TM will not publish probe on maritime enforcement section
An internal investigation has found no evidence of meddling in maritime fines
Transport Malta will not publish an internal investigation it claims found no evidence of abuse within its maritime enforcement section, saying it does not want to hinder an ongoing police investigation.
“It would be premature to publish such reports, so as not to hinder that [police] investigation. We leave it to the authorities to do their work and investigate where necessary,” a Transport Malta spokesperson told Times of Malta in a reply to questions.
“An internal board of inquiry has concluded there was no evidence of tampering of fines. The report has been promptly shared with the police to facilitate their inquiries. Transport Malta is fully collaborating with them in their independent and distinct investigation.”
Malta Today reported that senior Transport Malta officials are at the centre of a corruption racket in which they allegedly dropped maritime fines in exchange for bribes.
It said at least three officials within the Maritime Enforcement
Unit had tampered with the fines and that in 2021 alone, 59 per cent of Transport Malta fines issued to sea vessels were “lost”.
The transport authority, that has been riddled with corruption allegations in the past, says an internal investigation found no evidence of abuse, but the Nationalist Party is not buying it.
The PN says “it has evidence that proves otherwise” and is reliably informed that figures of “lost” fines in 2022 and last year “are even worse”.
That is why it has demanded that Transport Malta publish the internal investigation, along with how it was carried out and the names of the investigators on the board.
“We don’t trust this investigation and we have reason to believe it was compromised. We have evidence showing officials were forced to lie under oath and that the board of inquiry members were in contact with witnesses who were testifying before them,” PN shadow ministers said.
The PN have accused the police of “lethargy” on the case and claimed the government cannot clamp down on abuse as it is being kept hostage by Transport Malta officials.
In its reply to questions, the transport authority said it “takes all allegations seriously and is committed to collaborating with law enforcement agencies to ensure a thorough and transparent process”.
But it offered no explanation to the allegation that 59 per cent of all maritime fines issued in 2021 were “lost”.
Meanwhile, the police have confirmed they are investigating the case. some
This week, the European Parliament approved the Corporate Sustainability Due Diligence Directive, making it one step further away from its formal adoption by the European Union.
The CSDDD directive, also called the CS3D, makes companies legally liable for environmental and human rights violations within their supply chain, establishing a corporate due diligence standard on sustainability issues for businesses operating in the EU.
The Directive was approved after it was significantly watered-down from the initial proposal which originally applied to companies with a minimum of 500 employees and a turnover of €150 million.
In fact, after substantial political pressure, especially from Germany, the threshold was raised to apply only to companies with 1,000 employees or more and a turnover of €450 million.
The new due diligence requirements not only apply to the direct actions of companies but also to their subsidiaries and supply chain. EU-based companies, as well as non-EU companies that conduct business in the EU, could become liable for the actions of their suppliers.
“Unfortunately, the new Directive is a significantly watered-down compromise version of what had originally been proposed and it will now apply to much fewer companies. What was enthusiastically hyped as heralding a brave new EU-wide initiative in favour of corporate governance, corporate sustainability and due diligence is today no longer so grand. It is not the game-changer that its unfortunate drafters and many EU citizens were expecting,” says Dr David Fabri, lecturer in Company Law.
This Directive is expected to mostly impact sectors such as manufacturing, wholesale of textiles, food and beverage, agriculture, forestry, fisheries and extractive industries.
Saint James Eye Clinic is announcing investment plans for extensive expansion both locally and internationally.
Having outgrown its current premises in Żejtun, Saint James Eye Clinic will be investing over €3 million in a new Eye Clinic on its current hospital footprint. The twoyear project will consist of state-of-the-art facilities providing specialised ophthalmic services spread across three separate floors and will boast cutting-edge technology, diagnostic support and precision surgical and laser departments.
“Today, continuous investment in the very latest diagnostic and surgical equipment has made Saint James Eye Clinic regarded as one of the leading eye clinics in Europe,” explains Jean Claude Muscat, CEO of Saint James Hospital.
After several years of operation as a department within Capua’s St James Hospital in Sliema, the first Saint James Eye Clinic was opened in Birkirkara in 2016.
Muscat explains how the company also has ambitious plans for international expansion. Having been operating in Hungary since 2009, St James Eye Clinic is currently investing €7.5 million in a new centrally located facility in Budapest.
Described as “a new firstclass facility”, the SJH Vision & Aesthetic Centre will offer the very latest in ophthalmic technology and aesthetic procedures. The new facility is set to start operating in January 2025.
Besides state-of-the-art equipment, the company remains heavily invested in delivering an exceptional customer experience.
“Our facilities are quality accredited to ensure safe and successful outcomes for all our patients whom we keep supporting throughout their treatment until full recovery post-surgery.
“However, investment remains crucial. This year alone, we already invested over €1 million to upgrade our diagnostic capabilities to support the latest refractive techniques allowing people of all ages to remove their spectacle dependence once and for all,” adds Muscat.
“Development is not a right and policies do not give automatic rights to development. They are there to guide. And it is a pity that after so much work was put into them, these policies are being undermined by decisions that go against some of the document’s provisions,” was Dr Zammit’s first thought-provoking statement.
Perit Zammit delved into the intricacies of Malta’s Development Planning Act and the significant issues plaguing the island’s development trajectory, giving a lengthy, heartfelt commentary on the constant abuse of guideline policies and the profound impact of their negative shaping of the urban landscape.
“The hierarchy of policy documents is there, established in our Development Planning Act. We have everything in place to guide us when regulating development and deciding development planning applications to ensure better outcomes.
“Although the guiding policies are informed by context and good street design, they are being undermined by decisions that go against some of the document’s underlying provisions and an indiscriminate application of Annex 2’s provisions height interpretation in metres without consideration of contextual safeguards.
“Unfortunately, people pick and choose parts of the policy that apply to them. As a result, these policies have been rendered useless because decisions that outrightly go against them become existing commitments with more weight than the policy provision itself. This is what is leading authorities to repeat the same mistakes and contributing to a lack of informed strategic planning.”
Building height and the value of the street
“Culturally, we need to start looking again at the value of the street whose aesthetics are being eroded by the blatant ignoring of the important heightto-width ratios, especially in UCAs, where a ratio can provide a basis on which future building heights could be established.
“There is an underlying assumption by developers, authorities and Government alike that what should be considered as a ‘maximum’ height is an ‘absolute’. This is a major problem in most localities where many buildings are reaching heights that are not necessarily warranted everywhere.”
Dr Zammit explained that whereas the Local Plan Interpretation document of 2007 stated that ‘development proposals should strictly adhere to the number of floors stipulated in an approved local plan’ thus suggesting an ‘absolute’ height approach and development that respected both the height in metres and the number of storeys, there is the recent Circular 2/24 that states: ‘The Local Plans approved between 1995 and 2006 included maps outlining building height limitations, expressed in terms of the maximum number of floors allowed for each urban block’ – an admission as it were, that height is a ‘maximum’ consideration and not ‘absolute’.
“So now we are talking about ‘maximum’ consideration and not ‘absolute’ building height!
“It is not true that Dc15 Annex 2 increased building heights indiscriminately. If we compare the building heights in metres given by the previous policy document DC07 and DC15 Annex 2, we find that they either match or were marginally rounded up.
For instance, the largest number of properties designated in the Local Plans have ‘three floors plus semi-basement’, which meant achieving In fact, a street façade height of 14m was achievable with DC07 and, similarly, with DC 15 this is 14.1m, with a setback floor over and above in both instances.”
“What has happened is that prospective applicants (aided by subsequent changes to the Sanitary Provisions Law in 2016 and a planning interpretation of the 1m parapet wall at setback floor level) have opted for the minimum internal height to ‘squeeze in’ extra floors where this was previously not permissible, due to the need to also adhere to the number of floors as specified in the Local Plans,” he added.
“A critical change that DC15 did was the elimination of the semi-basement (nearly a full floor) and the replacement with a proper ground floor that reintroduces harmony and horizontal alignment in the street, which the introduction of the semi-basement had disrupted, while providing a better street interface and improved internal environments.”
Perit Zammit referred to the notion of transitioning and how the lack of it, is leading to our villages losing their identity.
“Planning has long stopped following the landscape’s topography, with the Local Plan changes compounded by the indiscriminate application of heights in metres as an absolute, everywhere, right till the edge of the development zone. Similarly, the DC15 introduced the concept of ‘transition’ to offset the Local Plans’ disregard of this between the Urban Conservation Area and the rest of the scheme.”
On urban mobility
Dr Zammit spoke about Studjurban’s Slow Streets project and revealed how a very recent study by Studjurban in Naxxar found that 85 per cent of traffic through Naxxar’s centre was through-traffic.
“Why are we allowing so much through-traffic in our village cores and killing their liveability? With Slow Streets, we want to give back streets to residents and the community and help people understand that we cannot afford to remain a carcentric society at the cost of losing the freedom of enjoying our open spaces in our communities.”
In some localities, the idea behind Slow Streets is slowly taking off.
“Change happens slowly but people need to experience change in small doses without too much disruption.”
Density, mix, access
According to Dr Zammit, a far better quality of life can be achieved if the country’s vision takes into consideration density, mix and access, “three principles that need to be considered and seen together.”
Asked about the metro project, Dr Zammit was outright.
“It’s definitely a non-viable idea. Society, lifestyles and demographics are changing at a fast pace and by the time a metro is nearing completion in 20/30 years, it will already need to change to accommodate a changed Malta.”
“But ultimately, any debate concerning future urban development, density, land use, mobility and infrastructure boils down to political will,” concluded Dr Zammit.
With the considerable changes in the labour market and higher education, skills have become the focus of graduate employability. “Universities are being urged to produce ‘employable’ graduates and not simply, employees,” explains Anne Marie Thake, HR and Policy Specialist at the University of Malta
According to Dr Thake, while the University of Malta is under pressure to equip graduates with more than the academic skills traditionally presented by a subject discipline and a degree, private organisations continue to require core skills needed in many types of employment.
“While a job for life has become extinct, employability skills have become imperative. In line with this, the National Education Strategy 2024-2030 advocates that the focus should be on preparing ‘a resilient generation with sharpened human skills, namely empathy, emotional self-regulation, and elevated flexibility’.
“Graduate employability, with its potential to enhance the qualifications and skills of the workforce, is perceived as a way to increase prosperity and wealth,” adds Dr Thake.
She further explains that while the University has invested in courses, specialisations, areas of study and research initiatives designed to produce qualified professionals who work in public and private organisations, many employers have shifted from seeking entry credentials to assessing critical skills.
“Credentials alone do not reflect the actual skills required to carry out the job and this is why more still needs to be done to align the education system with the labour market. This is also supported by empirical data which continues to emphasise a demand for skilled professionals across diverse sectors such as healthcare, hospitality, construction,
ICT, aviation, maritime affairs and green energy.”
Dr Thake notes that while the ongoing issue of skill gaps and mismatches continues to be mitigated in the short term with the import of foreign labour, this disparity is set to intensify amidst the constantly evolving labour landscape.
“Transformations in the labour market bring both uncertainties but also prospects and this is why prioritising investments in human capital development is imperative and necessitates a recalibration of our educational strategy to accommodate the prevailing labour market exigencies.”
“This adjustment might require a thoughtful overhaul of existing degree programmes, precisely crafted to meet the evolving requirements of the labour market. We need to engage more with students to have them more involved especially at post-secondary and tertiary institutions such as MCAST and the University of Malta.”
Aligning and fine-tuning Malta’s education strategy to market requirements remains an ongoing process and aligning education to industry needs while implementing the required policy requires a multifaceted approach.
Dr Thake explains how some academic disciplines already collaborate with different stakeholders to enable the identification of emerging industry trends and skill requirements so that insights, challenges and priorities are exchanged and immersed in the curricula.
“Labour market trends help us identify evolving industry needs and potential skill gaps which informs curriculum development, training programmes, and educational policies to address current and future workforce demands. Some courses also include experiential learning opportunities and practical skill development to ensure graduates are well-equipped for the demands of the job market.
“Some degrees also collaborate with industry partners who offer internships and work-based learning experiences to students which gives them real-world exposure and hands-on training and allows educators to gain valuable insights into industry practices and expectations. The University also supports entrepreneurship initiatives to cultivate a culture of innovation and resilience within the education system.”
Monitoring graduate outcomes, employment rates, employer satisfaction, and student feedback provides valuable data that helps refine policies and programs to better meet industry needs.
“This is where the National Skills Council comes in, leveraging evidence-based practices to understand and anticipate current and future skills within the labour work force, whilst instigating policy changes to this effect,” adds Dr Thake.
Asked about which sectors or industries could be particularly beneficial when hosting partnerships, Dr Thake remarks that such partnerships can be beneficial across a wide range of sectors and industries, there are certain sectors whose rapid growth, evolving skill requirements, and technological advancements could be particularly advantageous.
“Partnerships between educational institutions and IT companies for instance can help us align better our curriculum to areas such as software development, cybersecurity, data analytics, artificial intelligence, and cloud computing. Similarly, with the fast advancements in medical technology and healthcare delivery systems, partnerships with healthcare organisations through practical training opportunities in clinical settings and research laboratories can prepare students for careers in nursing, medicine, biomedical engineering, pharmaceuticals, and healthcare management.”
Other up-and-coming areas of interest include renewable energy and sustainable practices, mechanical and electrical engineering, industrial automation, advanced manufacturing technologies, hospitality and tourism, fintech and digital banking solutions focusing on financial literacy programmes and entrepreneurship initiatives.
“Only if we foster better collaboration and dialogue between academia and industry, stakeholders we can ensure that education and training programmes remain relevant, responsive, and aligned with the evolving needs of today’s workforce,” concludes Dr Thake.
Effective digital transformation is increasingly emerging as a significant driver for the success and growth of business organisations. However, we are now also witnessing how the integration of Artificial Intelligence (AI) also stands to become pivotal at a citizenship level.
Today we know how generative AI has the potential to transform how public services are delivered by enhancing productivity and reducing time spent on bureaucracy. The other side of this coin is also showing us that the effectiveness of AI applications at government level depends heavily on the preparedness of the workforce.
As AI continues to reshape the landscape of governance, governments worldwide are tasked with harnessing its potential for the betterment of society. This is why upskilling in these emerging technologies is the cornerstone of the digital transformation of Malta’s public sector.
The key lies in fostering a workforce equipped with the necessary skills to leverage AI effectively. This is why governments must prioritize upskilling initiatives to ensure that public servants are proficient in navigating the complexities of emerging technologies. This can be done by investing in training programs and certification courses that empower public servants to adapt to the rapid AI-driven shift.
Our strategy has been one based on a long-term vision and for the past twenty years, we have been at the forefront in supporting Malta’s Government in its digital journey, facilitating the adoption of innovative solutions through robust partnerships and initiatives that remain aligned with Malta’s vision for digitalization.
From empowering educators and students with training programs to enhancing collaboration in classrooms through online platforms like Teams and Minecraft Education Edition, Microsoft’s contributions have been multifaceted. Furthermore, the migration of core applications to the cloud has not only improved efficiency but has also heightened transparency within the government.
The integration of AI in government holds immense potential to revolutionize service delivery and enhance citizen engagement. A tangible and notable example that supports this argument is our development of mAIgov, an AI-driven chatbot for the Greek government.
mAIgov is a solution that leverages our Azure OpenAI technology to streamline interactions between citizens and government to offer faster access to personalized information.
This AI solution not only exemplifies the transformative potential of AI in public service but it also underscores the immense value AI holds in enhancing service delivery and citizen engagement.
In the first two months of operation, mAIgov addressed over 400,000 qualified requests. More importantly, citizens have responded positively to this innovative platform because interactions not only were simplified but the time required to access personalized information has now been significantly reduced.
Besides tangible solutions, we also bring initiatives like Digital Citizenship Training and Microsoft Learn to equip individuals with essential digital skills, thereby fostering a more inclusive and technologically literate society.
Beyond the public sector, we continue to also extend our support to startups, through programs like Founders Hub, the education and healthcare sectors, and the crucial area of cybersecurity - efforts intended to keep catalysing innovation for further economic growth and the bolstering of Malta’s digital ecosystem.
Governments worldwide continue to integrate AI into their services and operational frameworks, revolutionising how governments engage with citizens with the help of AI-driven data insights that are also shaping AI policies and strategic directions.
By harnessing AI, governments can achieve smarter business outcomes and innovative solutions. GenAI for instance, holds promise in enhancing visibility into historical data for better decision-making in areas such as health, justice, citizen protection, work and employability.
Fundamentally, AI optimizes employee time by automating manual processes. However, the success of AI applications hinges upon the readiness of the workforce to embrace and leverage these technologies effectively. Upskilling initiatives, therefore, play a crucial role in ensuring that governments are equipped to harness the full potential of AI for the benefit of society.
As Malta and governments worldwide embark on their digital transformation journeys, prioritizing workforce upskilling emerges as a fundamental imperative in unlocking the true power of AI.
Success comes from individual empowerment. It is time to empower our next generation of leaders, entrepreneurs and innovators. Malta’s public sector holds this opportunity too.
The recently announced incentives for Maltese businesses by Malta Enterprise to encourage investment in electric charging infrastructure is indeed another very important step in the right direction.
This new Green Mobility Scheme which offers tax credits and interest rate subsidies on loans required for investing in charging infrastructure is not only important because it continues to encourage businesses to adopt more sustainable transportation practices, but it is also important in terms of timing. I shall explain.
Because whilst there already is ample awareness of the European Union’s goal to become a climate-neutral continent by 2050 by incentivising the transition to more sustainable transport, scepticism towards this goal in terms of viability and outcomes of all these investments unfortunately, continues to persist.
An article published earlier this year by Forbes described how Europeans have been showing less enthusiasm towards electric vehicles, a sentiment driven mostly by an agenda that tends to sound louder when highlighting certain disadvantages surrounding this cleaner technology.
This sentiment was further amplified when late last year, Germany, which, with about 25% of sales is Europe’s biggest market, decided to end its subsidies leading to a further weakening of the EV market.
Therefore, with the European Union’s imminent plans to further curb internal combustion engines to further support its commitment towards a total ban by 2035, a new context has been created which should put EV sales back on the fast lane by 2025 as experts reckon EV sales will more than quadruple by 2030.
This is why timing is important. Because when potential buyers are still struggling to embrace EV technology, newly introduced incentives at EU and Government levels go a long way to convince businesses that this could potentially be the best way forward for transportation – a sector that remains pivotal in business operations but which sadly, also remains a major significant contributor to environmental pollution.
Against this international backdrop, we have witnessed a decision by Malta’s government to introduce new schemes and financial incentives such as tax credits and grants to support investments in Electric Vehicle charging infrastructure and leasing clean or zero-emission vehicles.
Locally, the timing of these incentives is also important because while scepticism towards EV technology might still be there, these new grants launched by Malta Enterprise should go a long way in encouraging further businesses to transition to electric vehicles for their transport and logistics requirements and convince them that their decision is no longer a leap of faith but more a decision steeped in tangible deliverables.
This is why as with any new technology, trust is fundamental. But in this case, citizens’ trust should not only be in technology but nurtured first and foremost in the institutions that are proposing this new way forward for cleaner mobility. If there is trust in the institutions, there will be trust in the policies, laws and fundamental beliefs that are driving this revolution.
Trust also requires the fulfilment of certain expectations. One such expectation is the notion that whilst climate urgency requires cleaner road mobility and transport, this same urgency should also expect the same environmental standards from other sectors.
Passenger cars and light commercial vehicles are responsible for a combined 19% of total EU emissions of CO2 emissions. But whilst most of the focus seems to be on road environmental transport, authorities and regulators at EU level would do well to also shift their focus on other more polluting sectors such as maritime, which despite its importance, remains very much unscrutinized and under-regulated in terms of emissions and pollution.
Climate change and the urgency to address it should apply to all sectors. Failure to address other equal sources of pollution can only contribute to further distrust in the need to revert to EV technology.
Today we look at three recently decided cases. The first involves the MFSA while the other two involve the Registrar of Companies. There are several interesting applications requesting the restitution or revival of companies which had been struck off. Here we review just two of them.
MFSA wins a case on Article 11, but the game may not be over
In July 2023, the Financial Services Tribunal had found against the MFSA for not having followed the mandatory procedure set out in the very law that established the Authority and set out its procedures and decision-making powers.
It quashed a financial penalty it had imposed on a licence holder because the relative enforcement decision had been taken by the wrong organ and was therefore procedurally unsound and invalid.
The Enforcement Decisions Committee (EDC) that the MFSA was required to set up by Article 11 of the MFSA Act had not been established, and to date, it seems it still has not been established.
The MFSA appealed that award and on the 3rd of April 2024, the Court of Appeal (Judge Dr L Mintoff) issued its decision ruling that the Financial Services Tribunal should not have gone into the matter because it did not have the specific statutory competence to deal with that issue in terms of the provisions in the MFSA Act that establish and regulate the same Tribunal.
This is a controversial ruling and the MFSA can count itself lucky. The objective of Article 11 was to enable the MFSA to deliver a higher assurance of procedural fair hearing by avoiding the same internal MFSA organs to continue acting as the proverbial “prosecutor, judge and jury”. In other words, the EDC was to serve as the new fair hearing mechanism.
Although set up by the MFSA Act, the EDC is an autonomous entity comprising independent members appointed by the Board of Governors from outside the Authority. I had reported on the FST award on the 26th November of 2023.
Two recent cases involving the Companies Act and the Registrar of Companies
In the case Michael Bugeja v Registrar of Companies (Rik. Nru. 46/2023/ISB) decided on 22 April 2024, the Commercial Section of the Civil Court presided by Judge Dr Ian Spiteri Bailey rejected a request to restore a dissolved company to the Company Register. The company had been voluntarily dissolved and placed into liquidation by the Company’s shareholders in December 2020.
Its affairs had been regularly wound up and concluded by the appointed liquidator as a result of which the company’s name had been duly struck off the Registry.
The plaintiff was a shareholder in the company and he was now requesting the restoration of the dissolved company because it had pending legal proceedings for the recovery of a substantial sum of money owed to it.
The Court explained that in dealing with such applications, it was obliged to examine the facts and merits of the claim and found that the plaintiff had not provided any evidence whatsoever to substantiate his request: “no documentation, no affidavits, and the liquidator had not been brought to testify why he closed the liquidation without taking into consideration the pending legal proceedings, the applicant himself failed to testify…”. On this basis of lack of evidence, the court rejected the request.
In the case Thomas Pinter v Registrar of Companies decided on April 22, 2024 (Rik Nru. 50/2023/ISB), the same Court similarly constituted upheld a request for the restoration to the Company Register of a company which had been struck off by the Registrar for non-compliance with the beneficial ownership regulations and other administrative failures.
The company owed over €19,000 by way of administrative fines to the Registrar. Plaintiff was a company employee who was still owed money by the company for unpaid salary. The Court found that the employee’s claims could be met only if the company’s name is restored to the Register, a measure that could allow him to be paid by a foreign insolvency fund.
The Court explained that in these circumstances, whereas the Registrar had a very wide discretion to cancel a company’s name from the Register, the law also empowered the Court to order such restoration “if satisfied that it is proper” to do so. The Court explained that for this purpose it was bound to examine all the circumstances of the case.
Despite the irregular compliance position of the company, the Court felt it should not deprive an employee of an opportunity to be paid salary arrears still due to him.
Accordingly, the Court ordered the Registrar to revert its decision to strike off the company “as if it had never been struck off” and ordered its revival for a maximum period of two years within which the plaintiff was to seek to successfully enforce his claims. David Fabri LL.D., Ph.D. (Melit) is a regular contributor on corporate and regulatory matters. He has lectured at the University of Malta since 1994.
PR as a balancing act between allegiance and objectivity
I have long wanted to write about how in my work in public relations, I have come to realise that my relationship with my clients extends far beyond the professional realm.
Over the years, as a PR practitioner, I have had the privilege of working closely with many CEOs. I always seek to work directly with them as the bearers of their organisation’s vision. Being in direct regular communication with them helps me ensure that the narrative I compose, is always aligned with theirs. I feel advantageously positioned to communicate in the best manner their challenges, achievements and ultimately, their visions.
As the relationship develops, a unique bond forms, one that transcends the typical client-service provider dynamic; a bond rooted in trust, collaboration, and mutual respect. However, with this closeness comes a heightened sense of attachment to their organisation, at times to the extent that it sometimes blurs the lines between professional objectivity and personal investment.
The starting point is the fundamental reality that trust is the cornerstone of any successful PR outcome. CEOs entrust us with their brand’s reputation, their stories, and yes, even their vulnerabilities. We gradually find ourselves in their inner circle, sharing not only their role’s aspiration but also their fears and uncertainties.
This level of trust is humbling and comes with a profound responsibility. But experience also keeps showing how most times, this trust fosters a deep connection with clients, one that often extends beyond the boardroom. Working closely with CEOs means becoming privy to the intricacies of their lives, both professional and personal, reminding us that CEOs are also human beings.
With this background, we can better understand their values, motivations, and aspirations and in so doing, a sense of camaraderie develops - a feeling that can make the communication journey less lonely.
But this closeness may also come with its pitfalls. I know that as PR professionals, we should seek objectivity and impartiality. Yet, somehow, when my client comes under attack, whether it’s from a competitor, a disgruntled customer or the media, it almost becomes impossible not to take it personally. After all, their success is intertwined with mine. Their triumphs are my triumphs, and their setbacks feel like my own.
When I start handling a client, the relationship develops in a way that turns me into their staunchest advocate. So naturally, when one of my clients is attacked, whether it’s through negative press coverage, a social media firestorm, or a crisis situation, my first instinct is to defend them fiercely. And amidst this chaos, emotion and loyalty can very easily lead us to lose sight of our role as neutral mediators.
This blurring of boundaries between professional detachment and personal investment is a constant balancing act, one that I grapple with regularly.
Attachment to clients fuels passion and dedication and that is a good thing. But every so often, it is also good to stop and remind ourselves of the importance of maintaining perspective and objectivity.
After all, effective PR relies on clear-headed strategy and reasoned decision-making, not blind allegiance.
By James Vella Clark, Manager Corporate Communications at Corporate ID Group
Lack of skills continues to dampen growth in today’s Europe – a reality that Maltese also struggle with.
Currently, local firms rank second highest in the European Union when it comes to encountering skills shortages for at least one job role within their companies, a fact confirmed by last year’s Eurobarometer survey which showed that a staggering 87% of Maltese SMEs reported challenges in locating workers possessing the requisite skills to fill available positions, placing them second only to Austrian SMEs at 88%.
Furthermore, 89% of Maltese SMEs underlined the significance of having staff with the necessary skills for their operational model, with 62% highlighting the increasing importance of digital skills. While these numbers are a mere snapshot of the situation, they are also a reflection of the big challenge ahead.
Even more worrying is a separate study by the National Statistics Office (NSO), which had concluded that more than half of workers in Malta find themselves in jobs that do not match their skill or educational level.
It is no surprise therefore that there is a big push both at an EU level and locally, to address a challenge which is hampering economic development.
Indeed, the 12-month period extending to May 2024 was designated as the European Year of Skills, as a means to highlight the significance of the challenge ahead.
The declared goal of ensuring that a minimum of 60% of adults engage in training annually is a significant ask, given that EUwide, it is estimated that only a third of adults are actively participating in regular training programmes.
This reality is even more urgent when there is clear evidence of the need for countries to undergo a skills revolution in response to evolving demographics, digital transformation, the green transition, and other overarching trends influencing economies and societies.
In this context, the current EU funding programming period, which spans the years 2021-2027 provides substantial financial backing and technical assistance from the EU for upskilling and reskilling.
A primary avenue for such investments in human capital is the European Social Fund Plus+ (ESF+). With an allocated budget of €205 million for Malta over this timeframe.
The largest share of the budget – over €53m, is dedicated to enhancing the quality and inclusiveness of education, training and lifelong learning with key strategic priorities encompassing the reduction of early school dropout rates and the mitigation of skills shortages through the implementation of innovative teaching methods and learning tools.
Additionally, the focus is on fostering inclusive education for vulnerable groups, such as children with disabilities. Supporting the green and digital transition is, as expected, also an important priority.
One of the major funding programmes seeking to address these issues is the aptly named Investing In Skills, operated by JobsPlus. With a budget of €4m, the programme offers subsidies on training costs, wage costs and air travel during the training period, encouraging eligible employers to invest in enhancing the skills of their workforce.
Applications can be submitted until December 31, 2026 or until funds are exhausted and the deadline for the completion of all training is June 30, 2027.
In parallel, the Access to Employment Scheme is designed to offer employment support to employers in Malta and Gozo, promoting the hiring of individuals facing greater challenges among job seekers, the unemployed, and those currently inactive in the workforce. Unemployment currently stands at around 7,500 persons, according to the NSO, among the lowest rates in the European Union, with a quarter being younger than 25.
Additionally, the scheme seeks to bridge the gap between the supply and demand in the job market by contributing an increase in social cohesion.
Through these initiatives, the scheme endeavours to create a more inclusive and supportive employment landscape. Targeting the most vulnerable people, the ALMA initiative (Aim, Learn, Master, Achieve) is targeted at disadvantaged young people not in employment, education or training, to facilitate their integration into the job market and society.
Also worth a mention, is the FSMA+ scheme operated by the Malta Development Bank, which offers a financing opportunity for taking up specialised courses. Apart from covering course fees, loans extended under this financing programme can be used to cover accommodation, living and travel expenses for studies taking place beyond our shores.
Investing in skills is vital for personal and societal advancement, driving economic growth, innovation, and well-being. With technology and job markets evolving, continuous skill development is essential because a skilled workforce boosts productivity, adaptability, and resilience.
More information at https:// europa.eu/make-it-work/skills.
The latest addition to EBO’s network is the Sheffield Health & Social Care NHS Foundation Trust, a development described as “pivotal”. Why?
Sheffield Health & Social Care NHS Foundation Trust is the 16th NHS trust to recognise EBO as its preferred AI partner, highlighting EBO’s sustained and collective achievements in transforming healthcare through technology. The assigned project is a key advancement in healthtech innovation, accessibility, and patient experience. It re-imagines traditional Patient Reported Outcome Measures (PROMs) into AIdriven dialogues with empathy, enhancing patient care and insights. This initiative aligns with the NHS Trust’s 2025 strategy to prioritise digital innovation to improve health outcomes and showcases the potential of AI in enhancing healthcare while serving as a reliable model for other NHS trusts seeking to adopt these digital solutions. With millions of PROMs conducted across the UK annually, this solution creates a significant market opportunity for automation.
EBO has a strong presence in the UK. Is the company engaged in other countries or territories? Are there plans for more expansion in the coming months?
Besides seeing notable market activity in the UK, Ireland, and Wales, EBO has also an established foothold in Greece, with an award-winning AI solution for ERGO – a major fintech operator. We also signed an agreement with a major healthtech player in Italy and are about to open an office in Milan with a first hospital being onboarded this year. Our next expansion targets are on penetrating key European markets in the coming months namely France and Germany.
Apart from the growth curve that you are experiencing, what tangible deliverables are there that confirm that your solution is living up to its mission?
In the healthcare sector, EBO’s AI solutions have demonstrated notable achievements. Patient satisfaction rates reached an impressive 94% in 2023, underscoring the effectiveness of the offering and its adoption in the market. 42% of patient interactions occurred outside regular office hours, showcasing the strength of 24/7 availability which is not possible through human-only activity. This not only benefits patients but also streamlines tasks for staff, enabling them to focus on more complex responsibilities. Additionally, our AI Recognition Rate, which refers to the capability of the solution to recognise patient requests and handle them autonomously, is at an impressive 97%. Above all, there is the financial advantage. For every 20,000 patients validated, EBO presents £137,000 in savings compared to existing processes. With most hospitals serving around 1 million patients, this entirely changes their operating economic model.
EBO has been backed by venture capital investment. How was this instrumental to EBO’s growth?
Investment into EBO catalyzed growth, helping us scale up solutions without the immediate pressure of generating profits in the first year, by growing the team, investing in R&D to enhance our Intellectual Property, and scaling the infrastructure to support a growing customer base. Our growth is not just geographical. Our revenues have doubled year-on-year for the past three years and our EBITDA grew four-fold from 2022 to 2023. The financial backing allowed EBO to aggressively pursue new markets and verticals within healthcare and finance, remain competitive, adapt swiftly to market demands and stay ahead of competition.
Privacy and security of patient data are two crucial factors, especially for digital solutions like those offered by EBO.
Beyond our security protocols such as ISO27001 certification, Cyber Essentials Plus certification and our partnership with Microsoft for in-territory cloud deployments, we remain committed to a wider debate on privacy and ethical AI. We acknowledge that innovations introduced hastily may have negative consequences that may erode societal trust in technology. As Europe undergoes significant digital transformation, it is necessary to balance technological advancement with pro-privacy requirements and enhance educational frameworks to foster a culture of creativity and innovation in technology. Governments must also empower the marginalised members of society with education, information, and skill investment to ensure their inclusion and mitigate threats to those lacking power and agency.
EBO recently announced the launch of an AI-driven solution – the Digital Women’s Health Hub, taking its service level to a gender-based level.
That’s right. We have developed an AI-powered Women’s Health Hub to address women’s healthcare challenges, placing special attention on gynaecological issues. Aligned with the UK Government’s strategy, our solution offers 24/7 support, access to accurate and reliable information and enables patients to manage their healthcare. By applying advanced technology like NLP and Machine Learning, we want to empower women with comprehensive personalised healthcare information, bridging the gap between patient needs and services, and ensuring no woman in the UK is left behind.
What do you think of the current startup ecosystem, what new opportunities are worth exploring by current startups and what’s lacking?
Today, EBO operates across eleven territories, including the UK, US, Armenia, Macedonia, Italy, France, Cyprus, Greece, and Malta. However, we refer to Malta as our base. We have found a strong pool of skills and an exceptional work ethic but as we grew, we experienced the lack of an ecosystem that was conducive to acceleration. As a result, we established a strategic presence in London where we unlocked talent and leveraged new market opportunities. It also helped us access other international markets and enhance our focus on R&D, particularly through partnerships with technology giants like Microsoft, IBM and OpenAI.
How does EBO anticipate the future of AI-driven platforms in healthcare evolving, and what role does it aim to play in shaping that future?
All stakeholders in the healthcare industry must focus on harnessing data to predict patient needs based on established patterns. But this wealth of information must be turned into actionable insights. The future of healthcare is one where collaboration between AI and humans becomes standard. With EBO’s collaboration with the UK’s NHS, we are witnessing an evolution in service culture. Studies show more willingness among patients and clinicians to engage with automated AI. This is promising and augurs well.
What new opportunities EBO exploring?
Besides our geographical expansion, we are working on projects in social care and local authority services in the UK, driven by a growing demand for efficient and technology-driven solutions. We are also deploying our first solutions with the transformative potential of Speech AI – a game-changer in fostering inclusivity and accessibility, especially in healthcare.
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The Malta Development Bank will be acting as a ‘Gateway to Finance’ in the context of Malta’s twin green and digital transition – a strategic alignment with national policies and priorities to be formalised in a Strategy Document which will be made public in the coming days, The Corporate Times is informed.
Paul V. Azzopardi told The Corporate Times that through its new strategy, the Bank will enhance its commitment to support the green and digital transition, adding that this should help speed up the adjustment needed to tackle the new reality in a manner that will enhance Malta’s competitiveness while further crowding-in the private sector.
“This is where the MDB can address market inefficiencies by financing projects that align with national and European objectives while advancing public policy goals,” explains Azzopardi.
European economies, including Malta, are pursuing a dual strategy aimed at integrating the green and digital transitions as the key drivers of economic resilience and growth.
While this transition creates an environment that fosters creativity and innovation, both the nature and the size of these efforts may not attract sufficient private investment due to their magnitude, their innovative elements or extended payback periods, thus creating a gap in the financial ecosystem.
After six years of rapid growth, fuelled by its central role during the pandemic, the Bank is now stepping up its efforts to finance projects that contribute to sustainable development, carbon-neutral projects, digitalisation and climate initiatives, while continuing with its mission to promote balanced growth and fostering social cohesion.
“We want to close the investment gaps in the innovation, new technologies and clean energy sectors while scaling up support for SMEs and reinforcing efforts in the social infrastructure areas,” adds Azzopardi.
To put resources behind its promises, the Bank offers two extremely generous guarantee schemes to SMEs through major commercial banks, the SME Guarantee Scheme and the Guaranteed Co-Lending Scheme.
To gain a better understanding of societal and entrepreneurial needs, in recent weeks, the Bank has carried out an extensive outreach effort, meeting with several stakeholders, including business and trade organisations, employers’ associations and unions, to not only present its product offering but to also understand how these could be improved to service the community better.
While the MDB has in recent years secured financing and guarantees through different agreements with Government and international institutions, such as the European Investment Bank and the European Investment Fund, in recent months it has submitted itself to an extensive audit and review process to become a direct implementing partner of InvestEU, a Fund which combines thirteen centrally managed EU financial instruments and the European Fund for Strategic Investments (EFSI) into one instrument.
This process, allowing the MDB direct access to EU guarantees, is expected to be completed later this year and will solidify the Bank’s role as Malta’s access point to the EU guarantees.
A fully-attended 9th edition of Ganado Advocates’ Annual Banking and Payments Law Seminar confirmed the importance of such events that can address the increasing regulatory and legal responsibilities being faced by banks and payment institutions to protect their customers from fraud.
The afternoon seminar hosted in collaboration with the Malta Bankers’ Association brought together over 180 key lawyers, directors, regulatory advisors and senior officers who were addressed by an impressive lineup of speakers on some of the most important developments in the industry.
In his opening address, Conrad Portanier, Partner at Ganado Advocates noted how escalating global tensions, AI and climaterelated environmental risks are three of the main challenges that financial institutions including banks, need to keep tabs on.
He also referred to three major legislative areas where Malta needs to focus its urgent attention on, namely the Construction Industry, the Taxation Regime and the Legal and Judicial System as well as unresolved constitutional issues surrounding our administrative law framework given how several operators are challenging the imposition of large administrative penalties by bodies such as the FIAU and the MFSA as running contrary to the Constitution of Malta which requires criminal charges to only be heard by an independent and impartial Court.
Referring to the disproportionate way that the application of the EU Emissions Trading Scheme hit Malta and to how the EU Preventive Restructuring Directive almost damaged the Maltese shipping register permanently, Dr Portanier said: “To these legislative challenges, we add the need to implement a proper functioning EU Proposals Screening Mechanism, a role previously performed by MEUSAC – the Malta-EU Steering Action Committee.
Clearly and efforts to identify possible issues in forthcoming EU legislation must start immediately, both by increased private efforts, but also through a Government platform.”
In his address, Marcel Cassar, chairman of the Malta Bankers Association noted that whilst the banking industry is already a very dynamic one, banks are also facing challenges brought by the fast changes in payment behaviours.
“Not only has plastic replaced cash, but mobile wallets are increasingly replacing plastic. In fact, approximately one-third of online payments are made from digital/mobile wallets and with the growing number of neobanks, the inroads of fintech and bigtech into banking are now not just a threat but real, and they are redefining banking customer expectations.’
Cassar noted that in most conversations on the future of banking, the disruption by fintech and big tech of the traditional banking model is an elephant in the room and referred to as ‘ironic’ the fact that challenger banks born to escape regulation, to a large extent still operate at the fringes of regulation.
As the keynote speaker, Catherine Galea, Head of Banking Supervision at the Malta Financial Services Authority gave a detailed account of the evolving regulatory landscape as applicable to banks, highlighting in particular topics such as DORA, ESG and the new EU Banking Package. Chiara Frendo, a specialist financial services litigator at Ganado Advocates discussed legal requirements and responsibilities that make banks and financial institutions have to avoid liability in cases of customer fraud and urged all operators in the industry to ensure they are always aligned to the latest requirements as this is the only way how they can safeguard their robustness.
Participants then attended two separate breakout sessions, one led by Dr Leonard Bonello, head of fintech at Ganado, who explored the impact of the new iteration of payment laws (PSD3 and PSR) on both banks and payment institutions and the other breakout session ledby Ganado’s Dr Roberta Carabott that treated the topic “Re-evaluating lending practices: Understanding the New Consumer Credit Directive.”
It’s a question that these days, many are asking. From Ukraine to the Middle East, Taiwan and North Korea. Crises in these countries have at various stages, dominated the headlines and shook the financial markets, crises further compounded by climate change, immigration, and the resurgence of political extremism.
John Lennon’s Give Peace Chance never seemed so distant...or has it?
In the midst of all this, the Doomsday clock is ticking and has remained at 90 seconds to midnight for a second year in a row citing worry about Russia’s potential use of nuclear weapons amid its invasion of Ukraine, Israel’s war on Gaza and worsening climate change as factors driving the risk of global catastrophe.
The closest it had ever been, was when it was positioned at two minutes to midnight – initially in 1953, following thermonuclear weapon tests by both the US and the Soviet Union, and then again in 2018, attributed to “a breakdown in the international order” among nuclear players, alongside persistent inaction regarding climate change.
In these times of constant news bombardment, what a few years back would have been a routine minor incident between two nations would now be presented as a worrying escalation.
aBefore the internet and social media, which often present skewed perspectives, our access to news was more limited. With no 24-hour news channels constantly needing content, we relied on evening broadcasts, neatly packaged.
The BBC World Service offered deeper dives for the curious. Those brief moments of news held weight as the primary window to the world, fostering a greater respect for journalism.
Therefore, one can only speculate about what would have been the prevailing sentiment during World War I or as regions liberated themselves from colonial rule, or more recently, with the collapse of the USSR, which laid the groundwork for many of today’s crises especially Ukraine, though not only.
The way things stand, it is very doubtful as to who the clear-cut winner will be in the theatre of war that presented the world with hybrid warfare when Russia took over Crimea. This might as well present us with a hybrid victory for one side or the other, or both.
All this notwithstanding some major surprises. Ukraine still has to put into service the F-16s it has been donated, which albeit a formidable fighting machine, is not expected to deliver that decisive blow necessary to win the war.
Now, one must observe the outcomes of the military aid package provided to Ukraine by the United States. Russia, in a sense, holds the advantage, with its military forces stationed on Ukraine’s doorstep, benefiting from a continuous supply line that may be disrupted but not completely eradicated. Whether it’s drones from Iran or missiles from North Korea, the flow persists.
North Korea, situated on the other side of the globe, continues to worry the world with its unpredictability. Amidst missile tests and nuclear threats directed towards South Korea, Pyongyang re
mains as enigmatic as ever. With its persistent belligerence and calls for readiness for war, predicting what each new day may bring remains a challenge. Patterns have however, emerged.
The US maintains a strong alliance with South Korea, primarily driven by security concerns regarding North Korea. The presence of U.S. forces in South Korea acts as a deterrent against North Korean aggression and helps maintain stability in the region. Additionally, South Korea is a crucial economic partner to the US, with bilateral trade and investment ties benefiting both countries’ economies.
Taiwan represents another volatile hotspot in the region, where tensions could escalate with significant and far-reaching consequences.
Like many of the above crises, even the Taiwan issue has long been festering with China in no way giving the slightest intention of backing off.
The situation involving Taiwan and China is indeed complex and has significant implications for regional stability and U.S. interests. The United States has historically supported Taiwan, through arms sales and defence agreements, due to its strategic importance in the Asia-Pacific region.
The potential reunification of Taiwan with mainland China, whether peacefully or through force, would undoubtedly impact U.S. foreign policy and security commitments in the region. It’s crucial for the U.S. to carefully navigate its relationship with both Taiwan and China to uphold its interests while promoting stability and peaceful resolution of disputes.
In each of the scenarios involving Israel, South Korea, and Taiwan, the United States has significant vested interests due to strategic, geopolitical, and historical reasons.
Predicting specific outcomes is challenging due to the multitude of factors at play all with the potential to easily escalate a situation, especially in the absence of any “Hot Line” agreement between Washington, Moscow and now Beijing. A hot line which during the Cold War saved the world from many far-reaching confrontations.
On of May 15, at 6pm, Salini Suite – Salini Resort, Salina Bay, Malta, IDEA Academy, is launching IDEA Alumni.
Ing. Vince Maione, Principal of IDEA Academy, said that the aim of Idea Alumni is to establish, maintain, and foster contact between IDEA Academy graduates and students across all campuses locally and internationally, and the Academy academia. The Idea Alumni will also organise activities that may be of an academic, professional, or social nature.
Ing. Maione explained that IDEA Alumni whilst creating a network between members, aims to promote a beneficial relationship of an academic, professional, and social nature between IDEA Academy, and IDEA Alumni in the diverse fields to foster a mutually supportive and engaged community with a sense of pride in remaining connected to IDEA Academy. It shall also strengthen the IDEA Academy Alumni synergy through events that will address both the Alumni’s and the Academy’s requisites such as talks and seminars. He said that IDEA Academy has given the opportunity to thousands of students not only residing in Malta but also abroad.
Dr Nadia Maria Vassallo, Deputy Principal, Academic Affairs, IDEA Academy, explained that IDEA Alumni shall assist the Academy in encouraging prospective and current students as well as Alumni by way of promoting the diverse opportunities offered through the various IDEA Academy programmes of study. It will also assist by encouraging appropriate referrals such as career guidance, student organizations and/or other services to support students seeking to pursue their studies. She said that IDEA Alumni shall participate in tracer studies organised by the Academy to provide feedback as necessary.
Alexei De Bono, COO of IDEA Group said that among the benefits of being part of IDEA Alumni, members shall have discounts on furthering their studies at IDEA Academy, be given exposure to different career paths and networking; act as guest speakers in IDEA Academy study programmes and symposia; as well as showcasing on IDEA’s different media platforms. De Bono said that by joining forces with its alumni, IDEA Academy and Idea Group can identify challenges and together find the appropriate solutions. He said that today IDEA Academy is a leader in the private educational field and explained how the Group strongly believes, and practices, anticipatory leadership whereby today's leaders define the organisation for tomorrow. “Good leaders don’t manage the today, they manage the tomorrow, they have the horizon in mind,” said De Bono, with reference to the Group's management ethos and vision.
About IDEA Academy
Part of the IDEA Group, this year celebrating 20 years since its inception, IDEA Academy is a fully licensed academy offering more than 42 courses of accredited education programmes, from MQF Level 4 to MQF Level 8, at Doctorate (DBA), Masters, Bachelors, and Diploma levels along with bespoke corporate training. IDEA Academy curriculum encapsulates 11 economic sectors including the healthcare space, nursing, hospitality, tourism, insurance, finance, compliance, logistic and others. Over the last three years, more than 800 students graduated from IDEA Academy. It has over 1,200 active students. IDEA Academy offers the possibility for students to pay in instalments or to design their own payment plan, completely interest-free. There are also schemes where one can get at least 70% of the course fees back. IDEA Academy has two campuses with state of the art facilities, one in Malta and the other one in Dubai, UAE. IDEA Academy is fully licensed by the Malta Further and Higher Education Authority (MFHEA), which is the national authority that accredits all further and higher education institutions in Malta. Malta is, in turn, signatory to the Bologna Process.
For more information visit IDEA Academy (ideaeducation.com).