achievement & projection The Malta Independent on Sunday 19 January 2020
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achievement & projection
The Malta Independent on Sunday | 19 January 2020
PERFORMANCE AND SKILLS FOR 2020 Workplace norms are changing rapidly, flexibility, smart goals and personal development are what employees are looking for today. oday’s dynamic, rapidlychanging workplace sees technological development not only dictating work practices within various industries, but also redefining their environment, and the skills employees will need. The average employee, in this and the next decade will have to be able to re-think and update their skills several times during their working life. These are some of the areas where new thought patterns and approaches to work projects will be essential. Creativity and creative thinking will be important. Discover ways to improve yours. Believe it or not, 30 minutes a day, preferably outdoors, focusing on your surroundings, and totally unplugged works wonders. A productive interest, requiring skills completely removed from work but equally satisfying, will give you more strings to your bow. Two hours of mind games, from detective stories to Sudoku, a week will expand your analytical skills and memory, and will speed up your thinking skills. And you will probably want some way to improve your reflexes and rapid reaction rates; a sport or online games for example. Bear in mind physical fitness has a big influence on creativity too.
Problem solving is often helped by life experiences and, so far is a skill that separates us from robots. You can improve your techniques by concentrating more on a solution than on the problem itself. List as many practical solutions as possible. Consider how to discuss the problem with others, without naming or blaming. Learn to think laterally. Flexibility, or being able to deal with unpredicted changes is a definite asset. Enhance yours by varying everyday routines, approaching tasks, travel, even eating habits differently now and again, to avoid living in too comfortable a rut. Imagine certain situations turning out in different ways and how you would deal with that. And occasionally consider alternative ways of doing things. This is not only good preparation for the unexpected but also another way of stimulating creativity. Emotional intelligence, or the ability to process your own and others’ emotions is crucial in all work fields. It is vital for successful communication and effective collaboration among colleagues and contacts. No amount of company bonding exercises can give you it to you; it comes from your actual personality. But it can be improved by regularly taking some time to reflect on your own feelings and how you behave towards them and those of
others. Watch people’s body language and expressions. And think how certain unpleasant events or comments would make you feel, before putting others in similar positions. Inter department skills, that is having an understanding of an organisation from different perspectives, are a real advantage in a company or work place. Interact with colleagues in different departments so you are familiar with their responsibilities and take every opportunity to support them. People thrive in an atmosphere where others are willing and able to stand in for each other when necessary. People management is one of the most obvious skills you need. Do not expect to get anywhere if you fail to show that you are motivated, a team player, communicative, trustworthy, loyal, to the right people, and generous – with your time as well as coffee and cakes, Virtual literacy, or the means to keep your ear to the ground and up to date with all things technical and the everdeveloping jargon and tools that keep us connected, sharing, communicating and creating 24/7; only in a good way. Keep up with refresher courses, familiarise yourself with any new gadgets or appliances the minute they appear.
Cross cultural awareness, or being able to communicate and collaborate with individuals from different countries and cultures, are imperative today. Not everyone is born with an inherent sense of respect and acceptance but it is something that can be worked on. Those who can always focus on people and the job in hand and act on their own impressions, rather than pre-learned ones, will certainly have the advantage here. Negotiation skills are essential no matter what career path you are on. Agreements, achievements, and all sorts of negotiations are successful as a result of these skills. They are learned and perfected from childhood. But can also be learned and practised through coaching and role playing exercises. Decision making skills come through developing leadership, analytical interpersonal, and intuitive skills. Welcome any training or experiences that can help you make the right decisions at the right time. When all is said and done decisions are often the making or breaking of a successful outcome. These skills are basically interrelated and are just as valuable in their own right as academic qualifications and training. How we can use these skills influences our choice of work and degrees of success. And, ultimately, make the jobs we choose worthwhile and special.
achievement & projection
The Malta Independent on Sunday | 19 January 2020
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NEW YEAR RESOLUTIONS FOR EMPLOYERS Without doubt, some of the worst work/life practices occur in the least expected companies and outlets. hile most of us are happy, thriving and fulfilled in our work, there are too many employees who dread going back after their recent breaks. There are plenty whose work environment actually works against them, and those who feel devalued, taken advantage of or taken for granted. This is not to say they are in the wrong job, or should be able to find other employment elsewhere. They are more than likely extremely good at what they do, or there may be reasons why they cannot find alternative employment. On their behalf, here are some resolutions for employers, and management, to consider. Prevent burnout. Employees are not robots (yet). In most cases there is no excuse for not keeping hours realistic, with breaks of reasonable length, at proper intervals. Tired staff are at risk of making mistakes and more likely to fall ill, adding to the stress of fellow workers, and possible loss of productivity for the company.
slacking, or the request for a pay rise. Failing to notice effort and ambition, or to praise where praise is due is what causes resentment and apathy. Any good will spread though the workplace will surely reach outside as well, giving a positive impression of the company at large. Use criticism carefully. Don’t let others take the blame unjustly. Give reasons and explanations for decisions to everyone they affect, and consider all comments and their possibly interpretation before making them. And have the courage to speak face to face with bad news, instead of lurking behind an e-mail.
Make workplace environments comfortable. In some countries it is illegal not to provide seating for security, reception and retail staff to use, in quieter moments. It does not look as if Malta is one of them; not that that is any excuse. There should be facilities on hand for refreshment breaks, fresh water and cloakrooms. Staff cannot work to their full ability if their surroundings do not support them.
Allow for flexibility. Employment practices that include flexi time, job sharing and where possible working for home, will get twice as much work per employee than many give under set and determined hours and rostas.
Support employees better. No one should be made to feel guilty for, or prevented from, taking emergency leave. If workplaces are so understaffed that cover cannot be found without putting pressure on fellow workers it is hardly their fault. Time off and leave should be allocated fairly, not according to supervisors’ whims. Happy employees are not the ones who are continually taking sick leave. Focus on feedback. Staff will be better able to support each other if they feel respected by their employers. Management and colleagues who are too busy watching their own backs and image should spend more time listening to and acting on the concerns of those on the front line. Praise and encouragement It costs nothing, despite a culture in too many places that considers it only invites
Take spontaneous chances to make small gestures of gratitude to your employees. An emailed memo, a cake, an extra half day’s paid leave for freelancers etc, will pay back handsomely. Consider the vibes Customers, clients, all visitors in fact, are aware of the vibes and atmosphere in an office, department or shop floor. This immediately sets their impression of the place and could ultimately influence how they would like to do business with a company or use its products and services. This could be the year to invest more heavily in the unseen, backstage and personal issues of your employees so that that the whole enterprise runs as an attractive and successful organisation.
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The Malta Independent on Sunday | 19 January 2020
ST JOHN’S CO CATHEDRAL VISIONS FOR THE FUTURE Centuries after the first stones of this magnificent monument to our faith and heritage were laid projects carrying us further into the 21st century have been taking place. isitors wanting to see Caravaggio's Beheading of St John the Baptist can now look forward to a whole new experience while viewing this famous painting and another, St Jerome Writing, in the dedicated space they richly deserve. The new Caravaggio Wing, situated next to the cathedral, will house both works plus all 29 pieces in the set of St John’s tapestries. This is the largest complete series of tapestries in the world and is modelled on an earlier set designed in 1622 by Peter Paul Rubens for Isabella, Infanta of Spain and Sovereign of the Southern Netherlands. They depict the Triumph of the Eucharist and other scenes from the life of Christ. Almost half a million people a year visit St Johns’ Co- Cathedral. The new annex, housing the wing will not only provide protection from environmental damage, it will improve the flow of visitors, their sight lines to the exhibits and their access to information. There are also plans underway to create more interaction, and active participation for everyone which will certainly go a long way to making visits even more attractive. This will benefit, not only tourists who visit, but locals of all generations, who are in danger of taking these wonderful treasures for granted. Time used to create the Caravaggio Wing was well spent. The technical restoration of the tapestries, initially restored in Belgium by the De Wit Restoration Laboratories, ensured the conservation of their delicate fabric, while losses and open seams were reinforced and lined for strength and support. And the wing is also designed to keep temperature and humidity levels constant, ensuring the correct environment needed for all the exhibits. The Maltese Islands may be small but the historical and cultural value of buildings such as St John’s Co-Cathedral and its priceless paintings and artifacts is immense. The Caravaggio Wing will ensure that this precious heritage can be revered for centuries to come.
achievement & projection
The Malta Independent on Sunday | 19 January 2020
A REMARKABLE RESTORATION
The monumental task of restoring the resting place of 12 Grand Masters of the Order of the Knights of St John has ensured its preservation for many more centuries. he Grand Masters’ Crypt was built beneath the high altar of St John’s Co-Cathedral when the church was constructed in the late 16th century and contains the remains of the first 12 Grand Masters who headed the Order between 1522 and 1623. Its location made conditions disastrous for the frescos, monuments and stone sarcophagus. Extensive studies and research diagnosed fluctuating temperature and humidity, level, leaking water, salt and the build up of layers of dirt as the main causes of the extensive damage to this historic and revered building. Frescoes discoloured and became gradually detached from walls and the ceiling. The stone sarcophagi were damaged from powdering caused by rising damp and fluctuation in temperature and humidity levels.
THE WORK IN PROCCESS
Assessing the climatic and humidity conditions in the crypt, and an extensive period of monitoring the internal and external environment to understand how the immediate surrounding areas affected conditions in the crypt was carried out first. Trials were made on materials to be used to consolidate weak plaster areas, remove salt, consolidate the stone sarcophagi and clean the marble and bronze tombstones. Layers of dirt were painstakingly loosened with brushes, then vacuumed up. The monuments were lightly cleaned with deionized water, with a variety of application methods including swabs and natural sponge. The multiple layers of paint on the altar and its surrounding columns were flaking. In the light of analytical and archival evidence, the upper (modern) layers of paint on the altar and columns were removed and the lowest, potentially original layers, were kept, where possible. Occasionally, black fungi remained deeply embedded within the structure of the stone. As it could not be removed without damaging the original stone it was treated with a low concentration of biocide. The monuments, being mainly composed of Globigerina limestone for the body, with marble or metal commemorative plaques and effigies, exhibited different degrees of deterioration according to stone type and location in the Crypt. Great care was taken to discover and use restoration materials which are compatible with the original components, as this is essential for the consolidation and conservation these particular historic monuments.
RESTORATION OF THE ALTAR AND CRUCIFIXION GROUP
The Crucifixion group above the altar of the Grand Masters' Crypt is composedof six wooden statues representing Jesus, theVirgin Mary, Mary Magdalene, St John the Evangelist and two angels. The back ground of the Golgotha scene is clad in black Portaro marble slabs and is framed by a cornice made in Gia/lodiSiena marble, which was first cleaned of dust and residues of salts. The statues were cleaned of deposits of dust and grime. Studies show that the group was over painted between the 18th and 19th centuries by applying layers of white oil-based paint and a coating of mixture of gypsum. The over painting was removed by application of solvent gels and the original finishing was restored. The statues and the marble were in a poor state of conservation, as was the wood. The analysis of deterioration of the marble was carried out to identify the compositional materials to be used and to plan the methods of restoration accordingly.
LEGACY
The long-term survival of the Crypt and mitigation of damage depends on the permanent control of the environment. An environmental control system, consisting of a custom-made unit which includes heating and cooling, dehumidification and humidification is now in use. The ambient conditions achieved and maintained by this equipment must remain constant. For this reason, a specifically designed glass door, that is hermetically sealed, has been installed to isolate the interior and sustain the delicate environment. The door was designed to incorporate a viewing platform allowing visitors to see the Crypt from outside and enjoy its historic relevance and artistic significance.
The Grand Masters’ Crypt is Photo Credit: The St John’s Co-Cathedral Foundation
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The Malta Independent on Sunday | 19 January 2020
FUNDS RAISED FOR ART FOUNDATION PKF Malta Art Exhibitions have raised over €15,000 in aid of ALS Malta Foundation .
his magnificent total was raised, in the past two years, through its annual client reception and Art Exhibition that takes place during the same event. This year will be the third edition, and the up-coming event will be yet another opportunity for local and international artists to collaborate with PKF Malta and ALS Malta Foundation with the aim of raising more funds for this NGO. The goal of the ALS Malta Foundation is to raise awareness and offer support to ALS and MND sufferers in Malta and Gozo. Spearheaded by Bjorn Formosa, it serves as a community to give support and palliative care, and help research. In the past three years, paintings and works of art by various artists were sold during PKF Malta’s art
Some of the paintings which will be displayed and available for purchase during this year’s PKF Malta Art Exhibition event in aid of ALS Malta Foundation
exhibition. The artists included Nick Inguanez, C. S. Lawrence, Brian Grech, Lara Parker, Sandra Ciliberti, Clemens Hasengschwandtner, Torri, Ed Schembri, Christian Formosa, Tijana Raskovic, Mark Mallia, Antoine P. Camilleri and Dag Art. Bjorn Formosa, Chairman of
ALS Malta said: “We have a very important year ahead of us with huge objectives and a great project to deliver. We have started with the construction works on the newer and bigger DAR Bjorn, which we are planning to finish by the end of the year. In the meantime we will keep on working tirelessly to raise
enough funds to complete the finishes on this new residence.” He added: “We are extremely grateful to PKF Malta, which for the third year running has decided to organise its annual gathering and art exhibition in aid of ALS Malta Foundation.” George Mangion, Senior Partner at PKF Malta said: “The art exhibition in aid of ALS
Malta has been an annual fixture in our calendar, and the event has grown from strength to strength. As we mark PKF International’s 50th anniversary and PKF Malta’s 25th year operating in Malta, we firmly believe that it is our corporate social responsibility to help individuals in need, and be active in our community. Likewise, through this effort we are promoting local artists and giving our clients the opportunity to purchase works of art. It is a win-win situation for everybody.” PKF Malta is a fast growing, progressive firm which is a member of PKF International, a network of independent firms of accountant and business advisors with more than 440 offices in over 100 countries. In 2019, PKF International celebrated its 50th Anniversary and PKF Malta has been operating in Malta for the past 25 years.
MAZARS REPORTS OUTSTANDING PERFORMANCE IN 2019 The company had an unprecedented 10.4% revenue growth (9% organic) Milestone year for international expansion, and is on track to achieve2020 objectives n 15 January 2020 Mazars, the international audit and advisory firm, announced revenues of €1.8 billion in its 2018/2019 financial year (1September 2018- 31 August 2019), up 10.4% (excluding Forex impact of +0.2%) compared to the previous financial year. The increase in revenues was supported by a strong 9.0% organic growth, complemented by a positive external growth of +1.3%. “This is the highest level of organic growth recorded by Mazars since 2011/2012. This outstanding performance comes from a combination of a high level of expertise, and a strong commitment of our teams to deliver a seamless experience to our clients globally, as well as a true recognition of the benefits of Mazars’ uniquely integrated partnership model. Mazars is a trusted partner of choice for organisations of all kinds, not just listed companies”, said Hervé Hélias, CEO and Chairman of Mazars Group.
BROAD AND BALANCED EXPERTISE
Audit has been at the core of Mazars’ expertise and will remain at the heart of its business in the years to come. To support the evolving needs of its clients, Mazars has built a significant offering in advisory, tax and compliance services. Today, audit and accounting comprise 63% of total revenues, advisory 37%. While expanding geographically, Mazars has enjoyed sustained growth across each of its business lines. Growth in 2018/2019 was: audit +8.5%, accounting and outsourcing services +8.2%, consulting +24.2%,
LOOKING AHEAD
tax +9.9%, legal +34.9% and financial advisory services +9.5%.
A SUSTAINABLE GROWTH STRATEGY
The strength of Mazars also lies in its capacity to grow in a profitable and sustainable way. With people and technical excellence at the heart of its development, the firm constantly invests in its teams as well as in technological innovation, integrating artificial intelligence, machine learning and comprehensive data analysis in our audit and advisory services. In 2019, 92% of its staff took part in education programs.
MAZARS IN MALTA
In Malta, Mazars also performed well in 2018/2019. The firm recorded revenues of €3.43 million, up by 11.6% from last year, and now employs 60professionals under the leadership of four partners.
“2019 has been a pivotal year for Mazars. We believe these achievements and the acceleration of our transformation confirm the technical excellence of our people and the relevance of our strategy. We have remained true to our values and entrepreneurial spirit, growing in a responsible and sustainable way. Our firm is better positioned than ever to accompany its clients’ development. In 2020 and beyond, we aspire to continue to be a firm of choice for a diverse range of talent and for clients in an industry which needs choice, and are committed to help build the economic foundations of a fair and prosperous world”, concluded Hervé Hélias.
ABOUT MAZARS GROUP
Mazars is an internationally integrated partnership, specialising in audit, accountancy, advisory, tax and legal services. Operating in 91 countries and territories around the world, we draw on the expertise of 40,400 professionals – 24,400 in the Mazars integrated partnership and 16,000 via the Mazars North America Alliance – to assist clients of all sizes at every stage in their development. www.mazars.com| LinkedIn|Twitter Contacts: Mazars Malta Enrico Federici – Marketing, BD & Communications Manager Rightword by Leonard Zammit Munro – PR agency www.mazars.com.mt | Facebook | Twitter
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The Malta Independent on Sunday | 19 January 2020
2020 BRINGS POSITIVE OUTLOOK FOR EMIRATES Airline looks ahead to Expo 2020 in Dubai, and continued strengthening of its business mirates, the world’s largest international airline, concluded 2019 with a successful string of product, network, and customer experience highlights. In 2020 the airline will continue to focus on strengthening its business across operational, commercial and customer experience metrics, and the excitement of Expo2020 – the world’s greatest show, which will open its doors to global visitors from October. Remarking on 2019’s milestones and highlights, Sir Tim Clark, President Emirates Airline said: “Twenty nineteen was a year of recalibration in terms of our fleet and network plans, when it became clear that the A380 programme will cease. Emirates’ dynamic approach to capacity deployment – during the southern runway renovation at Dubai International, as well as in response to the capricious forces of politics and socio-economics throughout the year – demonstrated our agility and yielded results. We’ve also stayed focused on delivering our ‘fly better’ promise to customers through enhancing our product and service proposition at every touchpoint.” On Emirates’ outlook for 2020, Sir Tim continued: “In 2020, we’ll continue to leverage our partnerships to provide even more connectivity and value for our customers. And we look forward to welcoming the world to Dubai for Expo2020, where we will showcase the future of aviation at the Emirates Pavilion.”
CONNECTING THE WORLD TO AND THROUGH DUBAI
During 2019, the airline carried close to 58 million passengers on its modern and efficient fleet of Airbus A380 and Boeing 777 aircraft. Emirates operated over 3,500 flights on average per week, or over 186,000 flights, travelling more than 885 million kilometers worldwide, which is the distance equivalent of more than 2,300 trips to the moon and back.* The airline served nearly 63 million meals on its flights departing Dubai*, and handled over 35 million pieces of baggage in Dubai* alone. It reinforced its global network of 159 destinations, with the addition of three new passenger routes: Dubai to Phnom Penh via Bangkok, facilitating a new connection between Cambodia and Thailand; a non-stop service to Porto, the airline’s second destination in Portugal; and most recently, a new service to Mexico City via Barcelona. In addition, Emirates uplifted frequencies and upgraded capacity to 12 points within its network. Emirates also expanded customer choice, connectivity and convenience by growing its partnerships. The airline ended 2019 with 26 codeshare partners and 156
interline partners in 200 countries, extending its network by over 1,800 unique destinations. New partnerships forged included those with China Southern Airlines, Africa World Airlines, LATAM Airlines, SpiceJet and Interjet. Emirates and flydubai marked two years of successful partnership, carrying more than six million passengers on their joint networks to and through Dubai since 2017. Emirates’ passengers benefit from seamless connectivity, accessing 94 destinations on the flydubai network; flydubai passengers can also access 143 Emirates destinations. Emirates expanded its A380 network by intorducing scheduled services to Riyadh, Cairo and Muscat. The Emirates A380 also operated seasonal services during the summer to Boston and Amman, so more customers could experience its flagship aircraft.
STRATEGIC FLEET INVESTMENTS FOR THE FUTURE
At the Dubai Airshow 2019, Emirates placed an order for 50 A350-900 XWB aircraft and confirmed a full purchase agreement for 30 Boeing 787-9 aircraft. In line with its long-standing strategy to operate modern and efficiency wide-body aircraft, the airline’s latest US$ 24.8 billion investment in its future fleet will expand its operational flexibility in terms of capacity and range, and allow it to further develop its network proposition beyond 2020.
CUTTING-EDGE CUSTOMER FOCUSED INITIATIVES
Placing customers at the heart of its business, Emirates delivered another year of trendsetting product and service initiatives to provide an unmatched travel experience in the air and on the ground. In April 2019, the airline completed its US $150 million refurbishment of 10 Boeing 777-200LR aircraft, offering a two-class cabin with wider Business Class seats in a 2-2-2 format and a fully refurbished Economy Class cabin. Emirates’ customers continue to be spoilt for choice with over 4,500 channels on ice – the airline’s award winning inflight entertainment system, which clinched its 15th consecutive Skytrax win in 2019 for Best Inflight Entertainment as well as its third consecutive APEX Passenger Choice award for Best Entertainment. In 2019, Emirates elevated the inflight entertainment experience by introducing playlist synching, where customers can browse the extensive content available, create personalised playlists ahead of their flight, and sync it to their seats once on board their flight, using the Emirates App. Since its launch, more than 180,000 unique playlists have been created. The airline is progressively expanding this
facility across its entire fleet. Emirates continues to invest over US$ 27 million annually to operate inflight connectivity systems, serving the increasing expectations of modern travellers. More than 13 million Wi-Fi connections were made on-board Emirates flights in 2019, enabling customers to stay connected to family and friends when they fly. Providing a stress-free, end-to-end customer experience, Emirates launched its first remote check-in terminal outside of the airport, to provide smooth connections for cruise passengers in Dubai. These Emirates check-in counters, located at Port Rashid, allow passengers who are disembarking from their cruise ships to check in for their onward Emirates flight and enjoy a hassle-free stopover visit in the city. Emirates launched biometric boarding and facial recognition technology at its departure gates for customers flying from Dubai to any of its 12 destinations in the U.S., reducing the time taken for identity checks to two seconds or less. More biometric technology will be rolled out in 2020, in coordination with partners at Dubai International airport.
THE EMIRATES APP
With nearly two million active users, this has become one of the top airline apps Available in 19 languages including Arabic it allows passengers to search, book and manage their flights. The airline recently launched a new feature called Airport Maps, allowing customers to navigate seamlessly through Dubai International Airport including check-in desks, Emirates lounges, shops, restaurants or ATMs in the airport. Emirates Skywards, the award-winning loyalty programme for Emirates and flydubai, celebrated its 25 million member mark in 2019. The programme introduced a range of new products and services throughout the year, including Skywards Exclusives, a unique offering of carefullycrafted experiences from Emirates’ expansive sponsorships portfolio. Skywards Everyday gives members the power to earn Skywards Miles anytime, every day at their favourite retail,
entertainment and dining outlets across the UAE. Emirates Skywards also forged new partnerships, including with airlines such as Copa Airlines and Bangkok Airways, hotels, retailers, and banks.
BRINGING PEOPLE TOGETHER
In 2019, Emirates continued to support sports and culture through its extensive global sponsorships, connecting with its customers worldwide and bringing people together under a shared passion. Once again it activated a variety of initiatives at some of the most anticipated sporting events of the year, including the ICC Cricket World Cup 2019 and the Rugby World Cup 2019™. At home, the airline also celebrated the 50th anniversary staging of the Emirates Airline Dubai Rugby Sevens. In 2019, Emirates commissioned eight bespoke aircraft liveries highlighting significant events and showcasing its partnerships to a global audience. These were: the three Expo 2020 Dubai liveries that represent the Expo themes of sustainability, mobility and opportunity; the “UAE in Space” Emirates A380 that pays tribute to the UAE's first space mission; the “ICC Cricket World Cup 2019” Emirates A380; the “Rugby World Cup” Emirates A380; the “50th Emirates Airline Dubai Rugby Sevens” Emirates A380; and the “Year of Tolerance” Emirates A380. Marking the 48th UAE National Day and the UAE Year of Tolerance, Emirates ended the year with flying colours as it broke a GUINNESS WORLD RECORDS™ for most nationalities on an aircraft. Celebrating the diversity in the UAE, the historic one-off Emirates A380 flight carried over 540 passengers from 145 nationalities. Passengers celebrated the various ethnicities, religions and cultures onboard, which is a strong reflection of Dubai’s multicultural social fabric. *Flight figures are for the calendar year 2019 *Catering figures cover meals loaded at Dubai International only. This does not include meals loaded at other destinations. * Baggage figures cover Dubai International only