FINAL ANN. REP. 0 (Converted)-5 1/17/05 4:23 PM Page 3 C
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Joseph R Grima
Chairman’s Statement This is the final occasion on which it is my privilege to write a foreword to a MITTS Ltd annual report. In January 2005 I am stepping down as Head of the Public Service and as Chairman of MITTS Ltd. These two roles are closely interlinked because of the core function of MITTS Ltd, which remains that of supporting change in the Public Service through the exploitation of information and communications technology. I have been a member of the board of directors of MITTS Ltd since the incorporation of the company in November 1990. I have served as Chairman for these last eight years. Key achievements during these years include the development and upgrading of the Malta Government Network; the introduction of e-mail and its diffusion throughout the Public Service as from 1996; the preparations for Y2K, a largely forgotten event today but one which represented a major exercise in contingency planning and precautionary work; the development of a major presence for the Public Service on the Internet, with 56 ministry and departmental websites in addition to the main portal (www.gov.mt); the introduction of transactable e-government services; and, more recently still, the development of information security procedures and expertise. It is no exaggeration to say that, with the support of MITTS Ltd, the Public Service has gone through a silent revolution. Every single back office process in Government departments is dependent on information technology. If, today, Malta’s progress towards the objectives of “eEurope” compares very well with those of other EU member states, this is in considerable measure thanks to MITTS Ltd. However, constant change in the Public Service has been matched by constant change on the part of MITTS Ltd itself — to develop new areas of expertise in line with the needs of its client, to keep up with technological change, and to maintain its strengths at a time when the rapid expansion of the local IT industry was leading to fast staff turnover. MITTS Ltd succeeded in fulfilling its mission and in adapting itself to meet new requirements thanks to the excellence of its management team and the commitment of its workforce. The company kept its staff on board throughout the constant internal changes, without compromising its pursuit of high standards. Care was taken to limit the damage caused by change; there was no chopping and changing for its own sake; values were constantly promoted and targets were set, but time was also taken to appreciate the efforts and attributes of staff and to give credit to their achievements. The investment of time and patience has proved to be the cornerstone of successful change management. Another cornerstone of a well-run company is a proper understanding by key players — senior management, the directors, the Chairman — of their respective roles. The Chairman should refrain from constant involvement in day-to-day management. Yet he should remain alert to the need to intervene and be quick to do so when necessary.
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