Thrive - Edition 3

Everything you need to come back refreshed and ready for Gibraltar’s post-National Day rush.

www.gfsb.gi

ALSO INSIDE: POWER OF DESIGN WHEN BUSINESS MEETS ART THRIVE’S TOP 5 BUSINESS BOOKS

UNTANGLING BREXIT: Northern Ireland’s small businesses navigate post-Brexit challenges. P.22-23

WHEN BUSINESS MEETS ART: Fostering creativity and community for local artists. P.41

HOW TO BUILD A BANK: The justbank story P.14-16

ABOUT THE GFSB

The Gibraltar Federation of Small Businesses is a non-profit organisation that exists to help small businesses and entrepreneurs to start, grow and thrive.

OFT LAUNCHES INITIATIVES IMPACTING BUSINESSES EDUCATION, ADVERTISING REVIEW, AND CLUB REGULATIONS TO ENSURE COMPLIANCE AND FAIRNESS IN GIBRALTAR. P.6

CONTENTS MAIN FEATURES NEWS

GFSB INVITES MEMBERS TO CLIA SHOWCASE: JOIN GFSB’S STAND AT SEPTEMBER’S CLIA SHOWCASE IN GIBRALTAR. CONTACT TOURISM@GFSB.GI P.6

FRAUD ALERT: £3.2M STOLEN FROM GIBRALTAR BUSINESSES BY FRAUDSTERS POSING AS BANK EMPLOYEES; VIGILANCE ADVISED P.7

Gain access to this dynamic network and grow your business from as little as £60 per year.

Contact: gfsb@gfsb.gi

ALSO INSIDE

10 THINGS TO ASK BEFORE A REBRAND

UNLEASHING CREATIVITY: THE ENGINE OF BUSINESS INNOVATION

TOXIC TECH

CARVING A NICHE WITH DESIGN

EDITOR IN CHIEF

Thrive is Edited by David Revagliatte. David is a media communications specialist, business writer and podcaster. editor@gfsb.gi @dgrevagliatte

CONTRIBUTORS

JOHN W HAYES

REBECCA JACKSON

RAJU PURSWANI

CHRISTINA MARIE GIUFFRÉ

ÁINE PANTER

STU WHITWELL

GFSB TEAM

Owen Smith Phoebe Kelly Marianne Ballester

DESIGN

Creative Rock Stars

PRINTING

Roca Graphics

ADVERTISE IN THRIVE

Reach new clients - advertise in the print and digital editions. Small prices, big impact.

Contact: admin@gfsb.gi

Reflect and Reboot

Dear Members,

From the GFSB perspective, it has been a busy few months since the last Edition of Thrive. May saw our annual Board away day, where we focused on team collaboration. As a board of individuals accustomed to running our own domains, team working and governance structures can be a significant change. The day provided an opportunity to understand our board members better and how we can best work together for the benefit of our members.

At our annual dinner in June, we welcomed Roger Pollen, the Federation of Small Businesses (Northern Ireland) Head of External Affairs. Roger shared insights into the challenges Brexit posed for businesses in Northern Ireland, giving us much to consider. We look forward to forging closer links with the FSB in Northern Ireland and the UK for our members’ benefit.

We hosted networking sessions with Artspace Gibraltar and parent-inclusive networking with EY, assisted members with small claims via Triay Lawyers, learned business plan writing with TN Bank, conducted LGBTQ+ sensitivity training with Sovereign Pension Services, and celebrated our Business Innovation Awards with Gibtelecom. Phew!

Finally, summer is here, and even though it’s peak season for many businesses, hopefully, you can take some time off and reconnect with family and friends. Running a small business often means getting caught up in daily emails, staffing issues, and firefighting, making it hard to step back and reflect. Ask yourself: what’s working?

What isn’t? How can things be more efficient? Where should you focus your energy? Taking time out helps refresh and recharge, reflect on the past year, and plan for the next. It’s also a chance to set up systems to ensure things run smoothly while you’re away from the tiller, even if briefly. Some of these systems might be worth keeping when you return to the helm.

Owen Smith CHAIRPERSON

See you at the Summer Party in September!

Hello Thrivers! Welcome to

third edition of Thrive Magazine.

Aah the summer… School’s out, much of the public sector runs on reduced hours and it’s when many of us take a much-needed rest. This lull in activity offers a rare opportunity to take a step back from the hustle and bustle of everyday life and let ideas blossom.

This edition offers a space to get creative, learn and be inspired. It’s my hope that these pages help you come back refreshed and ready for Gibraltar’s traditional post-National Day rush.

Its pages include Regular contributors alongside some new writers, and you’ll access online content by scanning QR codes as you go.

Design’s power to boost, transform and build businesses comes into focus in this edition. We hear from designers, creatives, artists and patrons of the arts and get their view on how design has benefited their business or venture. Kensho and justbank tell us how they created the brand for Gibraltar’s newest bank and we learn how illustration is the differentiator for local hard seltzer brand ‘Fresquita’.

To get us all focused on the bottom line, Áine Panter, Head

of the University of Gibraltar’s Business School shares her top five business books. Marble Arc’s Raju Purswani tells us how to keep our clothes fresher for longer and newcomer Christina Marie Giuffré shares her expertise on Diversity, Equity, Inclusion and Belonging at work.

I thank our contributors for their time and expertise. Thanks to Creative Rockstars for the slick design—once again you’ve leveled up this edition. Thanks to the team and board at the GFSB for transforming the way the GFSB engages and communicates with a growing membership. If you’re not yet a member of this network, you know what to do…

Enjoy the read!

David Revagliatte Editor in Chief editor@gfsb.gi

David Revagliatte EDITOR IN CHIEF

NEWS AND UPDATES FROM GFSB MEMBERS

OFT TO ROLL OUT NEW INITIATIVES

The OFT is currently planning on rolling out several initiatives that may impact some of our members. A recent meeting between the GFSB and OFT provided a valuable opportunity to understand these initiatives better. Below are the key plans discussed and potential implications.

1. Information Campaign for Cross-Border Businesses

One of the major initiatives is an information campaign aimed at educating cross-border businesses so that they are aware of the different licences that they are required to have in place to operate in Gibraltar. This campaign is expected to be followed by an enforcement phase to ensure compliance. The objective is to create a fair and level playing field for all businesses operating in Gibraltar.

2. Review of On-Street Product Display and Advertising

The OFT is also conducting a review of on-street product display and advertising practices by retail and food & beverage (F&B) businesses. The objective is to ensure public spaces are used effectively and aesthetically. This review will lead to changes in how businesses are currently displaying products and advertising on the streets. Members in the retail and F&B sectors should be prepared for possible adjustments to their display and advertising strategies.

3. Review of Private Member Clubs and Associations

Another area under review is the practice of private member clubs and associations selling food and beverages through catering licences to non-members. The OFT aims to

ensure that these activities comply with the new Fair Trading Act and are fair to all businesses. This may result in changes to how some private clubs operate their F&B services. Members who manage or are involved with private member clubs and associations should stay informed about potential regulatory updates. The OFT may have already been in touch with you.

Wha t’s your view on these initiatives?

Tell us at gfsb@gfsb.gi

HMGOG PUBLISHES TECHNICAL NOTICE ON NEW SCHENGEN ENTRY/EXIT AND TRAVEL SYSTEMS

The Govern ment of Gibraltar recently issued a Technical Notice outlining the introduction of the Schengen Entry/Exit System (EES) and the European Travel Information and Authorisation System (ETIAS). Both systems are scheduled to enter into force in November 2024, likely before an EU Treaty is agreed and implemented. The systems will bring new requirements and challenges for non-EU nationals, including Gibraltarians and other British citizens living in Gibraltar. Here’s what businesses need to know.

The EES, expected to be operational by November 2024, is an automated IT system designed to register travellers from outside the Schengen Area every time they cross an external border. This system will require travellers to scan their passports and provide biometric data such as fingerprints and facial images at self-service kiosks. The goal is to replace the current manual passport stamping

system, allowing authorities to record entry and exit details electronically.

ETIAS, set to launch by mid2025, introduces a new travel preauthorisation requirement. NonEU citizens not needing a visa to enter the Schengen Area will have to obtain this pre-authorisation online or via a mobile app before their trip. The ETIAS authorisation will be valid for three years or until the traveller’s passport expires, whichever comes first.

These new systems could mean more stringent border controls for businesses. Travellers, including business personnel, will need to undergo thorough checks each time they cross the border. Initially, registering biometric data with the EES could cause delays, potentially disrupting the timely movement of people and goods. This could impact businesses relying on justin-time deliveries or those with tight schedules.

GFSB STAND AT SEPTEMBER’S CLIA DESTINATION SHOWCASE

The GFSB is inviting its members to express their interest in being part of a Federation stand at the upcoming CLIA Destination Showcase this September in Gibraltar. The idea is to lower the cost of exhibiting at this event for our members who may be interested in showcasing their business at this important industry event that takes place in Gibraltar in September – interested ? Read on…

CLIA (Cruise Lines International Association) is the world’s largest cruise trade association. They are dedicated to promoting sustainable

cruise ship environments and positive travel experiences for cruise passengers. CLIA’s influence is vast, representing 95% of global cruise capacity, 54,000 travel agents, and 15,000 travel agencies worldwide.

Are you interested in joining the GFSB stand?

Contact tourism@gfsb.gi

GIBRALTAR BUSINESSES TARGETED BY FRAUDSTERS

At the time of printing, £3.2m has been stolen from local businesses. Criminals purporting to be bank employees have

NEWS AND UPDATES FROM GFSB MEMBERS

contacted numerous customers across Gibraltar seeking details regarding bank account details and encouraging customers to download software in order to trace or stop fraudulent payments. The telephone number appears often to be that of a local bank.

The fraudsters are seeking to trick customers into downloading software or clicking on links. Banks usually never ask for your personal banking details, nor do they ask you to click on a link or ask you to download software as part of a telephone call.

We ask all GFSB Members to remain highly vigilant, guard their banking details safely, do not click on any links, do not download software and immediately report any unusual or suspicious behaviour to their Bank.

Pride 2024

GFSB Board Members came out in support of this year’s LGBTQ+ Gibraltar Pride.

LGBTQ+ Training

Lorraine Olivera from True Colours delivered some training on LGBTQ+ sensitivity to GFSB members. The event was supported by Sovereign Pension Services.

Annual Dinner 2024

Thank you to everyone who joined us on the Sunborn for this year’s Annual Dinner!

PossAbilities hosted a

CAROLINE LANE, ANNA BUHLER AND IVAN GOMEZ - HASSANS

GIOVANNA SAMPERE, CHRIS SPARKES, LOUISE RODRIGUEZ AND DEIRDRE DUNNE - GIBTELECOM

CHARLENE FIGUERAS - GIBRALTAR YOUTH SERVICE - BRENDA CUBY - GIBSAMS

MICHAELA REES - GFSB BOARD MEMBER, FAITH HOWE - EY GIBRALTAR, RACHELLE KING - IBEX INSURANCE

OWEN SMITH - GFSB

Small Claims Dispute Workshop with Triay Lawyers

DATES FOR YOUR DIARY

The GFSB is committed to offering training and events that help you run your business better.

Check our events page from September for details on all upcoming sessions including a range of events aimed at helping you start a business in Gibraltar. In the meantime, here are some dates we suggest you pop in your diary.

SEPTEMBER

JUNE

Thrive’s Fourth Edition will be released in the run-up to Christmas and a fantastic opportunity to reach potential shoppers. If you’d like to feature in our new shopping pages, contact editor@gfsb.gi

Unleashing Creativity: The Engine of Business Innovation

STU WHITWELL

In today’s rapidly evolving market, creativity is not just an artistic flair but a pivotal business strategy. Adobe’s “State of Creativity Report 2024” underlines that in an innovation-driven world, creativity is essential for distinguishing leading brands from the competition.

CREATIVITY AT THE CORE OF BUSINESS

Creativity in business, especially in marketing, transcends aesthetics—it’s fundamentally about innovation and problem-solving. According to Adobe, diverse sectors are harnessing creative strategies not just to boost aesthetic appeal but to enhance productivity and engage consumers more effectively.

CREATIVITY’S CRUCIAL ROLE IN GIBRALTAR’S MARKET

For Gib raltar, the imperative to stand out is magnified by the stiff global competition accessible to its local audience and the complexities of a post-Brexit environment. These challenges should be viewed as opportunities; static businesses risk obsolescence. Creative thinking emerges as the definitive solution to thrive and succeed in such a dynamic context.

ILLUSTRATIVE CASE STUDIES OF CREATIVE TRIUMPHS

Apple’s “Think Different” Campaign: This campaign redefined Apple’s brand, linking it indelibly with innovation and a rebellious spirit, thus deepening customer loyalty and expanding market share.

Red Bull’s Stratos Jump: With Felix Baumgartner’s edge-ofspace skydive, Red Bull reinforced its image as a brand synonymous with extreme achievements, significantly boosting its global profile.

Nike’s “Just Do It” Campaign: This slogan became a cultural beacon, promoting persistence and helping to solidify Nike’s global influence.

Coca-Cola’s “Share a Coke” Campaign: Personalised bottles created a more intimate consumer connection, driving up engagement and sales worldwide.

THE STRATEGIC VALUE OF CREATIVE AGENCIES

Partnering with a creative agency can magnify these advantages, offering:

• Expert Insight and Specialised Skills: Agencies bring specialised expertise in digital marketing, branding, and design crucial for groundbreaking campaigns.

• Fresh Perspectives: They provide innovative ideas that can disrupt the status quo and reveal unique marketing perspectives.

• Resource Efficiency: Outsourcing to agencies can be more cost-effective than maintaining an in-house team for fluctuating project demands.

• Enhanced Brand Image: Agencies ensure consistent and professional brand messaging across platforms.

• Strategic Alignment: They align creative efforts with business goals, ensuring every initiative contributes to overarching objectives.

CONCLUSION

Strategic partnerships with creative agencies provide a significant competitive edge. Adobe’s insights and these case studies demonstrate that embracing creative innovation leads to superior business outcomes, making creativity a vital element in the arsenal of modern businesses.

By leveraging creativity, businesses not only enhance their market presence but also set new standards for innovation and consumer engagement in their industries, particularly critical in unique markets like Gibraltar.

How to Build a Bank: The justbank story

DAVID REVAGLIATTE

Whilst Brexit hasn’t exactly been a positive event, we can’t deny that it’s also been the catalyst for diversification and change. It was a true ‘before and after’ moment that made businesses rethink their strategies and, in many cases, change their direction of travel. Gibraltar’s newest bank, justbank, is born from this process. As well as heralding the arrival of a new bank, this fresh start gave the team at IDT Finance the opportunity to create innovative and tailored banking solutions from the ground up. I met with Managing Director, Damian Asquez, and Head of Corporate Banking, Nikolai Gafan, to find out more.

DR: justbank is a new proposition in Gibraltar, but actually how new is it?

DA: justbank is a totally new and unique banking proposition to Gibraltar, but we’ve actually been a fully licensed bank since 2006, operating under IDT Finance. We’ve mainly been serving international clients, and never actually done business in Gibraltar, so understandably, we aren’t that well-known in the local market. Our clients have primarily been based in the UK and Europe. Our banking licence has allowed us to issue electronic money, operating what is known as the BIN sponsorship model. This essentially allows companies that want to enter the financial regulated space to piggyback on our Mastercard and Visa licences and offer payment solutions to their target market. For example, a company may be offering businesses an app that allows employers to manage their employee’s expenses

efficiently and may choose to add a debit or prepaid card to enhance their value proposition, what is known as a corporate expense card. This is where we come in and we’ve been doing this very successfully now for over 18 years.

DR: When did you decide to launch justbank?

DA: We evaluated our strategic options during the summer of 2021, and it soon became apparent that expanding our banking permissions to provide banking services in Gibraltar, and eventually in the UK, would be a natural evolution of our business. It is also complimentary to our e-money services.

The first thing we did was to hire a marketing consultant who evaluated the Gibraltar and UK banking market and identified several gaps. We then sought the assistance of a skilled individual with relevant banking and operational experience to help us put together a business plan that we could then present to our US based parent, IDT Corporation, a company listed on the NYSE. It was extremely important to get their buy-in in order to secure the funding required to support our

DR: How did the pitch go?

DA: It was a great moment - it was kind of the first time that our Chairman and I were really going to the US asking for investment - I’m an accountant by profession so naturally I included a lot of numbers and financial details in this big presentation. Interestingly, and much to my surprise, our US-based Board of Directors weren’t that interested in the numbers, they were keen to hear all about our story, Gibraltar’s potential and the demand for new banking services to the business community on The Rock! The pitch, therefore, turned out to be a pitch about Gibraltar, the unique opportunities and the position we are in. Following Brexit, they were also keen to better understand our opportunity to access the UK market at some point in the future. They totally understood our pitch and trusted the strength of our business plan enough to agree to finance the expansion of the existing banking licence!

DR: What happened next?

DA: Once we had the green light from the US we switched to project mode. Our focus was now turned to making the new bank a reality and recruiting the right people to get the job done. That’s when we approached Nikolai about joining us to develop our product proposition. The reason we employed Nikolai so early on was to leverage his long standing and intimate knowledge of the local business banking environment and ensure that client feedback be at the heart of every design decision from day one. So essentially, it’s been

about designing a total banking experience that clients have been asking for and need.

NG: Absolutely! The client has been at the centre of our plans from the start. I’ve been working in banking locally for nearly 30 years now. I’ve had to draw on personal skills and experiences going back to my original professional background in project management and IT and develop things like detailed user procedure manuals, process mapping, policies, terms and conditions and development of the justbank brand. It was tremendously exciting because it’s given me an opportunity to be part of an energetic, passionate and dynamic team involved in building something new, something different.

We’ve also drawn a lot of inspiration from our E-Money clients. They are all innovators in terms of products, systems and the way they focus on delivering solutions for their clients.

DR: There’s a lot to do, do you ever get overwhelmed?

NG: Launching a new bank from scratch is no easy task! The project is huge in terms of complexity and expectations. It has an incredible number

of working parts involving numerous individuals, organisations, service providers, regulators, technical experts and most importantly our clients who have been a key part of our journey! Given this backdrop, you need to take it one step at a time, and ensure that whatever it is you’re working on is done properly to minimise any risks etc. Fortunately, we’re on track and have a lot of support from our team. You get to focus on one thing and then you take it to the next level and build on that! Our aim is to implement things gradually and in a very phased and controlled manner and that by the end of this year everything should be in place for our clients...

DA: Yes, we’ve done everything in a very, very phased manner and we’re steadily rolling out the path that we mapped out - there’s a commitment to our clients and also, we need to say that the GFSC have been very supportive. Yes, they’ve asked questions. Yes, they’ve come to audit us, rightly so, but the banking team have been very supportive, allowing us to move at our pace. A new bank for Gibraltar is a very significant event for the jurisdiction as it increases choice and generates competition, something which benefits clients ultimately.

DR: Give me an example of what makes justbank different from other banks

NG: One area where we’ve focussed on is the client experience. Take the onboarding process for example, from the client’s perspective it is often a complicated and time-consuming process. As a financial services provider, we need to balance our duty to meet our regulatory and legal obligations with the client’s own needs to have accounts opened in an acceptable timescale. Being clients of other banks ourselves we are all too aware of how long account opening can take - sometimes

running into months or even years! That for us is totally unacceptable and we have focused a lot of our efforts in perfecting our onboarding process as much as possible. Our aim is to transform the banking experience for our clients by leveraging the technology that’s out there to make the onboarding process as quick and painless as possible, by keeping things simple, clear and relevant. It is really down to making sure that our clients know exactly what they need to provide in support of their application and also our expectations on the quality of what is being submitted! We are here to support our clients and more than happy to assist in completing the applications with them, with the idea, once again of making the process as smooth and quick as possible. We’ve already been able to prove our own processes and onboarded a local business client with a simple ownership structure in under 24 hours! We’ve also onboarded a local company manager with a far more complex ownership structure in under 3 days!

If clients want to speak to us regarding opening a business account with us, all they have to do is complete the expression of interest form on our temporary webpage at www.justbank.com.

DR: What’s the response been like from Gibraltar’s business community?

NG: Tremendously positive. We’ve already met with numerous clients and their feedback and support is fantastic. Our conversations in formal (and informal) settings are proving that there is plenty of room locally for additional banking services, particularly in the business banking space.

DA: Totally, I think there was always an expectation that a larger international bank would eventually come to Gibraltar to offer services, but that has never happened! So, when an existing local business starts up a new bank, it’s a big deal! Even more so when we are focusing on supporting the local business community by providing business banking accounts. Our clients are our best source of learning, and their feedback is invaluable in tweaking and perfecting processes, products and services. In terms of services, we are rolling out our online banking system as we speak and are already able to receive and make GBP (Sterling) Faster and SWIFT payments. Looking ahead we expect to have Business Debit Cards, multi-currency accounts and our mobile banking app by the end of the year. Clients will be supported by dedicated Relationship Managers, so we are aiming to find the right balance by giving a human touch in an increasingly digital world.

Building the justbank brand

DR: How did you come up with the name?

DA: We actually asked employees to submit suggestions to win a prize! We had a lot of interest because we had a lot of buy-in from the team, “justbank” was submitted and we were instinctively drawn to it - we all liked it and we decided that we were just going to go with it without overthinking it too much!

DR: I must admit, I love your branding as well - tell me how that came about.

NG: We had the name, but that’s pretty much all we had. As the project advanced it was becoming clear that at some point we’d need to address the branding side of the project, so we thought, okay, now we need to come up with the branding plan! We reached out to several local and UK marketing/design studios, and finally decided to appoint Kensho Agency as our main branding/marketing partner. We chose them as they were locally based, and very talented and have really tapped into the whole vibe. They share our passion for the justbank project! They’ve become part of the journey. James, Stelios and the wider Kensho team simply understood the brief and have developed a brand that really captures the essence of what justbank and the justbank team are all about!

DR: It’s brave to move away from the more traditional colours associated with banking.

NG: We tried to be as democratic as possible when choosing our colour palette. It took us quite a long time to settle on the current palette. Colour is such a personal thing and getting a team to agree on these was a challenge - but an enjoyable challenge nonetheless! We needed to be mindful that the colour palette needed to work in a more ‘traditional’ banking environment, but equally be used for the E-money side of the business. The E-money industry has always been more ‘vibrant’ and less conventional as the industry is more innovative, dynamic and trendy! We’ve effectively

found a colour palette that can be used in both our service offering. Again, everyone has been very complimentary on the colours and overall brand look and feel. The logo was totally down to the Kensho team. Everybody loved it from day one! Simple but very effective.

“It’s always incredibly refreshing to work with local clients who bring ambition and enthusiasm to the table. Our relationship with justbank has been seamless from the start thanks to their clear vision and trust in our creative direction.

We are thrilled with the resulting identity for justbank and look forward to continuing our partnership as we support them

One of the most dangerous things anyone can say in business is, “We’ve always done it this way.” This phrase doesn’t age well and puts businesses at risk.

“We’ve always done it this way” can quickly look like “flogging a dead horse.” This doesn’t always mean that businesses need to change everything. Some things, like great service, never go out of fashion. But when sales start to slow down, it’s always a good idea to consider taking a new approach. Rebranding a product, service, or entire enterprise can be part of this process. But rebranding should never be taken lightly.

WHAT IS REBRANDING?

Rebranding is the process of changing the corporate image of an organisation, product or service. It involves updating or completely overhauling the brand identity, including changes to the company name, logo, design, marketing materials, and overall messaging. Rebranding might aim to reposition the company in the market, appeal to a new audience, reflect a shift in business strategy, or address existing brand weaknesses. Rebranding can help a company stay relevant, differentiate from competitors, and align more closely with customers’ evolving preferences and values. It is a strategic initiative that can significantly impact a company’s public perception, market position, and long-term success. However, rebranding isn’t a risk-free strategy.

WHAT ARE THE RISKS OF REBRANDING?

While potentially beneficial, rebranding carries several risks that companies must carefully consider before making any changes to a brand. These include:

CUSTOMER CONFUSION AND ALIENATION

Sudden changes to a familiar brand can cause existing customers to feel disoriented or alienated, leading to a loss of brand loyalty and customer trust.

LOSS OF BRAND EQUITY

A well-established brand may carry significant equity built over time. Rebranding can dilute or negate this equity, potentially diminishing the brand’s value and recognition.

NEGATIVE PUBLIC PERCEPTION

Rebranding exercises can be met with skepticism or resistance, especially if they are not wellcommunicated or perceived as unnecessary. This can lead to negative publicity and backlash.

HIGH COSTS

Rebranding can be expensive, involving costs for new marketing materials, advertising campaigns, website redesigns, and more. If not carefully planned, these costs can outweigh the benefits.

INTERNAL RESISTANCE

Employees may resist changes, especially if they are deeply attached to the old brand identity. This can affect morale and productivity.

INCONSISTENT IMPLEMENTATION

Ensuring consistency across all touchpoints can be challenging. Any inconsistency in branding elements can confuse customers and weaken the brand’s impact.

FAILURE TO ADDRESS CORE ISSUES

Rebranding is sometimes used as a superficial fix for deeper organisational problems. Without addressing underlying issues, rebranding efforts may fail to produce the desired results.

OPERATIONAL DISRUPTION

The rebranding process can disrupt daily operations, diverting resources and focus away from core business activities.

JOHN W. HAYES

Understanding these risks, along with careful planning, clear communication, and thorough market research, is essential to ensuring a successful rebranding exercise.

10 QUESTIONS TO ASK BEFORE REBRANDING

Once you understand the risks, it’s time to set objectives. Objectives are always important because, without them, you’ll never know if the process has been successful.

Understanding what your objectives are starts by asking the following questions:

Why are we rebranding?

Take your time to understand the core reasons behind the decision to rebrand. Is it due to changes in the market, customer feedback, a shift in company values, or the need to differentiate from competitors?

What are our goals for the rebranding?

Clearly define your objectives for rebranding. Are you aiming to attract a new audience, shed a negative image, modernise your brand, or align with a new company direction?

Who is our target audience?

Identify your primary audience. Have their preferences and behaviours changed? How will your rebranding exercise resonate with them?

What is our current brand perception?

Assess how customers, employees, and stakeholders currently perceive your brand. What are the strengths and weaknesses of your current brand?

What is our brand’s core identity and values?

Clarify your brand’s mission, vision, and values. Ensure that these elements will be carried through or enhanced by the rebranding.

What is our unique value proposition?

What sets your business apart from competitors? How will the rebranding highlight and reinforce this unique value?

What are the potential risks and challenges?

Do you understand the potential pitfalls? How will you mitigate the risks associated with potential customer confusion, loss of brand equity, or internal resistance?

What is the scope of the rebranding?

Determine the extent of the changes. Will it just involve changes to a logo and visual identity, or will it encompass the company’s name, products, messaging,

What is our budget and timeline?

Rebranding can be expensive. You’ll need to establish a realistic budget and timeline and ensure that you have the necessary resources to execute the plan effectively.

How will we measure success?

Set clear metrics to evaluate the rebranding project’s success. These could include brand awareness, customer engagement, sales growth, or other key

THE ELEPHANT IN THE ROOM

, service, and brand has a lifespan, some longer than others. In Gibraltar, we are blessed to have a number of famous companies that have seemingly been around forever and continue to bump along nicely with more modern brands. However, not all products, services, or brands are built for the long term.

Sometimes, rebranding might just be an exercise to paint over the cracks. Therefore, knowing whether to rebrand or to manage decline and cut your losses before moving on to the next opportunity is also an essential part of the process. Whatever your approach, it’s important to ask the right questions and understand the opportunities and risks associated with the answers

UNTANGLING BREXIT A postcard from Northern Ireland

DAVID REVAGLIATTE

Last month marked eight years since the UK voted to leave the European Union. I remember the exact moment I read the headline ‘UK Votes to Leave the EU’ on my phone and the feeling of shock that started to set in. My first thought was, “Er, now what?” Little did I know I would still be asking that question eight years later… Eight years of uncertainty, negotiations, grace periods, frameworks, and meticulously crafted non-statements. But still no solution.

And I don’t mean to trivialise what we all know is a highly complex, highly sensitive negotiation, but it is hard to keep optimistic at times. One man who can certainly relate to this feeling is Roger Pollen. Roger is the Head of the Federation of Small Businesses (FSB) in Northern Ireland which represents around 6,000 members from diverse sectors. I met him the day after his Brexit-themed keynote speech at the GFSB’s Annual Dinner, during which he delivered a realistic, but optimistic address on how Northern Ireland’s small businesses made it through the post-Brexit landscape.

THE BREXIT VOTE AND ITS AFTERMATH

The 2016 UK Referendum saw Northern Ireland voting 56% to remain in the EU, in contrast to

Gibraltar’s overwhelming will to stay within the EU with 96% voting remain. Despite these differences, the collective decision was to leave the EU, leading to inevitable separation without a clear plan. The collapse of the Northern Ireland Executive in 2017 further complicated matters, placing the burden on businesses to navigate the uncertain landscape.

According to Roger, FSB Northern Ireland actively engaged with its members through focus groups and policy teams to understand their ambitions and concerns. The outcome was a vision of Northern Ireland as a unique entity capable of leveraging its position between the EU and the UK. This ambitious vision was captured in two policy papers, envisioning Northern Ireland as the ‘Singapore of the Western Hemisphere’, with access to both markets

SHAPING THE DEBATE AND OVERCOMING CHALLENGES

With no Executive ministers, FSB Northern Ireland took the lead in shaping the debate. Roger highlighted their extensive engagement with political leaders, UK Cabinet Members, and the media to keep the issues at the forefront. This proactive approach was necessary to address the numerous challenges posed by the Northern Ireland Protocol (NIP), which Ministers promised would operate without checks on goods between Great Britain and Northern Ireland but quickly proved problematic.

According to Roger, “The border between the EU and Ireland actually exists in the ports in Northern Ireland, which I think is a source of friction and irritation as well, because effectively, it’s Northern Ireland having to impose rules and restrictions on itself that it doesn’t necessarily want. So, if you imagine a lorry load of product coming in from Scotland into Northern Ireland destined for supermarkets to be sold in Northern Ireland, that has to be compliant with the rules of the European Union’s single market or it has to have a very good and clear set of restrictions around it to ensure

ROGER POLLEN

that it can’t go into that market.

THE STICKING PLASTER APPROACH

Roger explaine d that the initial relief among business owners soon gave way to frustration as the transition period ended in 2020, bringing a slew of bureaucratic hurdles. From second-hand car prices to food safety checks, businesses faced a barrage of issues requiring ‘sticking plaster’ solutions, often termed Grace Periods. These temporary measures, while sometimes effective, highlighted the underlying instability of the NIP.

Roger further elaborated, “That border also has a significance because of the history of the Troubles in Northern Ireland, so there was a general sense that it shouldn’t be reinforced, reinstated, as a hard border where you would check things like customs and identity and so on. “So as a result of that, there was a move to manage the border somewhere else and that ended up being in the Irish Sea between Great Britain and Northern Ireland. It’s there to affect the goods that come into Northern Ireland because they’re deemed to be at risk of going into the EU through Northern Ireland.”

ENGAGING WITH POLITICAL ENTITIES: A DELICATE BALANCE

FSB Northern Ireland maintained a politically neutral stance, engaging with all parties to advocate for their members’ needs. Roger emphasised that this balanced approach was essential in a region marked by Unionist versus Nationalist politics, ensuring that all business cohorts, especially those most adversely affected, were represented.

Roger’s advice to Gibraltar was clear: “The challenge is to try and envisage what a good future would look like, so you know what you’re working towards. Otherwise, there’s always the temptation to resist things being suggested and proposed rather than having a vision of what you’re actually trying to get to. So when we assessed our market, we identified what we call five cohorts of businesses affected by the protocol. The first cohort was the ones for whom the protocol worked well, like the farming sector.

The second cohort was those largely unaffected, like services. The third cohort was largely unaware because they were so small and they got their supplies from somebody in Northern Ireland doing the process for them. The fourth cohort was people protected by grace periods, and the fifth cohort was the ones who were badly affected. When we mapped it out like that and put the focus on the fifth cohort, we realised we couldn’t afford for anybody to be left behind. That started to give us a sense of focusing on what we needed to do.”

LOOKING AHEAD: POTENTIAL AND CAUTION

Roger pointed out that the evolving nature of post-Brexit regulations means that Northern Ireland and Gibraltar must remain adaptable. Northern Ireland’s unique access to the EU and UK markets positions it for potential economic resurgence. However, the need for continued advocacy and innovative solutions, such as the proposed Regulatory Compliance Certification Service (RCCS), remains critical.

While Roger acknowledged that “Post-Brexit business is good. By certain metrics, it is very good. There’s quite a lot of confidence, things are going well,” he also noted the need for growth. “In Northern Ireland, there’s X number of people who will start a new business every year per 10,000 population. In England, that’s 2X and in America, it’s 5X. So five times more people per 10,000 in America will start a business this year than in Northern Ireland. Our economy is pretty much treading water. We would typically have a business birth rate of about 10% and a business death rate of about 10%.

”As we continue to face post-Brexit uncertainty, the experiences and survival strategies employed by the FSB in Northern Ireland offer valuable insights and, crucially, hope. Roger Pollen’s experiences highlight the importance of advocacy, strategic planning, and flexibility when facing a post-Brexit landscape. Gibraltar’s small businesses can perhaps draw from these lessons to start finding some sense in the uncertainty and thrive regardless.

CARVING A NICHE WITH DESIGN

For many businesses, standing out from the crowd in an already crowded marketplace is a mammoth task. But for Fresquita one of the ways they tackled this issue was with highly creative packaging.

Fresquita is Madrid’s first premium hard seltzer. Hard seltzers come in many forms but typically consist of an alcohol base mixed with sparkling water. Fresquita is a hard seltzer combining vodka with sparkling water. It comes in three flavours: lime, raspberry and pineapple so there is something for everyone.

Founders Alex and Beatrice first became acquainted with Hard Seltzer’s back when they lived in Amsterdam and soon fell in love with them.

“What we love about Hard Seltzer was how clean it was. We live a healthy lifestyle but wanted to keep up our healthy habits even in our social time. We left Amsterdam and missed this cleaner living option so decided to start up our own one in Madrid,” comments Alex. Hard Seltzer began in the US back in 2016 with brands like White Claw leading the market. The drink is tailored to an audience who are increasingly looking for drinks with a lower alcohol percentage with less and more natural ingredients.

Combining Alex’s 5 years of sales experience both in the US and Europe selling alcohol brands such as LOLEA; and Beatrice’s 5 years of design and illustration they set about crafting their hard seltzer.

SMALL STEPS

With Hard Seltzer being such a new concept in Spain, initially the founders had some difficulty finding a distillery that knew what Hard Seltzer was and could help them develop a great one.

“Part of the challenge when you are introducing a new product to the market is the lack of awareness of it even at the manufacturing level. Very few of the distilleries knew what a Hard Seltzer was, let alone had tried one,” comments Beatrice. After much back

and forth they found the perfect spot in Barcelona. “Once we had gotten over that initial hurdle and had a product that we were happy with we turned our attention to the packaging design. During the design stages we often asked ourselves, in a market with a known heritage of more traditional alcohol options such as wine, sherry and beer, how could we convince someone to try something new?”

PACKAGING

With such a new product that people are not familiar with, the founders found it imperative to create attractive packaging for the brand. The brand’s designer Beatrice explains more:

“ We wanted to entice people’s curiosity by creating an attractive product that people would be excited to try. As my co-founder Alex is half Swedish, I was inspired by his Nordic roots to build the packaging of the brand.

The typography for our brand was inspired by nordic runes. On our cans, above our brand name I made an icon which represents Odin’s eye. In Nordic mythology Odin;(who some of you may recognise as Thor’s father from the Marvel films), sacrifices one eye in order to gain higher knowledge. “We like to joke that his missing eye is the one that you find on our cans’” adds Beatrice.

“For the illustrations of the flavours we wanted them to be an interpretation of the faces of famous Gods. We loved the idea of combining a fresh and modern design with touches of classical mythology to ground the brand. So our Raspberry flavour represents Aphrodite, our Lime Artemis and our Pineapple flavour the sun god Apollo.”

EMBRACING THE SENSES

Beatrice and Alex also found ways to make their Hard Seltzer a full sensory experience. As well as both the sense of smell and taste, the founders were very playful with the sense of touch when it came to the packaging design.

Alex explains “ We wanted for Fresquita to have a certain texture to it so that it would be instantly recognisable in any bar or restaurant. We also felt that the relief applied to the logo sent signals to the consumer about the quality of the product. It’s an artisanal, premium product and we wanted to ensure that the packaging reflected that.”

TOXIC TECH Gibraltar’s Growing e-Waste Challange

JOHN W. HAYES

With its largely service-based economy, you’d be forgiven for thinking that Gibraltar didn’t have to deal with the problem of toxic waste, perhaps more commonly seen in countries reliant on manufacturing, mining and even agriculture. However, every gaming company, insurance firm, fintech organisation, retailer, restaurant, and literally every other business on the Rock is potentially responsible for producing a particularly nasty waste byproduct - e-waste.

E-waste (or electronic waste, to give it its full title) refers to discarded electrical and electronic devices. These include everyday consumer electronics and office equipment such as smartphones, tablets, computers, printers, and scanners. While these items might appear innocuous, e-waste often contains hazardous materials like lead, mercury, cadmium, and brominated flame retardants. Improper disposal can release these toxic substances into the environment, contaminating soil, water, and air. This isn’t just damaging to the local ecology. Exposure to hazardous materials in e-waste can cause serious health issues, including respiratory problems, neurological damage, and cancer.

With thousands of workers spending every waking moment staring at a computer screen, you can bet your bottom dollar that the Rock faces a big challenge in disposing of these devices responsibly. Gibraltar takes this issue very seriously.

THE LAW REGARDING E-WASTE

A spokesperson for the HM Government of Gibraltar told Thrive Magazine that e-waste on the Rock must be processed in compliance with the Environment (waste regulations) 2007 and the Public Health Act 1991. The act addresses e-waste management through regulations relating to classification and handling, producer responsibility, permits for e-waste management, recycling and recovery, and documentation and reporting.

“The government has an ongoing environmental education

programme that seeks to raise awareness of a number of issues, including waste management. Information is included on the Thinking Green Website and social media channels, and talks and targeted initiatives are carried out as required or requested.” New regulations will also shortly be introduced on the Rock.

“These will require businesses to recycle their waste, including waste electrical and electronic equipment (WEEE). It is hoped that this, along with the recovery and reuse initiative being offered in conjunction with the Ecopark, will reduce the amount of WEEE being disposed of incorrectly.”

WHAT CURRENTLY HAPPENS TO E-WASTE IN GIBRALTAR?

Electrical and electronic equipment disposed of as waste is typically dealt with in one or two ways. Where appropriate, items are dismantled by a dedicated team and the relevant constituent parts stored locally before being exported and recycled. Recycling doesn’t just prevent e-waste from going to landfills. Electronic devices often contain valuable materials such as gold, silver, copper, and rare earth elements. When e-waste is not recycled correctly, these resources are lost, leading to increased mining and depletion of natural resources. Alternatively, devices are identified as reusable by the Ecopark waste centre and given a new lease of life through donation.

However, the government spokesperson told us Gibraltar faces several challenges unique to its equally unique geographic and geopolitical situation.

“Gibraltar’s main challenge with respect to all waste is the renewal of the Transfrontier Shipment Authorisations (TFS), which have been administratively more onerous since BREXIT. This has resulted in delays in the processing of these which in turn creates other challenges in respect of storage space for waste prior to export.”

REDUCING E-WASTE AT SOURCE AND GIVING BACK TO THE COMMUNITY

Many local companies are already taking a proactive stance to reduce the amount of e-waste they produce. Adrianna Proetta, sustainability and communications assistant at MH Bland Group of Companies, explained how they manage the potential problem of e-waste.

“Taking care of and maintaining your equipment is the primary step to reducing the need for replacement or disposal,” says Mandy. “We have a fantastic IT and maintenance team who really take care of all our equipment across all of our departments, so e-waste is

not as common an occurrence as you may think.” Devices that are no longer needed in the business but can be re-used are always put up for donation.

“They are offered to staff members who may need electronic equipment at home or worthy charities such as PossAbilities,” says Mandy. “One of our core company values is caring about our communities, so we aim to work with communitybased charities.PossAbilities is an independent support facility for persons and families with Supported Needs and Disabilities, providing access to adapted and inclusive resources and facilities to the Neurodiverse community. They use the equipment in their offices for either staff or the children during their after-school clubs or workshops.”

Links: Thinking Green: https://thinkinggreen.gov.gi/ PossAbilities: https://possabilities-gib.com/

THE KISHIN ALWANI FOUNDADTION: A Bridge Between Business

KATIE BULLER

and

the Arts

The relationship between business and the arts is often overlooked, yet the two are deeply interconnected. The arts symbolise expression and innovation, while business provides the resources and platforms necessary for creative pursuits to thrive. A remarkable example of this relationship in action is the Kishin Alwani Foundation, which has been supporting Gibraltar’s creative communities for over 30 years.

Founded by Kishin Alwani, a successful businessman, the Foundation is built on passion, commitment, and a vision to empower local and international artists.

THE INSPIRATION BEHIND THE KISHIN ALWANI FOUNDATION

The Alwani family’s roots in Gibraltar date back to 1923, when the Alwani Group of companies was founded by Ladharam Bassarmal Alwani. Today, the Chairman of the Group is Kishin Alwani, Ladharam’s son. Driven by a deep sense of gratitude and a desire to give back to the community responsible for his family’s success, Kishin Alwani established the Alwani Trust, which recently celebrated its 20th anniversary. The Alwani Foundation was subsequently created two years later, launching in 1998.

“I wanted to use what I have done to help others. This is a passion of mine,” says Alwani, when asked about the inspiration behind setting up the Foundation. “I enjoy giving back to the community and the Foundation is a means to facilitate this.”

A FOCUS ON THE ARTS

While the Alwani Foundation supports a wide range of causes, from cancer relief to educational projects, it has developed a reputation for its dedication to

the arts. Mr Alwani believes that the arts enable people to express themselves, and that having an outlet and being able to work on this is an important aspect of life. By encouraging artists to practice their passion, they may go on to achieve greater things.

This dedication has seen the Foundation take on a more active role in promoting the arts in recent years, both within Gibraltar and beyond. It has sponsored the best painting on a Gibraltar theme at the annual Spring Open Art exhibition since 2003 and instituted the Young Artist Competition. The Foundation’s efforts have significantly shaped the local art scene, building a vibrant community.

THE RELATIONSHIP BETWEEN BUSINESS AND THE ARTS

Kishin Alwani views the relationship between art and business as a mutually beneficial one.

“Business is an art in itself. It requires meticulous crafting and enables you to express yourself. I want to use my profession to benefit artists in other fields,” he says. This philosophy is at the heart of the Alwani Foundation’s approach, where business expertise is leveraged to create valuable opportunities and platforms for artists to thrive.

In business, success often relies on creativity, innovation, and strategic thinking – qualities that all stem from art. Alwani understands that the skills and insights gained from building a successful business can be applied to building and nurturing a dynamic arts community. By applying principles of business strategy, marketing, and financial management, the Foundation helps artists navigate the often competitive art world. Moreover, the Foundation provides mentorship and guidance to emerging artists, including advice on how to market their work, connect with galleries, and manage their finances – skills that are essential for sustaining a successful career in the arts. themselves, and that having an outlet and being able to work on this is an important aspect of life. By encouraging artists to practice their passion, they may go on to achieve greater things.

This dedication has seen the Foundation take on a more active role in promoting the arts in recent years, both within Gibraltar and beyond. It has sponsored the best painting on a Gibraltar theme at the annual Spring Open Art exhibition since 2003 and instituted the Young Artist Competition. The Foundation’s efforts have significantly shaped the local art scene, building a vibrant community.

SIGNIFICANT MILESTONES

Among the many milestones achieved by the Foundation, the Summer Painting Exhibition stands out. By offering increased prize money of £10,000 and inviting international participation, the Foundation not only elevated the profile of local artists with this venture but also attracted global talent to the territory. “The most significant was the Alwani Exhibition. By organising and promoting this event with the Fine Arts Association, we learned a lot and hope to build on this. Offering a grand prize and expanding outside of Gibraltar was new territory for us,” Alwani reflects. “Having supported the Arts in Gibraltar for 30 years, I now want to help shepherd Gibraltar Art to an International level. This competition is the first step to invite and encourage artists from Spain, Portugal, Morocco, and the UK to join.”

A MODEL FOR OTHERS

The Kishin Alwani Foundation’s model of support for the arts offers valuable lessons for other businesses. “We have based our model on one simple element: act. Publicising our efforts aims to encourage other businesses to do the same. If there is an opportunity to help others, take it. The rest will follow.”

LOOKING AHEAD

The future looks bright for the Alwani Foundation. They aim to continue donating and taking part in various events within the arts, as well as encouraging artists in other fields to engage in their passions. The Foundation is also keen to broaden its influence by supporting other areas such as education, health, mental welfare, the environment, and sports. By collaborating with existing networks such as the Fine Arts Association and encouraging global participation, the Kishin Alwani Foundation will continue to champion the arts in Gibraltar for years to come, proving that bridging the gap between business and creativity really can transform communities and inspire future generations.

WHEN ENTREPRENEURSHIP MEETS ART

DAVID REVAGLIATTE

Much of this edition has focused on the many ways that the arts add value to a business. But what about the creatives themselves? Are they valued and supported appropriately?

Local artist Stefano Blanca Sciacaluga is the Co-Founder and President of Kitchen Studios, a collective of artists that aims to ‘curate a living, breathing workspace for artists locally’ and ‘facilitate the exploration of their work.’

The collective celebrates its 10th anniversary this year, but the seed was planted years before that when Stefano along with two of his friends Patrizia Imossi and Christopher Tavares decided to launch ‘Creative Gibraltar’. “I remember returning from University and finding it hard to find other artists locally” says Stefano, “my idea was to create an online directory of local artists that would allow other creatives and the wider community to find one another, the hope was to build more of a community amongst the art scene in Gibraltar’’. One of the main outputs of Stefano’s ‘Creative Gibraltar’ project was the launch of a website that included names, bios and portfolios of local artists. This was the first time a resource like this existed in Gibraltar, but the response was patchy, “The directory was received well by artists and the community and there’s been a lot of great work shared and created, but over time, we saw it was a challenge keeping profiles up-to-date.”

HEARING SIRENS

2014 brought new horizons for the three founders of Creative Gibraltar. “The Government had signed a cultural partnership agreement with a group of artists from Italy and San Marino”, says Stefano. “The partnership involved a residency by artists

KITCHEN STUDIOS

KITCHEN STUDIOS

WHO IS KITCHEN?

Kitchen Studios is formed of 12 artists. Alongside Stefano, its current members are Alex Menez, Lizanne Figueras, Bea Garcia, Tom Maxwell, Patrizia Imossi, Naomi Duarte, Ermelinda Duarte, Naomi Martinez, Alan Perez, Cristina Rodriguez, and Daryl Pallas. “These really are just the closest people we work with regularly as a collective, but our extended network of artists is larger” says Stefano. “We are a non-profit artist platform and registered cultural association. We work with artists of all disciplines and ages but with focus on young artists and contemporary art. Gib has a thriving community of artists and plenty of opportunities for artists to enter competitions, but very few opportunities to exhibit or connect with other artists.”

WORKING WITH BUSINESS

“Because our focus is on art and providing a platform for artists, we rarely collaborate with businesses,” explains Stefano, emphasizing Kitchen Studios’ dedication to artistic integrity and community over commercial interests. However, this doesn’t mean they are completely isolated from the business world. In the past, Kitchen Studios has forged meaningful partnerships that align with their mission of fostering creativity. They have collaborated with the Youth Services to provide workshops for children, encouraging artistic expression from a young age. In 2018, they teamed up with the World Music Festival on their Borders programme, transforming the festival’s office and a vibrant street party event adorned with art created by Kitchen Studios members. El Kasbah has also been a frequent partner, hosting numerous

events that blend art with cultural experiences, further embedding Kitchen Studios within the local fabric. Additionally, they have worked with the Fine Arts Association and even extended their reach to associations in nearby Spain, promoting cross-border artistic collaborations. These partnerships have not only broadened the scope of Kitchen Studios’ influence but have also provided artists with valuable opportunities to showcase their work to diverse audiences.

EVENTS

Kitchen Studios thrives on community engagement and creativity, hosting a wide range of events that cater to various artistic interests. One of their most popular events is “Drink and Draw,” a monthly drawing session that combines social interaction with artistic practice. This casual, inclusive event attracts artists of all skill levels, fostering a supportive environment where creativity can flourish.

Recently, Kitchen Studios celebrated their tenth anniversary with a comprehensive program of events that highlighted their commitment to the arts. This included photo walks, drawing sessions, and workshops in collage and animation, offering something for everyone in the community. These events not only showcase the talents of Kitchen Studios’ members but also invite the broader public to participate and explore their own creatiIn addition to these interactive sessions, Kitchen Studios regularly hosts exhibitions, including one-night pop-up

KITCHEN STUDIOS

shows that provide dynamic and exciting platforms for artists to present their work. These exhibitions are not only a testament to the thriving local art scene but also a celebration of the diverse talents within Kitchen Studios’ network.

THE FUTURE

As Kitchen Studios moves forward, their focus is on consolidating the successes of their tenth-anniversary celebrations and expanding their horizons with new projects. “Right now, our plan is to regroup after our tenth anniversary and move on to more projects,” says Stefano. The anniversary program served as a valuable testing ground for events that could become regular fixtures in their calendar, providing insights into what resonates most with the community.

LOOKING AHEAD

Kitchen Studios aims to introduce new exhibitions and community events throughout the remainder of the year, continually pushing the boundaries of creative expression. They are also committed to maintaining an open-door policy at their studio, offering a welcoming space for both regular events and workshops as well as for individuals or groups who need a venue for their artistic projects. By doing so, Kitchen Studios will continue to nurture and inspire the next generation of artists, ensuring that Gibraltar’s creative community remains vibrant and dynamic.

KITCHEN STUDIOS

KITCHEN STUDIOS

KITCHEN STUDIOS

KITCHEN STUDIOS

KITCHEN STUDIOS KITCHEN STUDIOS

KITCHEN STUDIOS

KITCHEN STUDIOS

INVESTING IN YOUR TEAM: Why Continuous Learning Matters

REBECCA JACKSON

When you’re a small business, staying one step ahead of the competition is essential. Yet, many small business owners grapple with the decision to invest in employee training and development. With limited resources and immediate financial pressures, it can unintentionally get pushed to the bottom of the priority list. However, investing in your team’s learning and development is a strategic move that can yield significant returns.

Jack Welch, the former CEO of General Electric, famously said, “A business’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” For small business owners, creating an environment of continuous learning is essential for maintaining competitiveness and ensuring long-term success.

It’s natural to hesitate about investing in training. It can be expensive, and with tight budgets, it’s often seen as a luxury rather than a necessity. Training rarely seems urgent, which can mean that businesses focus on essential, government-mandated training that do have a specific deadline or requirement.

Another perhaps less spoken about view is why change something that’s already working well, or where staff are generally satisfied with what you offer them? And what if you spend money on training and development, only for them to leave? It’s a risk, especially in sectors with low margins and a perception of high turnover like food and beverage, and retail. Because even when training is ‘free,’ it comes with the cost of paying your team for their time, and that’s not time spent working in your business.

However, survey after survey finds that employees consistently cite not feeling valued by their manager and business as a top reason for leaving, far above the desire for a better job or higher pay. Investing in their growth is a powerful way to show your team that you care about them. Richard Branson captures this sentiment well, saying, “Train people well enough so they can leave. Treat them well enough so they don’t want to.”

In fact, the cost of replacing a team member who leaves is significantly higher than investing in their development. Hiring and training new staff can be

lengthy, time-consuming, and costly, often far exceeding the cost of investing in your current team’s learning.

But what if the worst happens, and they do leave? Many great leaders share that seeing team members develop and move on to the next step in their careers can be one of the most rewarding experiences as a leader, provided they leave for the right reasons.

While any turnover presents challenges, particularly the difficulty of finding good staff in a small market, it also brings significant benefits.

It avoids stagnation, boredom, and mediocrity in your people and, in turn, your business. Having someone eager and willing to learn in your team for two years, who then moves on to bigger things, is arguably far better than having someone mediocre stay for ten years.

It keeps the team on its toes and fosters a culture of continuous learning and growth. Without learning, growth, and change, businesses stagnate.

Given the pace of the world around us, small businesses cannot rely solely on the owner to introduce new ideas and innovations. The entire team needs to be engaged in this process to keep the business fresh.

The wonderful thing about our community in Gibraltar is that if all businesses invested in continuously upskilling their teams, the entire talent pool becomes enriched. People moving from business to business bring new skills, perspectives, and energy, benefiting the whole

ecosystem. Developing a reputation as a business that values professional growth and truly cares about its team could be a key differentiator, helping you attract the best people to work for you.

One challenge to acknowledge is the misconception that learning only happens in formal settings, such as training courses. In reality, learning should and can be an ongoing, everyday activity. Training courses can be high-cost and often require a full or half day out of work. However, learning doesn’t have to be expensive, nor be something that happens once or twice a year. We can learn every day through podcasts, YouTube videos, and even reading a magazine like Thrive to pick up tips. Many of us scroll through Instagram, where experts in every field share their knowledge in bite-sized pieces. Sharing these micro-insights with others in the business and applying them to our work creates a culture of continuous improvement and innovation.

This is useful because many of us learn by doing, implementing, and refining. In fact, learning theory reinforces that individuals tend to learn 70% of what they do at work through practical experiences, 20% by learning from others, and just 10% from dedicated training sessions. As a business owner, encouraging your team to experiment with what they read, listen to, and watch, and then putting that learning into practice, will enhance the entire team’s growth - as well as being more cost and time-effective than a once a year day-long training course.

Creating a culture of learning can start small. By encouraging your team to incorporate new insights into your business, you keep your people motivated and your business fresh. The benefits of investing in your team’s development far outweigh the downsides. Continuous learning is essential for staying competitive and ensuring long-term success.

“Given the pace of the world around us, small businesses cannot rely solely on the owner to introduce new ideas and innovations.”

And by nurturing and investing in your team, you not only improve their skills and job satisfaction but also drive innovation and growth for your business.

The question is not whether you can afford to invest in your team’s development, but whether you can afford not to.

Six Simple Tips for Small Business Owners to Invest in Team Development

1. Leverage Free Resources:

Take advantage of free online resources such as podcasts, YouTube tutorials, MOOC’s and industry blogs. These can provide valuable bite sized insights without impacting your budget.

2. Make Learning a Conversation:

Engage your team by asking what they’ve learned recently and to share any new ideas they have had. Share what you are learning too, your challenges and successes, to model continuous learning and encourage openness.

3. Implement Micro-Learning:

Integrate learning into daily routines by encouraging short, focused learning sessions. It could be a 10-minute video or article that your team can engage with during a break and then talk about together.

4. Promote Hands-On Experience:

Give your team opportunities to learn by doing. Allow them to take on new projects, experiment with new approaches, and learn from their successes and failures.

5. Offer Flexible Learning Options:

Recognize that everyone learns differently. Encourage your team to be creative and help them identify ways that they personally learn best.

6. Capitalise on Available Resources:

Utilise learning programmes from the GFSB, who offer free bite sized learning opportunities and training included as part of your membership. Check the 2024/25 calendar for upcoming topics.

How do you teach AI the value of trust?

The transformative potential of AI is high — but so are its risks. Can embedding trust from the start help your company reap AI’s rewards?

EY Gibraltar

+350 200 13 200 Visit ey.com/gi

1

5 BUSINESS READS

DAVID REVAGLIATTE & ÁINE PANTER

August, often dubbed the ‘silly season’, is traditionally a period of quiet. School’s out, much of the public sector runs on reduced hours and it’s when many of us take a much-needed break. This lull in activity offers a rare opportunity to take a step back from the hustle and bustle of everyday life. While some may find the slower pace monotonous, it can also be a valuable time for selfreflection and strategic planning.

For those of us in the business world, August is the perfect moment to recharge and prepare for the busy months ahead. It’s a chance to evaluate past achievements, set new goals, and explore fresh ideas. To make the most of this reflective period, Áine Panter, Head of the School of Business at the University of Gibraltar has curated a list of must-reads that will inspire, inform, and equip you for a successful return to work in September.

Dive into these recommendations to ignite your creativity and sharpen your strategic thinking.

Strategy Bites Back

by Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel

This is a great book on strategy with a focus on case studies from Gary Hamel (a global leader in strategy, innovation and management) to Napoleon, Michael Porter (renowned Harvard Business School professor and creator of Porter’s five forces model and credited with introducing the concept of competitive advantage) to Hans Christian Andersen. Henry Mintzberg himself is a renowned academic and author on business and management who has developed various management theories

The Decision Maker’s Playbook

by Simon Mueller and Julia Dhar

A handy reference book to guide decision making. It includes twelve straightforward mental tactics to aid in thinking more clearly, navigating uncertainty and ultimately making shrewder choices. Using models from different disciplines such as statistics, politics, economics, computer science, intelligence and psychology, it’s well laid out and easy to follow. It includes plenty of diagrams, for those visual learners amongst us! 2

Discover the University of Gibraltar’s School of Business: unigib.edu.gi/school-of-business/ 3 4 5

Mindset, the new psychology of success

by Carol S Dwec

Carol Dweck first introduced the concept of mindset in 2006 and the impact it can have on all aspects of our lives. It seems an obvious concept but yet, as we all know, it’s all too easy to get stuck in a fixed mindset i.e. that our abilities are fixed and cannot change, and thus limit our potential. Adopting a growth mindset on the other hand (i.e. acknowledging that our abilities can be developed), can open up avenues where we can flourish, ultimately leading to continuous personal development and growth, which in turn will have a ripple effect on any organisation.

Getting to Yes, negotiating an agreement without giving in

by Roger Fisher and William Ury

A great little book that simplifies the negotiation process and provides a framework for finding a solution regardless of the type of negotiation! It’s peppered with plenty of real-life examples to make the concepts relatable. Though first published in 1981, the book was updated and revised in 2011 and is still in print.

I’ll finish with two readers

by Harvard Business School

HBR’s 10 must reads on (i) Leadership and on (ii) Change Management.

HBR publish their “must reads” on a regular basis. Each book contains ten articles written by a mix of academic researchers and industry practitioners which originally appeared in the Harvard Business Review. Easy to read, the two books I’ve chosen provide good insights into different aspects of both leadership and change management and include a number of interesting and relatable case studies to explain different concepts.

LOOK FRESHER FOR LONGER

RAJU PURSWANI

We recently provided a large local organisation with their uniforms. Once the order was delivered, I felt compelled to send them guidelines on how to take care of their uniform. Spending money on clothes and footwear is not a guarantee on making the right impression, either to yourself, nor anyone else- it’s attention to detail that seals the deal.

Customers often ask me whether a particular item will “stretch”. My stock answer is your body will stretch anything you wear. You want proof? Have a look at an old pair of shoes and see if they were the same shape when you first bought them!

If you want your clothing to look better for longer, then they (like the rest of us) need a little bit of TLC.

GIVE THEM A REST

Many people will have a uniform for the week, use it daily, then send it off for dry cleaning at the end of the week. This is very hard on the garments, and they don’t have time to recover their shape, before being used again. Then, when they are sent to the cleaners they go through an abrasive process that further reduces the natural qualities of the fabric.

Similarly, some people find a pair of comfy shoes that they fall in love with and wear them continually until they wear them out.

should also apply to items with their labels still on that you bought ages ago and have never used! This will allow the clothes you do use to be more visible and easier to pick up. I often carry out this exercise when I change my wardrobe for the season.

HANG THEM PROPERLY

Jackets weren’t made to be hung on the back of chairs- make sure you use good hangers.

CHECK THE WASHING INSTRUCTIONS

They’re there for a reason!

“ Remember, caring for your clothes is just as important as choosing the right pieces ”

In both cases, I would suggest that they rotate these items as often as possible, ideally daily. This will allow them to rest and regain some of their shape. In the case of footwear, it is even more important, as wearing out one part of the outer sole will change how you walk, and could lead to injuries, especially to your knees.

GIVE THEM THE ONCE-OVER

Have you ever pulled out something to wear just before you were due to go out, only to find it was stained? Save yourself the stress and check over your clothing before (not after) putting them away in your wardrobe.

Give them some room

Your clothes will crease and won’t look good if they’re jam packed in your wardrobe. Take some time to get rid of items you don’t use any more. This ruthlessness

AVOID THE SUN!

Just like your skin, you should try and avoid putting your clothes out to dry in direct sunlight, especially dark clothes. If you do have to, then hang them to dry inside out.

This is not an exhaustive list, but following these simple tips, should keep your clothes in great shape and extend their lifespan considerably. A little bit of care goes a long way in maintaining the quality and appearance of your wardrobe, ensuring that you always make the right impression.

Remember, caring for your clothes is just as important as choosing the right pieces. By giving them the attention they deserve, you not only protect your investment but also enhance your personal and professional image. So, whether it’s rotating your uniforms, using proper hangers, or simply checking

for stains before storing your clothes, these small actions can make a significant difference. Let’s show our wardrobe some love and reap the benefits of looking sharp and feeling confident every day.

Stay stylish,

Raju Purswani

GUIDE TO

CREATING A DIVERSITY AND INCLUSION STRATEGY

Over the past 18 years, I’ve had the privilege of working with a diverse range of businesses and industries, gaining insights into the challenges they face in implementing effective diversity and inclusion strategies. Often, DEI&B is viewed as a ‘nice to have’ rather than an essential component of business success. With this in mind, I’m excited to share valuable insights and practical steps to help you create environments where everyone can thrive.

You’ve probably heard of DEI&B, but what do these letters really mean, and why do they matter for you and your organisation? Diversity includes differences like race, gender, age, neurodiversity, disability, LGBTQ+, culture, and more; Equity ensures equal opportunities for all; Inclusion values everyone’s contributions; and Belonging means individuals feel accepted and integral to the organisation.

DON’T FORGET PSYCHOLOGICAL SAFETY

Creating psychological safety is key to inclusion, it unlocks team intelligence, enhances decision-making, and boosts performance by fostering trust and open dialogue. It allows individuals to be themselves without fear, encouraging them to speak up, take risks, and drive innovation.

It doesn’t have to be difficult; there are steps you can take to make your organisation a better place to work, plus create a wonderful community in which to live and connect wholeheartedly.

CHRISTINA MARIE GIUFFRÉ

WHY DOES IT MATTER?

People Come First. It’s Not Just Fluff & Rainbows! Leadership and management practices must evolve as humans do. DEI&B are not just buzzwords; they create stronger, happier, and more collaborative workplaces, guiding organisations towards integrity, fairness, empathy, and positive impact.

IT’S NOT JUST AN HR THING

Infusing DEI&B principles into the core of organisations unlocks the potential of people, enhances products and services, and drives innovation, growth, and sustained profitability.

GO BEYOND DIVERSITY

Create an inclusive environment where employees feel valued, respected, and empowered to bring their authentic selves to work. Recognise that people have intersecting identities (intersectionality) and tailoring your approach is crucial.

It’s Proven.

The Numbers Don’t Lie!

Highly Diverse Companies: 1.4 times more revenue and higher EBIT margins than industry medians. (BCG, 2022) & 19% higher innovation revenues (BCG, 2018)

Gender Diverse companies: 15% more likely to outperform respective national industry medians. (McKinsey, 2020)

Culturally Diverse Exec Teams: 33% more likely to have industry-leading profitability. (McKinsey 2018)

Culturally Diverse Boards: 43% more likely to experience higher profits. (McKinsey 2018)

Inclusive companies are 1.7 times more likely to be innovation leaders. ~ (Deloitte 2018)

“ Diversity, Equality and Inclusion are fundamental for a fair and just society, and these principles guide the work of the Ministry of Equality. Embedding these in the workplace, in businesses and organisations, is not just an ethical or moral imperative and is not solely about social justice. Ensuring that everyone can participate, contribute, and maximise

their talents, makes perfect business sense. It has repeatedly been proven that more diverse teams fare better than their less diverse counterparts.

Ultimately, the question that businesses should ask themselves is, ‘How can we better engage with all our clients?’ And surely what better way to do that than to ensure that the business is representative of the clients served.”

Hon Minister Santos GMD MP Minister for Equality, Employment, Culture and Tourism.

HOW TO START YOUR DEI&B STRATEGY?

The best thing you can do is to start! Remove the stigma, drop the excuses, and don’t be afraid to get it wrong.

1. Educate and Train: Provide DEI&B, unconscious bias, and inclusive practices training for all.

2. Analyse Insights: Evaluate status via surveys, focus groups, and external benchmarks

3. Gain Leadership Buy-In: Ensure top leadership commitment to support the strategy.

4. Create Inclusive Policies: Develop and implement equity-promoting policies

5. Foster an Inclusive Culture: Encourage open dialogue, safe spaces, and diverse perspectives.

6. Engage All Employees: Involve everyone and encourage leadership at all levels.

7. Set Clear Goals: Define specific, measurable objectives

8. Define Strategy & Communicate: Collaboratively define and communicate strategy, actions, and timelines.

9. Accountability: Regularly monitor, review, and adjust as needed

TRAINING HIGHLIGHT:

‘LGBTQ+ Safe Space Course’: to create inclusive environments; exploring gender and sexual diversity, fostering respect and inclusiveness, defining key vocabulary and applying knowledge via scenarios. *Tailored to your needs. Contact Lorraine Olivera www. gibraltarlgbtq.com

‘Count Me In’: a conference about turning DEIB words into actions. 12 Sep 2024. www.diversitygibraltar.com

Author Bio:

OVER TO YOU

As we move forward, let’s remember that our ethical decisions shape our collective future. As leaders, it’s our mission to champion and fuel diversity and inclusion by being true allies, addressing biases, and promoting a culture of empathy, compassion, and accountability.

Now is the time to create a lasting impact on communities, industries, and society. Let’s build a world where everyone belongs and thrives!

Christina is an authentic and adaptable strategic leader, passionate about DEI&B, with over 18 years’ experience in coaching and consulting in marketing, communications, product and leadership. www.machdigital.co.uk