Godwin Micallef, Vice Chairman of the Malta Chamber’s Energy and Environment Thematic Committee was once again selected as an evaluator and judge for the prestigious European Business Awards for the Environment, which were held in Bratislava between 26th and 30th September. The EBAE recognises business pioneers who have strived in favour of environmental protection while maintaining Europe’s competitiveness and celebrates companies and entrepreneurs at the forefront of eco-innovation.

Mr Micallef’s appointment follows his invitation in 2010 to chair the Management Category Working Group of the EBEA and his selection in 2010 by the European Economic and Social Committee as a delegate on the Consultative Committee on Industrial Change.

06.

Chamber Egm approves education Ppp 12th September 2016 During an Extraordinary General Meeting of the Malta Chamber of Commerce, Enterprise and Industry, held on 12th September, members approved the Chamber’s involvement in the establishment of Education Malta, a publicprivate partnership. Education Malta will take the form of a non-profit social purpose foundation with the aim of promoting the internationalisation of education in Malta. It will bring together the resources of Government and the Chamber to ensure that Malta is well placed to attract international education institutions of repute to establish a presence locally.

“Unlike most EU member states, Malta does not have a National Education Promotion Agency,” Malta Chamber President Anton Borg said, adding that the establishment of this public-private partnership will fill this important gap.

“This project shall provide the ideal forum for businesses which operate in the educational fields in order to be represented and their interests promoted.

The Malta Chamber welcomes operators in the field to benefit from this strong voice in the sector,” Mr Borg said.

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05.

07.

Time to change procedures on employment of foreign nationals 23rd September 2016

08.

Rights of the public and investors ought to be safeguarded at all times 30th September 2016

The Chamber and the Malta Employers Association called on all relevant authorities to take action to simplify procedures in relation to work and residency applications for foreign workers, especially third country nationals.

“The integration of foreign workers must be regarded as a viable roadmap to sustainable economic growth, particularly in sectors where widening skills gaps amongst the local workforce exist,” the joint statement said.

Malta’s unprecedented economic growth has led to an equally unprecedented increase of foreign workers actively participating in the labour market without affecting employment figures of Maltese citizens. The two organisations urge Government to formally acknowledge the opportunity at hand and implement a complete overhaul to the formal work and residency permit application procedures.

In a statement to the media, the Malta Chamber expressed itself against the violation of private property, as it said that the rights granted by Government to the private sector must be protected. The Chamber strongly appealed to Government to ensure that the rights of the general public as well as those of present and prospective investors are safeguarded at all times.

The Chamber had been following the development of events at Manoel Island, and it refrained from entering into the legal merits of the case. Yet it considered any action of forced entry or the taking of the law into one’s own hands as unacceptable. “A democracy such as ours provides for legal remedy should rights be considered to have been violated,” the Chamber explained.

“We therefore strongly appeal to Government to ensure that the rights of the general public as well as those of present and prospective investors are safeguarded at all times,” the statement concluded.

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09.

The future is today 7th October 2016 Addressing the annual national conference marking the launch of EY’s Malta Attractiveness Survey 2016, Chamber President Anton Borg said that the conference title ‘The Future is Today’, presents us with a unique opportunity to shed light on matters of urgent concern thought only to belong to the future, whereas, in fact, they are a reality today.

“As the island’s most vociferous promoter of competitiveness, the Chamber is always quick to remark that buoyant economic momentum should not be taken for granted,” he said. “To ensure Malta’s continued attractiveness and develop a future-proof economy, there is desperate need to invest some of the proceeds of today’s success and enhance the islands’ infrastructure, particularly in transportation and innovation, the education and healthcare systems, as well as national pensions,” Mr Borg noted.

10.

Malta Chamber presents priority issues to the European Parliament of Enterprises 13th October 2016 Speaking at the European Parliament of Enterprise 2016, on 13th October,

10.

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09.

Malta Chamber Vice President Tonio Casapinta said that the ultimate priority for economic success lies in having a labour force which is well equipped with Digital as well as Science, Technology, Engineering and Mathematics (STEM) skills.

A delegation from the Malta Chamber and the Malta Business Bureau were at

the European Parliament in Brussels where the EPE 2016 discussed trade, the single market, skills and sustainability.

Mr Casapinta said that as countries compete not only with each other, but also in a global economy, whichever country hosts the best skills, has a comparative advantage over the rest in terms of productivity and innovation.

Also addressing the EPE, Dr John Vassallo, President of the Malta Business Bureau, said that in spite of the European single market, online cross-border sales remain substantially low when taking into account the expectations and the great potential that a single market of 500 million consumers offers.

“By their very nature, businesses are always looking to increase their sales capacity. For their own survival they need to grow. In my view, traders’ decision not to sell cross-border – even through a digital age – is not motivated by discriminatory practices on consumers’ nationality or residence, but due to wellthought business considerations,” he said.

The delegation also included Council member Charles Zahra and Director General Kevin J. Borg.

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NEWS Internationalisation

01.

German-Maltese-Libyan joint ventures promoted 27th September 2016 The Germany-Malta-Libya Business Encounter was organised by the LibyanMaltese Chamber of Commerce in cooperation with the Malta Chamber of Commerce, Enterprise and Industry and the African-German Business Association of Berlin on 27th September 2016.

A delegation made up of various German companies from the medical, aviation, transport and logistics, airport management, renewable energy, water treatment and security services sectors, involved in doing business with Libya participated in the event.

The event also included a delegation from the Libya Africa Investment Portfolio.

The event underlined the possibilities of cooperation between Maltese, German and Libyan businesses in the rebuilding of the North African country. The longstanding relationship between Libyan and Maltese entrepreneurs was underlining the context of a proposed triangular cooperation between the three countries.

The delegation was led by the former Ambassador of Germany to Malta KlausPeter Brandes together with the CEO of

01. the German-African Business Association Christoph Kannengiesser. They were welcomed by Malta Chamber Deputy President Frank V. Farrugia and Vice President Tonio Casapinta. The event was addressed by the President of the Libyan Maltese Chamber of Commerce

Abdussalem Danaf and by officials from Trade Malta and Malta Enterprise.

The Germany-Malta-Libya Business Encounter was also addressed by Christian Cardona, Minister for Investment, The Economy and Small Business, and George Vella, Minister for Foreign Affairs.

01.

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02.

02.

Malta and Qatar share a great ambition towards economic growth 5th October 2016 Welcoming a business delegation led

by H.E. Sheikh Faisal Bin Qassim Bin Faisal Al Thani, Chairman of Al Faisal Holding and the Qatari Businessmen Association, to the Exchange Buildings, Malta Chamber President Anton Borg said that though Malta and Qatar were both small in size, they both shared a great ambition towards economic growth.

“Malta aims at becoming an economic hub in the Mediterranean region, while similarly the same energy is shaping Qatar into the gateway to Asia and Europe,” Mr Borg said.

The Malta Chamber President was opening the Malta-Qatar Business Forum which was organised by the Malta Chamber of Commerce, Enterprise and Industry on 5th October 2016. Mr Borg said that both Malta and Qatar aspire to lead service and knowledge-based economies. “To realise this goal, innovation and enterprise in both Malta and Qatar are being placed centrally to allow SMEs to drive the economy,” he said.

Mr Borg outlined a number of sectors in which opportunities of collaboration between the two countries are ripe. These include the health sector, the entertainment sector specifically the film servicing industry, green energy, research, tourism, and ICT. Mr Borg said that the Chamber was committed to building on the excellent relations the two countries enjoy and to continue to bring businesses closer together, for the mutual benefit of both sides. cc

02.

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New season cool The top trends from the Autumn/Winter runways are already filtering down to the shops, giving you some great options for office or weekend dressing. Sarah Micallef discovers what’s in.

01. Velvet Every season comes with its notable textures and fabrics, and AW16 is no different.

The top fabric of choice is sumptuous velvet in all its varieties – plain, crushed or patterned. Wear it top-to-toe for a bold look, or choose a standout velvet piece to accentuate your outfit this autumn.

02. Purple If top designer collections are anything to go by, it would seem that the colour to be seen in this autumn is purple or violet. There’s several ways to pull it off – from Roberto Cavalli’s rich purple brocades and velvets to Loewe and Miu Miu’s eye-poppingly sweet take on the trend. Choose a standout accessory or go for a bold statement piece, like a sharp coat layered over your outfit.

03. Cheques

Animal prints, particularly featuring leopard, cheetah, jaguar and other wild cats can have a bad reputation for looking tacky, but this season’s crop of animal print offerings seeks to redress that. AW16 collections by Riccardo Tisci at Givenchy and Francisco Costa at Calvin Klein pave the way for chic animal print that can look equally at home within a professional office environment as it does on an evening outing.

REVIEW Jack Spade

05. Ruffles Far from the floaty, feminine ruffles in springtime-light fabrics, ruffles take on a new look this Autumn – a tougher and structured high-fashion feel. Look to designers like Jill Stuart and Cushnie et Ochs for their take on the ruffle – their proportions and structure are right on the money for fusing fashion and wearability.

06. Off-the-shoulder Another trend that really stood out this summer – off-the-shoulder cuts – is set to be given a new season makeover, with designers amping it up with dramatic blouses and luxe dresses featuring this subtly sexy shape. If you’re looking for an interesting alternative to a plain shirt, an off-the-shoulder detail could be just what the doctor ordered. cc

01.

03.

Anya Hindmarch

06.

02.

Jill Stuart

Johanna Ortiz

Making their way from Spring to Autumn, chequered prints are continuing to prove popular, with the standout print of the season being Prince of Wales cheques. Other varieties to look out for include houndstooth, plaid, tartan and gingham, with Victoria Beckham incorporating several different styles into single ensembles and Calvin Klein bringing a clean subtlety to the tartan prints we have become accustomed to.

STYLE

04. Animal print

Jaeger

05.

04.

Gianvito Rossi

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Gozo’s crown jewel restored Following years of abandonment, Cittadella in Rabat, Gozo, is finally basking in its restored glory. Martina Said meets architect Martin Xuereb, who worked on and implemented parts of the Master Plan for the site, to find out what went into this mammoth project amid expectations for a nomination as a candidate for UNESCO World Heritage status.

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he Cittadella rises over the city of Rabat, Gozo, like a soldier’s shield, protecting itself and everything within its walls from potential harm, just as it intended for centuries past. Fastforward to 2016, and its appearance is more majestic than ever, despite its demise as a defensive fort. Its bright bastion walls, accessible walkway and landscaped ditch are looking the best they have in decades, if not centuries – thanks to a concerted effort to bring this national monument back into the spotlight.

I meet Martin Xuereb, founder and consultant architect at Martin Xuereb & Associates (MXa), the local firm which, together with Italian specialists appointed by the Ministry for Gozo, prepared the Master Plan to restore the site back to its original splendour. “Most of Cittadella had been abandoned ruins since the 17th century, therefore restoration was long overdue,” says Martin. In 2012, the Ministry for Gozo obtained funding from the European Economic Area which it invested into this large-scale project, with the brief being to present a vision for Photos by MXA - Martin Xuereb & Associates

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CC DESIGN TRENDS

“Construction and completion of this site were slowed by the many and frequent archaeological finds.”

Cittadella’s future, with policy guidelines designed to protect the site in its entirety and develop it, with emphasis on education and tourism.

“In 2011, MXa obtained an outline planning permit for the whole project, based on the approved Master Plan,” says Martin. “We also prepared and obtained planning permission for all the proposed works, grouped in six lots, the last of which was approved in 2013.

MXa was then commissioned to undertake the designs for the areas in and around the Visitors’ Centre and the Restoration Workshop, followed by the preparation of the respective tenders.”

Works on site began in May 2014, and MXa set about applying the approved plan for the Visitors’ Centre, as well as alterations to the walkway and gate. “The water reservoirs, built in the ditch below the main entrance in the 19th century, were identified as a suitable location for a Visitors’ Centre which would OCTOBER / NOVEMBER 2016

be an informative first stop for visitors and would improve the accessibility of Cittadella,” says Martin. “The reservoirs were built as header-tanks to pressurise the piped water supplied to Rabat. This scheduled structure had lost its useful function and, with its soaring arches, was identified as a striking location where the history of Cittadella could be presented to visitors and where services could be concentrated.”

Easy access routes into Cittadella were provided and the last bay of arches, parallel to the bastions, was removed to reveal a large area of the city walls which had been covered up when the reservoirs were built.

“The idea behind removing the reservoir ceiling was to be able to see the beauty of the bastions at the right distance, as well as the old city gate. By doing so, we also enabled visitors to see how the reservoirs were built and allowed light to enter the Visitors’ Centre below,” says Martin.

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CC DESIGN TRENDS “Construction and completion of this site were slowed by the many and frequent archaeological finds, which caused the redesign of most of the new elements of the structure, sometimes several times over.

These redesigns had to be carried out at short notice and under pressure from the Ministry and the contractor to minimise delays.”

Such discoveries include Bronze Age silos, which were unearthed in the main square and outside Cittadella, as well as an ancient round structure formed with medium-sized stones, found by the archaeologists on site, the function of which is still a mystery. “The silos confirmed the use of this hill-top site as a centre of habitation around 1,200BC, a time when many other cities, including Athens and Syracuse, were founded around the Mediterranean,” explains Martin. “A concentration of large, carved stones in the vicinity of the cathedral confirmed the importance of the site in the Phoenician, Carthaginian, Roman and Byzantine periods, which succeeded each other without interruption. Finally, substantial parts of the causeway leading to the old Cittadella gate, which had been buried under the access road built by the British administration, were excavated, restored and may now be seen by visitors.”

All works on Cittadella, completed in June 2016, were carried out under the supervision of the Planning Authority Heritage Unit and the Superintendence of Cultural Heritage.

“Whenever new archaeological finds came to light, their treatment was discussed and agreed with the Ministry for Gozo and with these two regulatory bodies. All works in the immediate vicinity of known or suspected structures of interest were carried out carefully by hand under strict supervision.”

Past alterations also had to be addressed by new ones, such as the gradient of the

Photo by MXA - Martin Xuereb & Associates

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Photo by MXA - Martin Xuereb & Associates

“I am a strong believer that, where possible with regard to restoration, one must be careful to respect the old while allowing new interventions to marry well, but remain evident.” main square occupied by the cathedral, which had to be reduced substantially to make the main square more practical for locals, who may want to host cultural activities there. The Master Plan also called for a gate to be placed in the 1950s bastion breach to direct visitors to the original city gate, which was met with its fair share of resistance, since visitors had become accustomed to using the large archway as the Cittadella entrance instead of the original entrance. “One of the attractions of walking through a city gate is that you get a glimpse of what’s inside, rather than seeing everything at once, and the breach in the bastion wall took away from that experience,” says Martin.

Alterations were also made to the ditch, which was landscaped and linked to the main areas of Cittadella through several access routes. “All wiring and piping for services were moved into service ducts laid under the streets of Cittadella and the boundary walls of many of the derelict sites were restored, as well as the facades of a number of important old buildings.”

One of the challenges that comes with a project of this scale, scope and value is undoubtedly respecting the old while making way for the new. “I am a strong believer that, where possible with regard to restoration, one must be careful to respect the old while allowing new interventions to marry well, but remain evident,” says Martin. “Our design approach was to peel off layer after layer of misuse, neglect and abandonment, and

bring back to light the original splendour and history of the area to allow for future uses. As the areas concerned had been constructed over a period of several hundred years, it was important to address each find on its own merits, while still aiming for the intended goal.”

He asserts that, in the case of structural elements, fair-faced concrete was selected.

“In doing so, the necessary structural requirements could be achieved in a slender version of what our fore-fathers would have been able to use. This also allows a greater portion of the original fabric to be experienced. When it came to areas such as the bastions, the intention for restoration was to use local materials that did not impose on the historical value of the site.

For instance, restoration of the bastions required that the existing stone that was in good condition be cleaned and restored, while other soft stone blocks that had eroded be replaced. The selected material was local hard stone, which blends in sufficiently to give a harmonious overview, but still defines the newly restored areas to be seen for what they are.”

The orillion, or orillon – an architectural element of a military fortification intended to provide defence for guns and soldiers or to shield a city gate – has multiple functions in the overall structure of Cittadella, and needed to be both strong in the structural aspect of supporting the approach road and aesthetically complementing the surrounding features.

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“Cittadella is a living symphony which developed out of the synergy of over 3,000 years of occupation, culminating in the recent interventions.”

Photo by MXA - Martin Xuereb & Associates

“Concrete was used in order to allow heavy vehicles to access the overlying roadway, but having that amount of concrete visible as a finish to the orillion would have detracted from the overall atmosphere that we wanted,” says Martin. “While hard stone was the obvious choice, due to the complexity of the orillion design, namely the curved plan combined with raked walls which would have required every stone block to be individually worked, the costs would have been untenable. Therefore local soft stone was the selected material as it blends in with the surrounding areas.”

Allowing visitors to access the roofs of the Visitors’ Centre as well as the creation of a number of suspended walkways called for the introduction of railings. So as not to detract from the grandeur of Cittadella from any point, a lightweight system was selected.

“The selected railings are almost unnoticed by both day and night time visitors, and the desired effect of being able to see through them was achieved,” says Martin. “The accessibility immediately led to another design issue: lighting. Lighting design had to be unobtrusive, but functional at the same time. The end result was the integration of down-lighters into the same railings, to give a floating effect that, besides making the walkways safe, pronounced the perimeter of the site in a delicate manner.”

The years of hard work invested into Gozo’s crown jewel paid off immeasurably, as locals and visitors may now walk through the old city’s streets and marvel at its many OCTOBER / NOVEMBER 2016

valuable structures which were longing for a new lease of life. Martin says, “Cittadella is a living symphony which developed out of the synergy of over 3,000 years of occupation, culminating in the recent interventions. As with any work of art, it is meaningless to give more importance to one element in the ensemble, to a particular brush-stroke in a painting, or one musician in an orchestra.

The value, the achievement, is vested in the whole, and a variety of renovated elements

in Cittadella have come together in a harmonious blend.”

And the most challenging part of this project? “By far the most challenging aspect of the design was to close the bastion breach and optimise the approach to this national monument with an underlying Visitors’ Centre. Many intricate details were required to blend the original bridge to Cittadella with the new, easy access design. I am particularly proud that it finally all came together.” cc

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Office Trends

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04. Floor-by-floor video streams

02. Multi-purpose storage With the rise of hot-desking and agile working, offices are finding themselves having to work double-time to come up with ingenious storage ideas. The focus has already started shifting towards large shared units with secure individual storage spaces, which can also double as office dividers without the need for partitioning.

03. Wire furniture Wire can be melded into countless attractive and unusual shapes, creating an unexpected visual element within your office. It needn’t be used on its own – it can be combined with different elements and materials to create both contrast and comfort. Atelier Deshaus’ Sylph chair, for instance, features a back made from a continuous piece of tubular steel, curved by hand to look like a line drawing.

05. Cork It’s high time for cork to make a comeback – not only is it a stylish material idea that adds warmth and texture to spaces, it also absorbs noise in large, open-plan offices, and can be used to clad entire walls, functioning as an outsized notice board where notes and signs by different workers within the office can quickly be added and removed.

www.dezeen.com

Not everyone works in an office with demarcated spaces, and sometimes one just has to create their own privacy. Personal partitions which reduce background noise, such as Note Design’s Focus divider, can be rolled up and stored in a backpack for wandering office workers who still need peace and quiet in order to be able to get some work done. Voilà – instant solitude.

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06. Occasional desks When a company employs a lot of parttimers or freelancers, it may struggle to find a desk to accommodate them while they work. Something like Hack, from renowned industrial designer Konstantin Grcic who partnered with Vitra to create a cubicle that can be folded up and packed flat, could be the answer to lots of problems. Each Hack desk comes with a manually operated height-adjustment feature, making it suitable for non-regular workers of all stripes. cc

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www.51arch.com

01. Personal partitions

Companies whose employees work on different floors know that the physical separation can lead to a general lack of cohesion within the team. While the ideal solution would be to have everyone on one floor, some companies are going for the next best thing, creating connected live-streams where each floor has a huge screen showing what’s going on on the next floor, fostering a sense of connection.

04. www.builtinaustin.com

The year is drawing to an end and design predictions for the year ahead have already started popping up. Marie-Claire Grima looks at some of the trends which will be emerging across offices in 2017.

www.vitra.com

www.theposterclub.com

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www.dezeen.co

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Tech Trends

Whether underwater, airborne or wearable, Martina Said singles out some of the sleekest and most innovative gadgets on the market that are pushing the envelope.

01. Moff Band This colourful wristband takes the idea of innovative toys to another level. Slap the Moff Band onto your child’s wrist and connect it to an app compatible with Android and IOS to create the same play experience as many toys with motions and sounds. The Moff Band’s recent collaboration with PacMan allows kids to play the game through an app while wearing the band, moving around to eat cookies and avoid the Pac-Man ghosts.

02. IRIS Eye Massager This ophthalmologist-approved eye massager by Foreo uses Alternating T-Sonic technology to reduce the visible signs of crow’s feet, dark circles and bags under the eyes. Available in magenta, mint or petal pink, IRIS also improves the absorption and efficacy of eye creams and serums.

GADGETS

05. Duo Underwater MP3 Player The Duo is designed for swimmers and offers the highest quality sound without the use of ear buds, with a sleek, two-piece design and Bone Conduction audio transmission to deliver crystal-clear audio. An integrated clip design secures the MP3 player to goggle straps to rest on the cheekbones for a comfortable and streamlined fit.

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06. Buckshot 2.0 Bike Speaker Love cycling but uneasy about wearing headphones for fear of not hearing an approaching vehicle? This could solve your dilemma. The Buckshot 2.0 Bike Speaker is a portable, waterproof and shockproof wireless speaker that can be mounted onto a bike’s handlebars. With in-built Bluetooth technology and a microphone, it can also sync with your phone and answer calls during a leisurely ride. cc

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03. GhostDrone 2.0 – VR Edition Drones are hardly the ‘latest’ gadget, but this one’s different. With a virtual reality headset that connects via Bluetooth to the spherical camera mounted on the drone’s belly, you can experience this gadget like never before.

And an app also lets you control it using your phone, reducing the likelihood of a crash by doing away with clunky controls.

04. Faraday Cage Sleeve Protect your cards and devices from tracing, tracking and hacking by placing them safely inside a Silent Pocket, which comes with a patented radio frequency shield that blocks all wireless, cellular, GPS, WiFi, Bluetooth, RFID, and NFC signals in all frequencies.

There’s also a separate internal pocket which only shields certain signals, to ensure you don’t miss a phone call or text.

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CC INTERVIEW

Farsons: A legacy of investment and forward-thinking With a turnover of €85 million and ongoing plans for the global export of its local brands, Farsons Group is a force to be reckoned with. Here Jo Caruana meets CEO Norman Aquilina to discover the Group’s legacy for investment and impressive plans for international success.

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he Farsons Group is one of those local entities that really stands out – a household name known for its dynamic product portfolio, and a business synonymous with excellence, innovation and ongoing investment.

Over the last 25 years, the company has invested no less than €135 million in land, building, plants and machinery, proving its solid dedication to staying at the forefront of its sizeable industry – both locally and, increasingly, on a global field.

Financially speaking, the Group’s results are strong. In 2016, it turned over just under €85 million – half of which came through the company’s brewing and beverage production.

Furthermore, it has revenues of around €26 million from its food and beverage importation arm, and a further €12 million from its fast food franchise business.

It is this complement of products that Group CEO Norman Aquilina believes continues to help strengthen the company.

“While our core business remains that of brewers and beverage producers, all of our businesses fall within the fast moving-consumer goods category. This extended business model gives us a more comprehensive offering to the market and provides synergies that have helped us in our growth strategy.”

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And strategy has been key. Notably, Mr Aquilina’s appointment in 2009 took place shortly after the market was liberalised, which proved to be a very delicate period.

Apart from the expected competitive

pressures that this created, it also brought into fruition a €40 million investment on Farsons’ part, including the building of a new PET packaging hall and logistics centre in 2008, as well as a new brew house in 2012.

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“I believe Farsons makes an interesting case study on the benefits of preparing and embracing the competitive challenges that market liberalisation brought about.”

Mr Aquilina explains that he has focused on three major strategic priorities since being appointed CEO. “Firstly, I had to ensure continuity while simultaneously dealing with the numerous changes that market liberalisation brought with it back in 2008,” he says. “This also created the need for us to review all of our businesses, both in terms of structures and with regards to our ways of working, to ensure we maintained the most competitive business model possible.

“Secondly, we faced the need to guarantee the successful materialisation of an extensive investment master plan to renovate our plant and equipment with the latest stateof-the-art technology, thus giving us the most competitive productive set-up possible.

Thankfully, because an investment master plan was devised and set in motion back in the 90s, we were able to take advantage of strategically important investment decisions made years ago. This was critical for us to ensure that we equipped ourselves with a plant that gave us the ability to compete within a liberalised and highly-competitive global environment.”

Photo by Alan Carville

As a result of all this, the company innovated and totally re-dimensioned its productive capabilities. In fact, it has gone on to see a very significant change in the profile of its workforce as it takes full advantage of the latest technological advances now available.

“Then, thirdly,” Mr Aquilina continues, “and as a result of those two priorities, our aim was and is to ensure we push forward with longer-term sustainable profitable growth – with a growing strategic focus on innovation and export-led growth.”

The CEO explains that the Group chose to perform an in-depth strategic review specifically aimed at dealing with the liberalisation of the market.

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CC INTERVIEW

“Our growth ambitions will come about from further exports.”

It is an investment that was undertaken to boost their exports to the highest level possible, even though Mr Aquilina stresses that “when you start to venture overseas it’s a different ball game all together. Locally, we own and produce strong household beverage brands such us our Cisk lager and soft drink Kinnie, but we knew that, once we got beyond our shores, we had to start from scratch.”

That said, the company has seen consistent improvements in its exports and is expecting this to gain further momentum thanks to the new plant. “We have a vision that is targeted towards 2020 whereby we are expecting to significantly increase our exports. The actual percentage is still somewhat subjective, but what is certain is that the growth ambitions we have need to come about from further exports,” Mr Aquilina says.

Photo by Alan Carville

“We started studying our business model; we challenged what we needed to, and obviously changed what we felt needed to change,” he explains. “We looked at our structures, we looked at our ways of working and we made significant alterations to ensure that we had the right set-up to deal with the competitive challenges. I think we have come a long way and I do believe that Farsons makes an interesting case study on the benefits of preparing and embracing the competitive challenges that market liberalisation brought about.”

In recent years the company recognised that, if it wanted to grow significantly, there were limitations it would have to deal with locally. This meant it would have to look beyond its sizeable local market share and beyond Malta’s shores. In fact, the company continually focuses on its two pillars of growth: innovation and exports.

“Here, the interpretation of innovation 88

is to be taken in its broadest sense,” Mr Aquilina goes on to say. “It’s not just about new product development but also innovation in the way we do business and more. Exports, on the other hand, are more long term. They require clear, strategic focus and a long-term vision, and this is not something you can achieve in a year or so.

Nevertheless, I am pleased to say that we are moving in the right direction, and the consistent improvement in our financial results – both in terms of turnover and profitability – clearly underline this and give us confidence to continue to push forward.”

Farsons is, in fact, keeping export development firmly in its sights. Without losing focus on home markets, the company is doing a lot to strengthen its international offering, which ties in with its latest €27 million investment in a new packaging facility that enables it to produce and pack beer in exportable packages at competitive prices.

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CC INTERVIEW However, aside from investing in its products and technology, Farsons is also investing heavily in its team – and always has. “We may have a strong brand portfolio but I always like to say our greatest asset lies in our people. We take pride in the fact that Farsons is recognised as an exemplary role model employer.

“We have a reputation for not only recruiting the right people but also investing in and training them. Admittedly, finding the right candidates and retaining them is not always the most straightforward of exercises but, what struck me when I joined Farsons was the amount of people that have built a career and have grown within the Group.

It surprised me quite how many managers are home-grown; they’ve moved up the ranks, which gives them unique grassroots knowledge.”

Now focused on the years to come, Farsons is pursuing its growth strategy based on innovation and export, while also striving for growth within its locally-oriented subsidiaries in the food and beverage importation business, along with the fast food franchise business.

“We’re an ambitious Group and have a lot more to achieve internationally. In fact, you’ll find this vision is reflected in our latest annual report, which clearly outlines our ultimate objective – to move away from being a locally orientated, traditional brewery to a modern, state-of-the-art brewing and beverage facility with a regional perspective.

“We are saying ‘let’s continue to develop our business locally but also continue to open up and look around us; lets continue to take Farsons to the next level’. We do feel our brands have the potential to grow significantly in some export markets and plan to make the most of that.”

Speaking in the short-term, Farsons has three investments already outlined, namely the building of two more office floors to accommodate their administrative requirements; the extension of their Logistics

“We’re an ambitious Group and have a lot more to achieve internationally.”

Photo by Alan Carville

Centre; and the acquisition of a new kegging line. “These three projects will require an investment of around €13 million,” says Mr Aquilina.

Beyond that, the company in 2018 will be celebrating its 90th anniversary – another momentous milestone in their history. “It is a combination of our strong Maltese brand identity, our history and heritage, and our accumulated wealth of brewing experience that will continue to propel us forward together with our plans for development and innovation. In the years to come, we will certainly continue to build on our vision of becoming a regional brewery with global aspirations,” Mr Aquilina concludes. cc 90

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01. Nitrogen It’s not usual for a food trend to come straight off the periodic table, but nitrogen is having a real moment. When infused into beer, it makes bubbles that are tinier and more active than standard carbon dioxide, while nitro ice-cream and nitro cold brew coffee are reported to be creamier and denser than the traditional stuff, without losing any of their flavour.

02. Coffee in a cone You can trace this deliciously caffeinated food fad to the Grind Coffee Company in Johannesburg, South Africa. The coffee shop has made the latte served in a chocolatecoated cone its signature drink, and the craze is spreading worldwide. It’s perfect as an energy boost for the coming winter months, when it’s too cold for ice-cream, but you still miss the crunch of a cornetto.

03. Complex heat While spicy food remains as popular as ever, it’s no longer all about how much fire you can withstand, but about the complexity of the spice’s flavours. Shishito peppers, for instance, have all the flavour of a chili but don’t even register on the Scoville scale. Other tantalising spice blends include Gochujang from Korea, Tsire from West Africa and Berbere from Ethiopia.

Lucky Peach

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OC Weekly

This dish comes from the northwest region of Mexico, and is composed of raw shrimp submerged in an emulsified, electricgreen sauce, made from blended chili, herbs and lime juice. While ingredients and garnishes may vary, the biggest challenge when it comes to creating this dish is sourcing high-quality shrimp, which is the essential component of an aguachile.

FOOD&WINE

05. Prebiotics and probiotics When prebiotics and probiotics are combined, they form a symbiosis, which contains live healthy bacteria and the fuel they need to thrive. Probiotics are found in foods such as yogurt, while prebiotics are found in whole grains, bananas, onions, garlic, honey and artichokes, as well as a number of supplements. While no food can cure all ills, there’s encouraging evidence that probiotics may help prevent or treat a number of conditions from intestinal infections and IBS to the common cold, so loading up for winter seems wise.

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Culinary Envy

From rediscovered flavours to brand-new creations, Marie-Claire Grima looks at the latest in culinary trends.

04. Aguachile

06. Rượu đế

This Vietnamese rice liquor, most typical of the Mekong Delta region, was traditionally made in family homes, often illegally. It caught the eye of Markus Madeja, who saw it as an old Vietnamese tradition that was in danger of dying out. He launched the label Sơn Tinh not only to save the art of rượu đế, but also to bring it to a wider international audience. The company now produces the liquor in 12 different flavours using traditional methods. cc

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Lavender and Lovage

Food Trends

The Die Line

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Epicurious

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CC CCINTERVIEW BUSINESS

Making contact It’s been a decade since the opening of the HSBC UK Contact Centre in Swatar, and its results are better than ever. Here centre manager Robert Vaughan talks Jo Caruana through the successes of this dynamic, off-shore HSBC operation.

Photos by Alan Carville

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e’ve all heard stories about banking enquiries being handled by telephone operators in India or Bangladesh. But Malta?

Well, the success of the HSBC UK Contact Centre (UKCC) in Swatar has proved HSBC right – yes, an international call centre can thrive here. In fact, as the last decade has proven, it can even break new ground.

“The HSBC UK Contact Centre has been successful since the start,” says contact centre manager Robert Vaughan, who moved to Malta from HSBC’s Leeds office just over a year ago. “To our knowledge, this is the largest contact centre on the island, with 450 people in-house (48 per cent of whom are expats) taking over a million inbound calls every year. The Malta centre has certainly proven itself and continues to go from strength to strength.”

Mr Vaughan has worked his way up through

OCTOBER / NOVEMBER 2016

HSBC’s contact centres for 12 years, so he knows the ropes better than most. He started in an entry-level role in Swansea, Wales, straight out of university, and subsequently transferred to Leeds, Hamilton, Edinburgh and Bangalore (India). “I walked into the job in the same way that 12 new recruits join our team here every month, and was instantly inspired by the corporate approach and career opportunities. Twelve yesars later and I have never looked back,” he smiles.

Mr Vaughan’s Malta move was one he was eager to make, particularly as HSBC UKCC’s reputation is solid within the HSBC Group.

“This centre is known for having some of the best people within the entire company, and I was keen to work with them. I wanted to create a hub of excellence off shore,” he says.

As a Group, HSBC views the Malta centre as an extremely important part of its wider operation. In fact, Mr Vaughan’s role is

considered one of HSBC’s 50 most critical roles, anywhere in the world. It is a role that has developed significantly since HSBC first opened the centre 10 years ago.

“Looking back, the bank already had an infrastructure here when they opened the centre, so it made perfect sense to move other aspects of its operations here,” he explains. “There’s a lot of alignment between Malta and the UK, whether in terms of the English-speaking workforce, the culture, or the ease of travel between the two. So, Malta gave us the opportunity to create a strong off-shore operation in a less costly environment than the UK, and it perfectly fed into the Group’s customerfocused strategy.”

From day one, the centre opened to exclusively serve the bank’s UK customers.

It started simply, providing customer care to mass clients with basic banking enquiries.

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“The HSBC UKCC handles many of the HSBC Group’s most complex requests.”

Today that’s changed substantially, and HSBC UKCC handles many of the bank’s most complex requests, including those related to mobile banking. It also serves HSBC’s Advanced and Premium customers, and is equipped with the skills to approve and action loans and overdraft facilities.

“The fact that this centre now deals with such complex elements is a feather in the cap of those working here – and some of them have been here since day one,” Mr Vaughan says. “They’ve proven to be a very capable team and have excelled at anything they’ve been asked to do. They have been able to deliver the same level of service as the UK and take on specialist areas, such as the handling of PPI complaints.”

Having worked within the Group for 12 years, he has seen how the Malta centre has been key to so many developments within the UK banking market, including the introduction of chip and pin a few years ago. “A huge amount of innovation and intelligence comes out of this centre because of the direct contact that our team has with clients; they’re very much in the know of what our customers need, and are keen to help them.”

With this is mind, Mr Vaughan believes that the centre has really blossomed in the last two years, both in relation to the performance of the site and the development of its people. “It’s now very much on the same level as the sites in the UK, if not better, and I was eager to contribute to that. When I moved here I was drawn to the fact that, as an off-shore centre, I would be responsible for everything and knew it was the chance to create a culture I could really be proud of.”

On-site canteen

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Nevertheless, the centre has still suffered with the same issues that the majority of call centres face, including the need to consistently hire new staff to meet demands, and manage team retention rates. In fact, Mr Vaughan has already implemented and built upon many elements to improve the working environment for those at HSBC UKCC. “My aim is to create a legacy of treating people the right way and making them happy – and I think that’s what we’re accomplishing,” he says. “I want our team to leave here at the end of each day and be proud to tell their friends and family about their work and achievements.”

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CC BUSINESS The centre provides a flexible and dynamic place of work that attracts people from all walks of life. “Some transfer here from the UK, while others join us straight out of school in Malta. For some this marks a career progression while, for others, it’s their first job and an opportunity to join the corporate world.

“Either way, we are completely dedicated to their development and to supporting them. From the day they join, they are trained in key skills and aligned to experienced members of our team who guide them and help them. They also work closely with members of our management team, who now dedicate at least 80 per cent of their time with newer recruits.”

On-site gym

“HSBC UKCC is now retaining more people than ever before.”

As a result of this approach, HSBC UKCC is now retaining more people than ever before – and that’s something Mr Vaughan is immensely proud of. “We want working here to be fun and rewarding, with benefits that really contribute to the satisfaction levels that our team feel. There’s a social life to be enjoyed and a great atmosphere, as well as perks such as the on-site gym and canteen.

“Beyond that, we’re also very focused on our corporate social responsibility, and give each team member a paid charity day every year, which they can use to support the organisation of their choice. Together, we’re proud to raise around €30,000 for local charities every year,” he says.

Moving forward, Mr Vaughan hopes to solidify the good work that’s already been achieved, and will strive to keep creating a place where people can build careers and be empowered to help their customers.

“Yes, banking has a lot of procedures to get through but, beyond anything else, we are here to please our customers – and that’s what we’re going to empower our people to do. I know what the Maltese team can achieve and am focused on bringing ever more complex and challenging work to the island, so that we can keep building new opportunities for our team, thus giving them more specialist training and skills to be proud of. This centre has an excellent track record for delivering the very best results, and I believe that’s exactly what it will continue to do in the future,” Mr Vaughan asserts. cc OCTOBER / NOVEMBER 2016

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ISO Certification means more growth In today’s competitive world, distinction is everything. There is no better way to distinguish your company from the rest than via a certificate of excellence for your management system.

Standards: · Quality Management Systems – ISO 9001 · Environmental Management Systems – ISO 14001 · Health and Safety Management Systems – OHSAS 18001 · Food Safety Management Systems – ISO 22000 · Information Security Management Systems – ISO 27001 · Various other certification schemes for niche sectors

EuCI European Certification Institute Ltd is an accredited certification body based in Malta providing independent certification in the field of quality, environment, health and safety, and other selected sectors as required by business organisations. Such certification provides official proof that the company fosters the highest standards in conducting its business with diligence in a consistent manner – core requirements for ensuring the best customer experience whether the organisation is delivering a quality product or sterling service to its valued customer base.

EuCI certifies the compliance of business management systems of public and private organisations to the applicable International

Certificates issued by EuCI in the Quality and Environmental fields are internationally recognised thanks to its accreditation by the Hellenic Accreditation System ESYD and by Accredia – the Italian National Accreditation Body – in compliance with its specific technical regulation RT05. Certificates for Health and Safety and Information Security are also accredited by the UK-based ASCB. This provides EuCI customers with a comprehensive range of solid certification schemes. Check EuCI web site at https:// www.euci.org/cms/-251-9/accreditation.htm for the latest accreditation certificates.

EuCI’s mission is to enhance Management System Certification diffusion all over Europe and to allow buyers, users and

A journey of success

established groupage and full load services throughout Europe and the rest of the world.

The company also managed to obtain the ISO 9001:2008 standard in 2013 and is now in the process of moving to a more spacious and state-of-the-art office in 2017.

David firmly believes that having attended St Aloysius College in his secondary years helped form his dedicated and disciplined character. He also worked with a local transporter, thereby experiencing all areas of the freight forwarding industry. This together with achieving a Diploma in Transport and Logistics Studies (MCILT) has contributed to him becoming highly knowledgeable about the sector.

“EuroBridge is my passion and I firmly believe that our clients’ success should always be our main priority. This is my promise – to transfer this same passion onto my team and continue to build our clients’ successful future as partners. Yours to count on,” he asserts. cc

Having joined EuroBridge Shipping Services Ltd as a Customs Clearance Executive back in June 1998, David Abela was promoted to Operations and Marketing Manager in December 1999 after the directors acknowledged his potential.

He immediately showed great dedication to the cause and a willingness to keep on learning the trade. In August 2000, at the young age of 22, he acquired a major part of the shareholding of the company and became one of the youngest Managing Directors in Malta.

After the initial difficult years trying his best to find his feet, results started to be reaped and today EuroBridge is one of the leading logistics and freight forwarding companies in Malta. Having its own fleet of trailers, the company offers regular and

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consumers to enjoy a guaranteed high level of quality. With more than 200 companies certified in Italy and Malta, we aim to be an efficient and flexible partner for companies seeking solutions for their management needs and for improving their performances to be more competitive and foster growth in both local and international markets. Cost-effective, ongoing achievement of customer satisfaction is the foundation of our business. cc Feel free to contact us for any request at support@euci.org or visit www.euci.org for further details.

For a trouble-free service and the best rates on the island, ask for a quote on T: 22487 000; E: sales@eurobridge.com.mt

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Planning your office lighting

By Jennifer Zammit – Glow Lighting Lighting is an essential element when taking into consideration the design of an office.

It should be woven into the fabric of any successful project. In the office environment, good lighting design will serve to enhance productivity by providing adequate lighting levels (Lux) for any given task whilst ensuring visual comfort. From an aesthetic point of view, light could be used to dramatise certain areas or, be inconspicuously integrated into the designer or architect’s plans to create the desired effect.

A few points to definitely consider: Glare In work areas, fittings which give off a diffused light are best suited. They tend to have a large illuminated surface and come in the form of profiles, panels and other, more elaborate designs. Today there is a European standard for working environments of URG<19 (Unified Glare Rating). Professional fittings come with this specification and it should be looked out for. Fittings which do not comply can be harmful to the eyes.

Campari barman competition Campari is looking for a barman who can put the best contemporary twist on a classic!

The Right White Since the introduction of LEDs it has become easier to select your preferred colour temperature. For an office environment, in working areas, 4000 Kelvin has become the popular choice. It is a stimulating and neutral light colour, not warm enough to induce drowsiness and not too white to make things clinical. At the right Lux levels, it provides a crisp working light that is easy on the eye.

In receptions, entrances, waiting rooms or other client-orientated areas the light colour can be more flexible to adhere to the desired effect.

Using LEDs or T5 tubes LEDs will give an office years of maintenance-free use, resulting in an uninterrupted workforce. They also run on

There is a new contemporary trend in town and it’s all about the classics!

The cocktail industry worldwide is experiencing an exploding trend that sees the rise of contemporary classic cocktails. Drinks such as the Negroni and Americano

a very low energy consumption and will help achieve savings on cooling due to the low heat output compared to traditional lighting. Task lights using the advanced T5 fluorescent tubes are also a very good option with regard to light output and initial outlay.

LEDs are definitely the more environmentally friendly and sustainable option. Their low carbon footprint make them the ideal choice for companies with an environmentally conscious outlook. cc If you are interested in learning more about how we can help you achieve the ideal lighting layout for your project, contact Glow Projects to fix an appointment with a member of our team.

T: 2733 3788; E: projects@glow.com.mt

are once again the toast of the town and are increasing in popularity!

That’s why barmen across the globe are starting to reach to the past for inspiration in the contemporary world. Prohibition-style classic cocktails are being refashioned to satisfy a new generation of drinkers around the world.

In light of Campari being the unmistakable ingredient of classic cocktails with a contemporary spirit, the brand has launched the exciting new Campari Barman Competition.

This competition invites barmen from across Malta to come flaunt their mixology skills and compete for the title of ‘Campari Barman of the Year’.

Competitors will face a series of challenges and the barman that can put the best twist on a classic cocktail will walk away the winner. cc For more information and details on how to enter, send an email to claudia.attard@farsons.com or contact Farsons Beverage Imports Co. Ltd on 2381 4372.

Entries close on 28 October.

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HSBC Malta sponsors TransLog for third year in a row HSBC Bank Malta and TransLog events extended their partnership in what the organisers are terming a landmark year for the transport and logistics sectors.

This renewed commitment provides the industry with the choice of serious discussion platforms such as the recently held 2nd Logistics Manager and Practitioner Forum, the latest insights, and agenda for the future.

“The extension of this partnership goes back to the conceptual stage of TransLog, as HSBC believes that Malta is perfectly placed to benefit from a strong transport and logistics sector serving the south of Europe and the north of Africa,” says Michel Cordina, Head of Commercial Banking at HSBC Malta.

“Our Malta Trade for Growth initiative, a dedicated internationalisation financing vehicle, has continuously attracted the attention of businesses in this sector since its launch in 2013,” he adds.

HSBC Malta was the main sponsor of the Logistics Forum. (From left) SSM Group’s Alex Borg, one of the TransLog events organisers, and HSBC Malta’s Head of Commercial Banking Michel Cordina

The 2nd Logistics Manager and Practitioner Forum had an expansive programme including the progress the industry has made with the realisation of a Logistics Hub at Hal Far, and the creation of a dedicated business section at the Malta Chamber of Commerce. An educational workshop preceded the forum.

The TransLog platform is a concept of Support and Supply Management Group (SSM) and marketing communications agency BPC International Ltd. cc

conferences, business meetings or other events. The property’s extensive grounds and outdoor venues also make it the perfect venue for larger events.

Our conference rooms, equipped to suit all requirements, come in a variety of sizes and guarantee efficient working conditions.

Our food and beverage team can also assist you to make the right catering choices to

complement your event.

Achieving a perfect business event is no easy feat. This is why we take pride in assisting you every step of the way and in ensuring that your business event does indeed become one to remember. cc

More information available on T: 2123 1015; E: comm@ssmgroup.org

Business events at the Paradise Bay Resort Hotel Surrounded by breath-taking views of the Mediterranean Sea, the Paradise Bay Resort Hotel’s unique position makes it the obvious choice for your next business event.

The hotel offers a number of halls, suites and outdoor venues, including halls bathed in natural daylight and enjoying sea views, which can host various tailor-made functions,

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Contact our events department on T: 2152 1166; E: events@paradise-bay.com 105

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Camray – entrusted with major turnkey and finishing projects since 1988 Camray dates back to 1988 and since then has developed into a major turnkey and finishes contractor, having been entrusted with numerous prestigious projects.

Camray had also expanded into marble works, as well as the restoration and property sectors. Camray is the brainchild of Raymond Camilleri, who combined his entrepreneurial skills with his love for finishes and detail to form a turnkey company completely dedicated to client satisfaction. Camray’s mission statement is to ensure that projects are carried out within agreed budgets, timeframes and to the required specifications.

The reputation and growth of Camray are a direct result of its rigorous adherence to job and time programming, technical assurance, design coordination, and most importantly immediate response to the client’s needs

Turning the home into an evolving experience Petrolea is a company founded three generations ago, in 1891. It is currently owned and managed by the third generation of Zarbs.

Since its inception the company prided itself in stocking fine quality merchandise – from fine bone china, crystalware, top designer Alessi products, giftware, general kitchenware, utensils and appliances, general household plastics, bathroom accessories, outdoor and leisure, to industrial pallet racking and storage shelving systems.

The range of products has evolved following technological trends. Initially, Petrolea specialised in the supply of paraffinrelated items. These high-quality, and at the time state-of-the-art products, established Petrolea as the leader and trendsetter for the supply of such goods. Nowadays, Petrolea has kept in line with the technological improvements and is now supplying products

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throughout the project. This is a result of the company’s strong belief in customer care and that good servicing has to be an ongoing operation in order to be effective. This strong servicing culture is evident in its teamwork and client satisfaction.

Within the last couple of years Camray has taken over prestigious projects such as the Fort St Elmo Heritage Experience (GHRC 004/2013), The Malta Gaming Authority offices in Smart City, finishing works at Actavis Ltd (The redevelopment of Industrial Unit BLB 15), finishing works at Block F and outside area at MCAST, Paola, and the finishing works for the Cirkewwa Ferry Terminal. Its most recent project was the Cittadella project in Gozo (CT3125-13).

Installations and interventions within this

project included construction and restoration works, conversion of a visitor centre including audio-visuals and the fabrication and installation of the Cittadella gate.

Raymond Camilleri also set up Bridgepoint Limited in 2011; a Maltese registered company that specialises in high-quality bathroom fittings, accessories, kitchen taps and kitchen sinks. The brand’s reputation in the last two years has grown exponentially and today is a renowned, trustworthy brand. Due to its local popularity, the brand has also expanded internationally and is also sold directly within the UK market. cc

which are turning the ‘home’ into an evolving experience.

Since its inception Petrolea operated its own retail outlets. The name Petrolea was derived from the plural term of petroleum.

Soon after the founder’s – Carmelo Zarb – son Beato Zarb took over the business in 1920, the business moved to 26, Merchants Street, Valletta. This was the capital’s main street for commercial activity. This outlet had always been the primary destination for all those clients who needed any item related to the kitchen and home. Renovated in 1997 and spread over three floors, covering an area of 300sqm, it became one of Malta’s top household/gift stores. Our logo said it all…

‘The Shop Worth Visiting’.

In 2010 the decision was taken to move out from the renowned store in Merchants Street, to a bigger and more centralised new showroom in Valley Road, Msida. This new outlet is more easily accessible, due to the extensive parking facilities and offers the convenience of being open all through the day. At these new premises, one can find the complete range of products on display.

Since 1965, Petrolea established a vast network around Malta and Gozo, introducing the Wholesale Division. This division kept

growing and today operates from a modern complex in Birkirkara (a central location) incorporating a 2,500sqm warehouse, showroom and head office, and is serviced by a fleet of vehicles.

This year we are proud to be celebrating 125 years in supplying domestic commodities, and we still pride ourselves, as we did in 1900, in offering the best and most modern kitchen and household novelties, while still maintaining our traditional high standard of service to our customers – offering free delivery and personal service to our clients. cc

For more information on Camray – T: 2169 6015. For more information on Bridgepoint – T: 2147 2241; E: sales@bridgepoint.com.mt

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CC MEET THE ARTIST

Darkness and light: the atmospheric work of Julinu

Photos by Inigo Taylor

Illustrator Julinu (Julian Mallia) recently made headlines upon winning the New Talent award within the Advertising category at the World Illustration Awards. Sarah Micallef meets the artist behind the meticulously painted visual ideas, to learn about his background and work, which is often characterised by atmospheric, surreal themes and occasionally laced with dry humour.

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“W

hen I was growing up, I would draw as a hobby, but chose to study sciences,” says Julinu, who went on to get a Psychology degree from the University of Malta. It was after university, throughout which he practiced art on the side, that the illustrator made the decision to pursue art full-time.

Equipped with a BA in Graphic Design and Interactive Media at MCAST, he worked at an advertising agency as a graphic designer and illustrator, where he developed an ever-keener interest in illustration. After four years, he took the plunge and went on to study abroad, completing an MA in Sequential Design and Illustration at the University of Brighton in the UK. “It was a really enriching experience – not just the course, but even the people that I met there,” he says.

Indeed, Julinu, who now works as a freelance illustrator and graphic designer, maintains that his idea-driven work

is informed by his advertising agency experience as well as his academic background in both psychology and illustration. Speaking of his technique, he maintains that it largely depends on the desired outcome. “For commercial projects, I tend to go for digital, or a mix of oil paint and digital work, as it provides more flexibility.

As a personal preference though, I prefer oil paint and pencil. There is a charm in the imperfections, which makes it more organic and genuine – whereas with digital, you can keep endlessly refining.”

As for his chosen tools, Julinu works with whatever is available, though believes that tools are secondary to the message.

“For traditional work, I use literally what I find – oils, board, builder’s carton, canvas or paper. For digital, if I hadn’t started first with oils, I’ll use a graphics tablet. The technique helps you portray the message, but I believe that the concept is what is most important,” he says.

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“The technique helps you portray the message, but I believe that the concept is what is most important.”

When it comes to subject matter, the illustrator maintains that there is often an element of angst in his work, though this has “toned down” over the years. He refers to his work as largely concept-based, with existentialist, absurd and surrealist tendencies, particularly when it comes to his main project at the University of Brighton – a stop-motion, oil-on-paper, animated, short film called Loophole, which is currently a work in progress.

“There is always an underlying message.

I would have something to say, and the painting is a means to say it. I’d never just paint a vase, except as a technical exercise, for example! There is generally always some form of rationale behind a piece,” he explains.

I also note that Julinu tends to exhibit a 110

Photo by Inigo Taylor

The Plight of the Homeless Orca - pencil

preference for black and white tones over colour – a feature he attributes to his main area of focus. “Because of the fact that I mainly focus on the concept, colour becomes an afterthought. I’m trying to introduce more colour gradually though,” he adds.

Speaking of his creative process, Julinu admits that unlike artists who tend to be more impulsive with their work, it is essential for his approach that he plans in advance, and knows exactly how a piece is going to turn out before he attempts it. “I begin by writing ideas and thoughts,” he says, showing me a heaving sketchbook dedicated to the aforementioned stop-motion film, Loophole. The pages are covered in scrawled notes, interlaced with random sketches and storyboards.

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CC MEET THE ARTIST

Oral Delight Ocular Peeler - Photo by Inigo Taylor

“I write out my thoughts about the message I want to elicit, and combine it with sketches – a lot of which don’t even make it to the final piece. I then filter my ideas, sketch, and take photos before starting the painting process.”

Photo by Inigo Taylor

“I write out my thoughts about the message I want to elicit, and combine it with sketches – a lot of which don’t even make it to the final piece. I then filter my ideas, sketch, and take photos before starting the painting process,” he explains.

As for sources of inspiration, Julinu admits that while he is rather introspective, inspiration can be found anywhere, and he felt this particularly keenly while studying in Brighton. “When I was abroad and out of my comfort zone, working out of a small basement, I often felt more inspired,” he says, adding that due to the darker nature of his work, one can be inspired by the struggle. Other influences come from the work of film directors like Luis Buñuel, David Lynch, Federico Fellini, Satochi Kon, Hayao OCTOBER / NOVEMBER 2016

Miyazaki, Ingmar Bergman and Alejandro Jodorowsky, and animators such as Piotr Dumala, Alexander Petrov, Jan Svankmajer and William Kentridge; as well as several artists and illustrators including Shaun Tan, James Jean, Mc Bess, Salvador Dalí, Giorgio de Chirico, René Magritte, Jean Giraud (Mœbius), Maurits C. Escher and Jenny Saville.

Looking back on the high points throughout his artistic journey so far, Julinu names winning the New Talent award within the Advertising category at the World Illustration Awards last August as particularly special: “it served as an acknowledgment of my work, from people who are completely impartial. The judging panel was made up of 24 international industry professionals.”

Maia’s Morning Malaise - Illustration for Loophole film poster

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My Early Math Lesson

His winning entry, titled Maia’s Morning Malaise, was created for an illustrated poster for his short film Loophole – his final project within the Sequential Design and Illustration course in Brighton, which Julinu deems another definite turning point in his career. “To make a living from art, you have to always better yourself, and to do that, it helps to know the level of the people out there, not just within your circles – so you can further push yourself,” he says. When it comes to animation, he admits, “I’m not an animator, but I like to experiment. In Loophole, I try to combine illustration with moving images.”

Last May, Julinu was shortlisted to undergo a test to join the international painting crew working on the animated, full feature film Loving Vincent, in Poland.

After going through the arduous three-day test, he came to the conclusion that the highly demanding workload wasn’t for him, but nonetheless holds the experience dear: “visiting the studios and meeting so many highly skilled and friendly artists was incredibly enriching and inspiring.”

As we speak, the illustrator is currently working on the illustrations, graphic design and overall branding direction for the Malta Book Festival 2016. “I’ve just finished working on the promo, alongside another animator,” he says, adding other commercial work including various artworks, billboards and booklets to his agenda for the moment. “I also have personal projects lined up. I have a long 114

list – some of which are just ideas, some have developed into sketches, but so far none have been translated,” he says.

Moving forward, Julinu maintains, his main aim is to continue along his chosen path, creating more genuine work that is of a good quality, and widening his client base.

And while he feels there is still a long way to go, he has a few words of advice for aspiring artists and illustrators: “you have to be a bit

rebellious, and not necessarily interested in following certain social scripts. You come to a point at which you realise that the traditional route is not for you. It’s not a safe path and it’s difficult in the beginning – you have to really believe in your work and have something to say.” cc Check out more of the artist’s work on www.julinu.com

Photo by Inigo Taylor OCTOBER / NOVEMBER 2016