MCCM Magazine June-July 2025

Managing Construction

Shaping the Future Through Growth

Keeping the Chaos at Bay: The Construction

Project Manager's Role

Freelance Construction

Project Manager

Joseph Rossi on Balancing Chaos, Clients, and Construction

June / July 2025 Edition

Publications and Financial Officer:

Fabrizio Gerada MCIOB Vice President

Welcome to the June/July 2025 edition of Managing Construction Magazine, a pivotal issue that marks a refreshed direction for our publication and Chamber. As the Malta Chamber of Construction Management, we continuously strive to elevate our industry, and this edition reflects our commitment to that goal.

This revamped format takes a deeper dive into the individual facets of construction project management. We aim to illuminate project managers’ multifaceted roles, offering insights and best practices and recognising the expertise that drives successful projects across Malta. We believe that by focusing on project managers’ individual journeys and professional growth, we can collectively raise the bar for the entire sector.

Furthermore, we proudly announce our extended collaborations with key governmental entities, including the Building and Construction Authority and the Environmental and Resources Authority. These strategic partnerships underscore our unwavering dedication to shaping a more resilient, sustainable, and professionally accountable built environment for Malta. We actively engage in discussions and initiatives that will strengthen regulatory frameworks and promote innovation, ensuring our industry remains at the forefront of national development and environmental stewardship.

We look forward to fostering a profound sense of collaboration within our industry through these renewed alliances and our refreshed editorial focus. Your contributions and engagement are vital as we work hand-in-hand with all stakeholders to build a safer and more prosperous future for Malta.

Editorial enquiries: info@mccm.org.mt

Advertising: info@mccm.org.mt

Who We Are

The Chamber is the voice of the construction managers at the various levels operating in Malta and beyond. We promote and expect, high standards in, quality, ethics, integrity and to be at the forefront of innovation of the local built environment. Through our input we strive to influence policies and regulations that impact the industry and their impact on the common good.

Mission Statement

To promote science and technological advancement in the process of building and construction for the public benefit.

To be at the forefront of public education, encouraging research and sharing the outcome from this research.

To make sure that advancement in the built technology is aimed at improving the quality of life of the public in general.

To enhance professionalism, encourage innovation and raise quality in construction management.

To promote high standards and professional ethics in building and construction practices.

To promote the highest levels of integrity in every decision that we take that affect others.

To respect all those affected by our decisions

TO BE THE DRIVER OF A CULTURAL AWARENESS CAMPAIGN STRIVING FOR PROFESSIONALISM IN THE CONSTRUCTION INDUSTRY.

Photo Credit: Juwill

Message from THE PRESIDENT AND THE CIOB CEO

Welcome to the 14th edition of our publication.

This article marks my third contribution and as I look back over the past few months, I genuinely feel encouraged by the progress we’ve made together. From day one, we set out with clear goals—and thanks to the collective effort of the council and your ongoing support, we’re seeing those goals turn into real, tangible milestones.

One of the first major task was the MCCM rebranding, which we proudly shared in our last issue. We also tackled an important task: updating our statute to reflect the realities of today. With input from our legal advisor and the full backing of the council, we proposed a set of changes, put them to an electronic vote—and received a fantastic 99.5% approval rate. That level of support means a lot. It tells us we're on the right track.

Outreach has been another big focus lately. We’ve been busy forming new partnerships and reconnecting with old ones—especially to give our members more opportunities for professional development, which remains a core pillar for us.

We’ve also kept a strong presence at key industry events. MCCM was present at SHARE Malta 2025, thanks to Kamra tal-Periti and took part in the Gozo seminar on adaptable construction methods – a collaboration between the University of Malta and the Gozo Regional Development Authority. More recently, we teamed up with MOSHPA for a well-attended session on the new Legal Notice 52 of 2025—a full house and a great discussion that really resonated with our members, especially given our key role on a construction project, in coordinating stakeholders and ensuring compliance with all regulations.

On a national level, we’re proud to be part of the new Building Codes initiative, and we’re actively engaged in talks around the legal recognition of our profession.

There’s a lot still to do—but the energy is there. Let’s keep moving forward—together.

Wishing you an insightful read.

Some of you may have heard that I’m moving on from CIOB at the end of June to take on a new position within the engineering sector. In my time with CIOB, one of my highlights was witnessing the establishment of the Malta Chamber of Construction Management.

Among the opportunities I’ve had to visit Malta and talk to MCCM members, I attended the opening of your premises in 2023. I said at the time it was a pleasure for CIOB to work with an organisation that shares our goals, understands the need to support built environment professionals and raise the standards of quality in construction.

What you have achieved in a relatively short space of time – particularly the growth in MCCM membership and, alongside that, the increase in those gaining CIOB chartered status – is certainly helping to drive the industry forward.

Your CPD offer is an example of this, with the breadth and consistency of content. CIOB members will know that we require undertaking and logging of CPD as part of membership and this year we want members undertaking CPD which will deepen their understanding of building safety.

I must also take this opportunity to, once again, acknowledge and thank your Past President Jesmond Chetcuti, as he was instrumental in the foundation of the MCCM. I also applaud Andrei Cachia, current MCCM President, as I know he’s working to grow the MCCM and make plans for the future. I hope you are both proud of the progress you have made.

Long may your success continue and I know you will maintain your commitment to drive up standards in construction and play your part in making our industry the best it can be, for those creating it and those using it.

MCCM hosts Inaugural networking and rebranding event

Jo Ann Giannakellis De Bono MCIOB Council Secretary

The Malta Chamber of Construction Management (MCCM) held its inaugural networking and rebranding event earlier this year, marking a significant step forward for the organization under its new council, which took office last November. The event aimed to strengthen ties with partners, members, and other entities within Malta's built environment industry.

Key highlights and achievements:

new affiliations and renewed MOUs:

The current executive team has actively engaged with both private organizations and government bodies, including Vassallo Builders, Elbros, Attard Brothers, Pantalesco, Jade Boye, Bank of Valletta, Gozo Business Chamber, Project Green, Indis, Infrastructure Malta, and the Ministry for Public Works. These discussions have addressed practical challenges faced by construction companies, fostering collaborations and strengthening MCCM's advocacy for policies that drive industry progress and sustainable construction practices.

Commitment to Continuous Education:

A core pillar of MCCM’s work is dedicated to elevating the construction industry through ongoing education. Thus, Continuous Professional Development (CPD) sessions to help members grow and raise industry standards are regularly organised. Similarly, the training partnership with the Chartered Institute of Building (CIOB) was reaffirmed, and productive discussions were held with educational institutions such as Idea College, MCAST, the Central Mediterranean Business School, and the University of Malta, all offering benefits to MCCM members. Furthermore, MCCM has partnered with the International Construction Project Management Association (ICPMA), a global network focused on best practices in construction management.

Updated membership paths:

MCCM firmly believes that the success of any project relies on the collective effort of key stakeholders and are of the view that the benefits offered by the Chamber should be accessible to all those involved in project management. Hence, revision to the chamber’s membership structure introduces two distinct paths: the Professional Path and the Member Path.

Additionally, one of the chamber’s most rewarding initiatives is the focus on nurturing the next generation of construction professions, and consequently the introduction of MCCM’s free student membership. This membership will automatically allow for the enrolment as a CIOB student member, providing students the opportunity to participate in chamber initiatives and access to a wealth of resources during their studies and beyond.

The rebranding exercise:

The council felt that the chamber’s branding needed to be reimagined to better portray our identity, commitment and dedication as a chamber both to the construction industry and our members.

More than just a fresh look, it is a strategic evolution reflecting our growth, vision and the strength of the sector we represent. At the heart of this change is our new logo, symbolising MCCM’s role in bridging vision with execution and reinforcing our leadership in construction project management in Malta and as stated by Andrei Cachia “This new identity reflects who we are today and where we’re headed, demonstrating our commitment to supporting the growth of the built environment industry.”

Additionally, this rebranding included updating the Malta Chamber of Construction Management’s social media platforms including the launch of the chamber’s new Facebook page.

In conclusion,

this inaugural event signified a pivotal moment for the Malta Chamber of Construction Management, demonstrating a clear commitment to fostering stronger industry ties, elevating professional standards through continuous education, and embracing a refreshed identity that accurately reflects its leadership and vision for the future of Malta's built environment.

Exploring the First Quarter CPD and COP Sessions

Innovative Approaches to Sustainable Construction:

Jurgen Cilia Borg MCCM Council Member

During the second quarter of 2025, the Malta Chamber of Construction Management (MCCM) organised a series of Continuing Professional Development (CPD) sessions aimed at strengthening the skills and awareness of construction professionals in areas such as sustainable building practices, energy-efficient technologies, and evolving project management responsibilities. Endorsed by the Chartered Institute of Building (CIOB), the sessions covered timely and relevant topics for Malta’s construction industry.

10th April 2025 – Revolutionising Building Materials: Mineral-Based Plaster Sacha Debaveye from EnviroCoatings Ltd, introduced a groundbreaking mineral-based plaster by Thermo-Ins, made from 98% natural materials. Unlike conventional gypsum or cement plasters, this eco-friendly product offers

Passivhaus principles and their relevance to Malta’s climate and building styles. Key strategies such as

airtightness, thermal bridging and passive solar design were discussed, offering practical insights into how these standards can improve energy efficiency in local projects.

21st May 2025 – Exploring Solar Panel Technologies (Part Two) explored the evolving landscape of solar panel systems. He explained the differences between

Malta.

MCCM Strengthens Its Collaborative Ties:

Strategic Partnerships and Growth

Andrei Cachia MCIOB - President

Over the past months MCCM has made significant strides in its mission to elevate the standards, education and professionalism of the local Built Environment industry. A series of new and renewed strategic collaborations has marked a period of remarkable growth for the Chamber—reflecting its commitment to continuous development, both for its members and for the industry at large.

At the heart of these achievements lies the belief that progress is built through partnerships—partnerships that foster knowledge, drive innovation and connect professionals with opportunities that support their careers. MCCM has recently signed and rekindled a number of Memoranda of Understanding (MOUs), with some of Malta’s most prominent educational and professional institutions, further solidifying its role as a leader in Construction Project Management development.

One of the key milestones was the signing of an MOU with the Malta College of Arts, Science and Technology (MCAST). Together, MCCM and MCAST are forging a united front for professional development and talent attraction within the sector. This partnership promises to open new pathways for continuous professional development, upskilling and engagement with emerging talent—ensuring the construction industry remains dynamic and sustainable in the years ahead.

Equally impactful has been MCCM’s renewed partnership with the Chartered Institute of Building (CIOB). Through this continued alliance, MCCM members gain access to a rich catalogue of professional development resources, including CPD sessions that are officially endorsed by CIOB. This endorsement enables members—especially Chartered Members—to formally include MCCM-issued certificates in their annual professional development records. Student Members, too, benefit from this collaboration, accessing a broad suite of CPD content and academic support. Additionally, CIOB continues to offer MCCM members exclusive discounts on Built Environment-related courses—furthering their

commitment to skills advancement and lifelong learning.

Another notable renewal is MCCM’s long-standing partnership with IDEA College—one of its very first educational collaborators. Built on shared values and a mutual commitment to excellence, this collaboration continues to play a vital role in bridging the gap between academic learning and industry demands. As part of this renewed commitment, IDEA College will offer tailored training and development benefits to MCCM members and partner companies, reinforcing our shared investment in shaping the next generation of construction professionals.

On the international front, MCCM is proud to have launched a new global partnership with the International Construction Project Management Association (ICPMA). This exciting collaboration seeks to promote the global exchange of knowledge, best practices and innovation in construction project management. The agreement emphasises mutual support for student engagement initiatives, the sharing of industry insights and joint participation in events, webinars and mentoring programs. As the construction sector becomes increasingly global, such partnerships ensure MCCM and its members remain at the forefront of international thought leadership.

Locally, MCCM continues to reinforce its educational network through a renewed MOU with the Central Mediterranean Business School (CMBS). This collaboration reflects a shared goal: to equip professionals with practical experience, relevant knowledge and growth opportunities aligned with real-world industry demands. With focused support on training needs, CMBS remains a valuable partner in MCCM’s journey to empower professionals across Malta’s Built Environment sector.

These partnerships, both local and international, mark a new chapter in MCCM’s journey—one grounded in collaboration, growth and a shared vision for excellence in construction management.

As the Chamber continues to expand its network and impact, one thing is clear:

MCCM remains steadfast in its mission to empower construction professionals and ‘Shape The Future Through Growth’

Engagement and Vision

ICPMA Affiliation

Raquel Campos y Matos

The International Construction Project Management Association (ICPMA) is delighted to have signed a Memorandum of Understanding with MCCM to promote best practice and learning in all the professions that together impact the built environment and the places where people live and work. ICPMA was formed in 2001 and is a dynamic network forum of practitioners and academics working globally; our members believe the world can be a better place when we all join together and share knowledge.

Our experienced members and their influence stretch the continents. Those involved all are dedicated volunteers; encompassing also those who are studying or just embarking on a career, to those still wanting to learn and contribute in their more senior years. ICPMA holds a conference annually and hosts webinars, and there is a mentor programme to benefit younger

members (who can join Young ICPMA at no cost). ICPMA currently boasts twelve formal relationships with other international organisations.

ICPMA runs an awards programme each year to recognise projects where construction project managers have excelled. This can be in overall achievement, design, engineering, social and environmental responsibility, innovation, communication, alliance, open methodology, cost control and more. Both large and smaller scale projects are honoured - but all have achieved something special and noteworthy and have been driven by skilled construction project managers.

We know that our joint liaison will be mutually beneficial in a world where so much is changing so quickly and there are numerous opportunities to pursue. Communication is now easy between experts who may be geographically distanced, so everyone can now link with someone else who may be able to help. The ICPMA website is updated regularly and can be found at icpma.net and we can be contacted at office@icpma.net. Please look out for future contributions from ICPMA to your most interesting

Delays and Penalties in Construction Contracts - Part V

Dr Maria McKenna

Following a deeper analysis of the Panta Marketing & Services Ltd1 vs Retail Solutions Ltd case, some further points that represent the main observations arise, as listed here below.

1. Maltese law does not empower the Courts to reduce excessive penalties.

This was put very limpidly by the Court in the case Mary Calleja Urry2 et vs Joseph Portelli et when it stated, “Fil-liġi Maltija ma nsibu l-ebda provvediment li jgħid li l-Qorti għandha jedd li tnaqqas il-penali fejn din tirriżulta li hi eċċessiva.”3

One would add that this reticence of the law to permit interference by the Courts in private agreements is based on the principle that, provided the parties are free to enter into the agreement and have the means to acquire proper advice before executing the contract, they themselves are the best judges of what is or is not an equitable penalty 4

This fact induces the Courts to justify interference in legally valid private agreements by reference to fundamental principles which underlie the objectives of the legislator in enacting laws such as the principle of equity, which was cited here, and that of good faith.

2. ‘Excessive’ penalties.

In the case under review5 , as well as in cases to which reference was made therein, the penalties in question were described as ‘excessive’. Taking a cue from Cavendish Square Holding BV v Talal El Makdessi6, the Court used a similar term: “an extravagant disproportion between the stipulated sum and the highest level of damages that could possibly arise from the breach.”7 However, the court gave substance to the term “extravagant disproportion” by relating it to the “highest level of damages that could possible arise from the breach”. 8

It is observed that before our courts label a penalty ‘excessive’, they do not first try to determine the baseline – that is, the “highest level of damages” suffered by the creditor – and then, if need be, base the sentence on their subjective opinion of what constitutes an “extravagant disproportion” between the penalty and such damages.

3. Good faith.

Good faith (bona fidi) of the parties in executing a contract is required by article 993 of our Civil Code, and would be demonstrated if the damage suffered by the creditor consequent upon the alleged delay was comparable to the penalty.9 There seems to have been no attempt to ascertain such damage in this case, so it is not clear whether the creditor was acting in good faith or not. However, it may be observed that when the debtor entered into the agreement, the debtor did not act in good faith: it freely entered a contract, a contract of the type with which the debtor had several years of experience and one in which it promised to pay, in case of delay, the specified penalty for delay. Then, when the penalty was inflicted on it for such delay, the debtor (appellant), pleaded that the Court should consider the same penalty as ‘excessive’ when considering the value of the contract.10 This brings the present author to question on what basis did the debtor execute the contract if it considered the penalty to be ‘excessive’?

1. Court of Appeal, (App. Inf. Nr. 10/2021 LM) 15 September 2021; See also Appendix A – Schedule of Cases, Case Study No.17.

2. Court of Appeal (Superior Jurisdiction) (App. Civ. Nr. 129/2006/1) per Mr Justice Silvio Camilleri, Mr Justice Joseph A Filletti, Mr Justice Geoffrey Valenzia, 25 February 2011; See also Appendix A – Schedule of Cases, Case Study No.7.

3. Mark Calleja Urry u martu Mary Madelene Calleja Urry vs Joseph Portelli u martu Vanessa Portelli, 25 February 2011, App Civ Nr 129/2006/1, per Mr Justice Silvio Camilleri, Mr Justice Joseph A Filletti, Mr Justice Geoffrey Valenzia, Court of Appeal, p 10

4. This resounds Cavendish (n 14).

5. Mark Calleja Urry (n 108).

6. [2015] UKSC 67.

7. Ibid. at [255].

8. This principle also finds comfort in articles 1118 and 1120 of the Civil Code, Chapter 16 of the Laws of Malta.

9. This can be deemed to be “valuable evidence” when trying to prove legitimate expectation at the time of contracting, with respect to the work to which a penalty is attributed if not done within established timeframe. For further discussion, see Richard Halson, Liquidated Damages and Penalty Clauses (1st edn, OUP 2018) 109.

10. Panta Marketing & Services Ltd (C11233) vs Retail Solutions Ltd (C31508), 15 September 2021, (App Inf. Nr. 10/2021 LM), per Mr Justice Lawrence Mintoff, Court of Appeal, para. 29: “...penali ta’ LM300 għal kull ġurnata ta’ dewmien, għandha titqies li hija eċċessiva meta wieħed jikkonsidra li l-valur tal-kuntratt mogħti kien ta’ LM5,000.”

Legal

Dr. Ivan Mifsud LLD PHD

Case Ref. 230/2019 decided by the Court of Magistrates (Malta) on June 9th, 2025, concerned an action taken by the Planning Authority under article 100(6) of the Development Planning Act, to recover fines due to it for breach of planning legislation.

According to sub-articles 100(6) and 100(7), the Executive Chairperson of the Authority, or his representative, will make a declaration under oath, which declaration is served on the debtor, who has twenty days to contest it. If it is not contested, an executive title in favour of the Planning Authority will result. On this occasion, the Planning Authority was seeking to recover €6,960 worth of daily fines related to a number of illegalities on a farm, which illegalities led to enforcement action being instituted. The illegal developer (i.e. the proprietor of the farm) did not contest the stop and enforcement notices in any way, or remove the illegalities as instructed by the Authority, leading to the current situation. Indeed, it seems that the illegalities not only were not removed but increased over time.

The Court expressed its reservation at the defence pleas which the debtor brought before it, which included a denial that the illegalities mentioned in the enforcement notice existed: the court considered the

existence of these illegalities to be well-proven. The Court also reviewed the legislation to ensure that the enforcement notice was issued in accordance with the law and actually went on to recalculate the rates to ensure their correctness or otherwise (in the process finding a small error in the Authority’s favour because the Planning Authority according to the Court’s calculations should have charged 20 Euro more; the Court however went on to award the amount which the Authority requested and not the corrected amount).

The Court was also critical of the defendant, not for exercising his right to contest the Planning Authority’s initiative to enforce the daily fines, but for bringing such a baseless action when it was so evident that he had no ground to stand on. Indeed, the Court described the defence brought as frivolous (‘fieragħ’) and not only condemned him to pay costs, but specifically charged him an extra €500 ‘spejjeż addizzjonali lir-Reġistratur tal-Qrati Ċivili u Tribunali’.

The Role of Sustainable Finance in Transforming the Construction Industry New Rules. Smarter Builds. Safer Futures.

Jade Boye

Event Details:

Location: SALINI Resort

As Malta’s construction sector adapts to important regulatory changes in 2025, staying informed and compliant is essential. A focused seminar will bring together builders, plasterers, painters, gypsum installers, excavators, drain layers, and project stakeholders to meet this challenge head-on.

Hosted by Jade Bøye, CEO of BØYE Design & Projects, in collaboration with Andrei Cachia, President, and Fabrizio Gerada, Vice-President of the Malta Chamber of Construction Management, this seminar offers updates on new and ongoing regulations alongside practical insights to improve everyday site practices.

More than just compliance, the event fosters effective collaboration between trades and project teams—including architects, designers, and project managers—through expert presentations and interactive workshops.

Participants will leave equipped with the skills to deliver smarter, safer builds while strengthening connections across the industry.

Refreshments and lunch will be provided. Tickets will be available soon at www.topbuildawards.com.

Date: Saturday, 20th September

BIM Guidelines in Europe –The EU BIM Handbook

Clarabel Zahra Versace

The previous articles focused on the International Standards for information management with BIM. This article is one of a series of articles which will provide an insight on the existing BIM guidelines for Europe.

The EU BIM Task force is a group formed by representatives from 30 European countries which aim to bring together national efforts into a common European approach. The mission is to provide support to public clients in implementing the digital transformation in the industry by providing guidelines and practices. One of the publications by this group was the EU BIM Handbook. This handbook addresses the growing need for governments and public sector clients to drive economic growth and competitiveness while ensuring value for public investment through the broader adoption of Building Information Modelling (BIM).

It serves as a central reference for the European public sector, aiming to equip government bodies and public construction clients with the knowledge and tools to lead the industry in adopting a coordinated approach to BIM implementation.

By promoting alignment across Europe, this initiative reduces fragmentation, minimises waste, and enhances clarity and consistency in digital construction practices. It supports sector-wide growth and boosts the competitiveness of the construction industry, particularly small and medium-sized enterprises (SMEs).

The handbook offers guidance and recommendations on key questions, which are:

• Why have other governments

supported and encouraged BIM adoption?

• What are the expected benefits?

• How can governments and public clients lead and collaborate with industry?

• Why is public leadership and European alignment essential?

• What is BIM, and what is the common European definition?

The handbook is structured in two main parts:

1. General Guidance, which outlines:

• The value proposition of BIM,

• The importance of a unified approach,

• A strategic framework for Europe, and

• Common performance benchmarks for BIM implementation.

2. Action Recommendations, which provide strategic guidance on:

• Policy development,

• Technical issues, and

• Process optimisation and skills.

The rapid advancement of the digital era - the ‘data revolution’ (Kitchen, 2014) - is reshaping every aspect of contemporary society (Orr, 2022). Digital innovations are ‘revolutionising the way cities are planned, governed, managed, analysed and mapped’ (UN-HABITANT,2020,p.8).

Perit Charlene Jo Darmanin, Matthew Galea, Nigel Degaetano, Kurt Abela

The field of cultural heritage is no stranger to this, with digital innovations transforming how we ‘document, analyse, and interpret’ cultural heritage (De Luca, 2025). The field of artificial intelligence (AI)-assisted visual inspection of cultural heritage highlights exponential potential with each new model or process being tested and validated (Mishra & Lourenco, 2024). The further convergence of AI, semantic annotation and Building Information Modelling (BIM) (Croce, 2025) bring more than just a technological leap – they signify a profound transformation in knowledge frameworks, enabling a more cohesive, organised, and intelligent approach to heritage documentation (De Luca, 2025).

The mapping and documentation of deterioration on heritage buildings, with particular reference to external

fabric. This process is necessary to understand deterioration patterns exhibited for the analysis of building pathologies. In recent months, a model for the identification and mapping of deterioration patterns of stone has been in development, under the name LIMAP (Limestone Intelligent Mapping and Automated Process). The goal is to identify and delineate individual objects within an image with pixel-level accuracy, categorising them into predefined classes. Here, a deep learning computer vision model, YOLOv11, was utilised to detect and classify deterioration in images of Globigerina Limestone, of which Maltese local heritage buildings are constructed.

Through its integration with CAD (computer aided design) software, the novel work aims to aid heritage professionals by eliminating the need to manually annotate the dataset, with the data already present in CAD collated and transformed into suitable inputs for the model. The annotation of data sets is based on internationally established scientific practice, using the ICOMOS glossary of stone deterioration patterns (ICOMOS-ISCS, 2008). The model’s output is post-processed such that it can be added to CAD, and potentially H-BIM (Heritage Building Information Modelling). Here, any deterioration patterns can be superimposed on the model, providing the basis for in-depth analysis. This has not been implemented in

AI MEETS HERITAGE: REVOLUTIONISING STONE DETERIORATION MAPPING

previous works and is therefore a challenge. Apart from that, previous research does not include for local limestone, meaning that although similar techniques may be utilised, novel issues specific to these elements and their deterioration patterns still ensue.

The project is supported by co-funding from Xjenza Malta (REP-2024). The project is being led by a multidisciplinary team at AP Valletta, and co-led by Neural AI, with the collaboration of the University of Malta through the Department of Artificial Intelligence, Department of Construction and Property Management, Department of Conservation and Built Heritage. The team wishes to show their gratitude to Prismatik Services for their technical and data support.

Croce, V. (2025). H-BIM, Semantics and Artifical Intelligence. Aracne.

De Luca, L. (2025). Preface. In V. Croce, H-BIM, Semantics and Artifical Intelligence. Aracne. ICOMOS-ISCS. (2008). ICOMOS-ISCS: Illustrated Glossary on Stone Deterioration Patterns. ICOMOS.

Kitchen, R. (2014). The data revolution: Big data, open data, data infrastructures and their consequences. SAGE Publications. Mishra, M., & Lourenco, P. B. (2024). Artificial intelligence-assisted visual inspection for cultural heritage: State-of-the-art review. Journal of Cultural Heritage, 66, 536–550.

Orr, S. A. (2022). Heritage data science. In K. Fouseki, M. Cassar, G. Dreyfuss, & K. Ang Kah Env (Eds.), Routledge Handbook of Sustainable Heritage (pp. 484–496). Routledge. https://doi.org/10.4324/9781003038955-39

UN-Habitat. (2020). The Tenth Session of the World Urban Forum. Cities of Opportunities: Connecting Culture and Innovation. United Nations Human Settlements Programme.

Turning Insights into Impact: Rethinking Development through Resesarch and Collaboration

Gabriella Borda

In today’s fast-evolving world, data isn’t automatically abundant, it must be intentionally gathered, curated, and managed. Not all data is equally valuable, and the most useful insights often remain scattered, hidden, or underutilized. For those shaping our cities, including, architects, developers, and decision-makers, the goal isn’tsimply to collect more data, but to collect the right data and consolidate it to generate actionable insights. Effective data management should serve a singular purpose: transforming information into impactful decisions related to design, investment, and operations that are both resilient and sustainable.

Understanding Insight in a Complex System Insight goes beyond identifying patterns in datasets or trends in reports. It requires a deep understanding of the interconnected social, environmental, and economic systems within which we build. This includes anticipating vulnerabilities and uncovering untapped opportunities. However, valuable insights often remain siloed, obscured by technical jargon, or disconnected from real-world priorities. The result? Projects thatunderperform, struggle to adapt, or fail to reach their full potential.

Turning knowledge into action requires more than access to data or analytical tools, it demands coordinated collaboration. A major challenge in development is the lack of alignment among key stakeholders: urban planners, engineers, local authorities, and investors. Misaligned timelines, fragmented responsibilities, and isolated information flows lead to inefficiencies, transforming strategic development into a reactive process.

The Cultural Shift Needed for Lasting Impact

Creating meaningful development outcomes requires a cultural shift: treating insight not as a compliance checkbox, but as a catalyst for innovation and collaboration. This shift involves promoting critical thinking, encouraging early interdisciplinary dialogue, and embedding feedback loops that inform future decisions.

One of the biggest hurdles is the reluctance to invest in forward-looking analysis and research-informed design early in the development cycle. Despite proven long-term benefits, upfront costs often deter early integration. This short-term thinking can lead to costly delays, retrofits, or reputational damage when overlooked risks materialize.

Every stage of a building’s lifecycle, from site selection to repurposing, presents an opportunity to gather, share, and apply insights. Without a structured approach, these opportunities are often missed. Imagine selecting materials not just based on cost, but on long-term performance, supply chain resilience, and social acceptance. Or consider shaping stakeholder engagement strategies around lived experiences and local knowledge, rather than limiting them to regulatory checklists.

The Commercial Case for Insight-Driven Development Research-integrated projects tend to be more resilient, efficient, and aligned with evolving regulations and investor expectations. They deliver long-term value through operational savings, enhanced brand reputation, and greater adaptability. In a risk-sensitive market, insight-driven planning is no longer just a value-added, it is becoming a strategic necessity.

By embedding intelligence across the project lifecycle, stakeholders reduce risks, improve delivery outcomes, and unlock measurable commercial value through smarter investment, better user experiences, and increased longterm resilience. This includes benefits such as:

• Reduced Lifecycle Costs: Projects designed with insight from the outset often benefit from lower maintenance, fewer retrofits, and reduced operational overhead. This translates into stronger net operating income and higher asset valuations over time.

• Stronger Investor Confidence: Transparent, insight-led approaches improve governance and demonstrate a clear understanding of risk exposure, environmental performance, and regulatory alignment. This makes projects more attractive to investors and sustainability-linked finance mechanisms.

• Faster Regulatory Approval and Community Buy-In: Developments that respond to local needs and embed social and environmental data into planning are more likely to gain community support and move through permitting processes with fewer objections, delays, or reputational risks.

• Improved Market Positioning: As consumer and tenant expectations shift toward sustainability, wellness, and adaptability, insightdriven developments differentiate themselves in crowded markets. They respond to actual demand, not speculative trends,

ensuring sustained occupancy and premium positioning.

• Future-Proofing Assets: Projects built on static assumptions risk becoming obsolete. Those guided by dynamic, data-informed insights are better equipped to evolve with new technologies, climate impacts, and demographic shifts, preserving long-term value and operational relevance.

Ultimately, the commercial case is clear: insight isn't just good planning, it is smart business. Those who embed it early and often position themselves to outperform in an increasingly complex, competitive, and regulationdriven market.

The Role of Leadership and Policy

This transformation doesn’t happen by chance, it requires leadership committed to long-term thinking, aligned governance structures, and targeted financial incentives. Policy frameworks must reward innovation, not just compliance.

Governments, industry bodies, and financial institutions all have vital roles in building ecosystems where insights drive measurable outcomes. As risks, from climate change to social fragmentation become more complex, the built environment must evolve not just in form, but in intelligence. We must focus on building better, not just building more. Ask better questions, design smarter systems, and invest in outcomes that endure. Insight must be embedded in every square metre we create.

To truly make a difference, we must rethink development, moving from treating data as a static input to embracing insight as a dynamic driver of change. Real progress stems from intelligent design, collaborative execution, and a sustained focus on long-term impact. The shift isn't automatic. It takes leadership willing to prioritize long-term thinking, alignment across governance structures, and financial incentives. Policy frameworks must reward innovation, not just compliance.

Construction Management for Insight-Led Delivery

To build for the future, construction management must evolve into a forward-thinking, insight-enabled discipline that balances speed, quality, compliance, and long-term resilience. In Malta, where land scarcity, urban density, and environmental risk intersect, this requires a shift beyond cost control and scheduling.

An insight-led approach includes aligning construction practices with the right materials, methods, and regulations:

• Material Selection Material choice is no longer just about cost or availability. In an era of intensifying heat, moisture, and seismic risks, developers must prioritize durable, low-emission, and climate-adaptive materials that enhance both structural integrity and energy efficiency.

• Building Codes and Permitting Codes and permits must evolve to reflect changing climate and safety realities. Effective construction management must anticipate these shifts and align with emerging planning guidance, safety standards, and environmental performance requirements.

“• Natural Hazard Considerations Seismic activity and coastal flooding are growing concerns. Integrating geo-risk data and scenario modeling into the construction phase enables proactive decisions regarding foundation design and structural reinforcement.

Building for the Future

In Malta’s housing sector, shaped by limited land, affordability pressures, and heightened resilience expectations, insight-driven development provides a distinct commercial edge. It empowers developers to de-risk projects, better align with local demand, and attract capital from markets that value sustainability and transparency.

By leveraging insight-driven tools, such as real-time demographic modeling, location-based demand analytics, and digital scenario testing, developers can align new projects with evolving household composition and affordability criteria. The outcome is a housing stock that meets real needs, strengthens market resilience, and sustains long-term occupancy and capital growth. Insight is not a luxury, it is a necessity for building systems that are intelligent, adaptive, and future-ready. As development challenges grow more complex, our success will depend not on how much we build, but on how wisely we build. Embracing research, collaboration, and evidence-driven design is no longer optional, it is the foundation of sustainable, resilient, and high-performing places that truly serve their communities.

Keeping the Chaos at Bay: The Construction

Turning Insights into Impact:

Project Manager’s Role

Rethinking Development through Resesarch and JosephCollaboration

Rossi

Construction Project Manager

Joseph Rossi, a qualified Construction Project Manager with a Master’s in the discipline, tells MC about the ‘fixers behind the build – and it’s not just paperwork!’

Here in Malta, when people hear “construction project manager,” they usually picture someone sitting in an office ticking boxes, chasing emails, or fiddling about with a programme.

To be fair, there is a bit of that.

But the real job? It’s a lot more hands-on and a lot more hectic than most people realise.

In this industry, especially with the way Malta’s growing, we are the ones in the background keeping everything from falling apart. And honestly, if we’re doing our job right, most of the mess never even shows up on site. Let me walk you through what we actually do.

1. The Middleman in the Mayhem

We’re stuck right in the middle between the client, contractor, architect, supplier, QS, and whoever else decides to get involved.

One’s pushing for speed, another for savings, someone else wants a redesign mid-way through, and we’re the ones trying to keep it all moving.

Most of the time, we’re translating:

• The client’s vision into actual tasks,

• The drawings into buildable steps,

• The chaos into something that resembles a plan.

It’s a balancing act, and we’re usually the only ones who see the full picture.

2. Spot the Trouble Before It Kicks Off

Things don’t go wrong overnight. It’s usually the stuff no one catches early on that turns into a headache later. We’re the ones asking:

• “Has anyone checked if that steel’s going to clear the soffit?”

• “What if the tiles are late?”

• “Do we have power on site next month or not?”

It’s not about being negative it’s about being ahead of the game.

3. Look After the Budget,

Even from the Client

Clients get excited. They want to change things mid-way, upgrade finishes, or throw in extras last minute.

Sometimes we have to be the ones to say:

“Look, that change will cost another €6K and push us back 3 weeks. Is it really worth it?”

We’re not here to kill ideas. We’re here to help them make informed choices before things spiral.

4. Keep the Programme Alive

Delays in Malta stack up fast. One trade runs late, and suddenly you’ve got three others waiting around doing nothing.

(this article is the first of a two-part series)

We track progress, push where we need to, put pressure, and shuffle things around when someone doesn’t show up.

If the tiler’s vanished? Fine, let’s finish the ceilings instead.

If the materials are delayed? Let’s get the blockwork ahead of schedule.

That kind of thinking saves weeks not days.

5. Everything’s Imported—So Delays Are the Norm

One thing people often forget is that in Malta, everything must be brought in tiles, windows, timber, steel, even the tools.

That means shipping delays, customs issues, and supplier errors are pretty much guaranteed at some point. You might order something in March and not see it till June. And when one item is holding up five trades, you’ve got real problems.

As PMs, we have to plan around all of that, chase updates constantly, double-check lead times, and always have a Plan B. Sometimes a Plan C too.

Wrapping Up

Construction project management isn’t just about forms and flowcharts. It’s people, pressure, planning and a fair bit of chasing.

We’re the ones catching problems early, keeping egos in check, and making sure everyone’s still facing the same direction when the dust settles.

If a job runs smooth, trust me it wasn’t by accident. There was a project manager in the background making sure it did.

And no, we weren’t just doing paperwork.

JOIN US

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

BENEFITS

Instil professionalism, innovation and quality - Continuing Professional Development Opportunies - Affiliation with the Chartered Insitute of Building Preparation for the Cosntruction Project Manager Warrant An active community willing to improve the industry Built around the busy schedules of professionals www.mccm.org.mt

NETWORKING EVENT MARCH 2025

The Environment and Resources Authority has recently published new environment permitting regulations standardising all relevant requirements, addressing a fragmented legal landscape that will give clarity to operators, relevant stakeholders and the general public.

For years, activities such as quarrying, cement packaging and shipbuilding, processes that can cause lasting environmental impact have operated under disparate regulatory regimes. The newly introduced EP Regulations bring 60 categories will fall under a standardised permitting structure for ERA to regulate the conditions under which they can be carried out. One

of the aims of the regulations is to create a level-playing field when it comes to regulating operations bearing negative impact on the environment.

At the heart of the new framework is a risk-based classification system. Activities are now categorized as low, medium, or high risk, with each level subject to tailored procedures, processing timelines, and fees. The EP regulations introduces application fees, based on a compromise between cost-recovery and proportionality vis-à-vis the scale of the activity.

Through these regulations, ERA itself is bound by application processing timeframes: 90 days for low-risk activities, up to 270 days for level III categories; allowing businesses to plan ahead.

The regulations aim to ensure fairness across the

Environment Permitting Regulations

board. Operators who have historically invested in higher environmental standards will no longer be at a competitive disadvantage. Over a transitional period, all operators, including those already in operation, will be required to meet the new standards.

A key feature of the EP Regulations is enhanced public involvement. Certain categories of permits will now be subject to public scrutiny, allowing citizens to submit comments and challenge decisions through an independent tribunal. This marks a significant step forward in transparency and democratic oversight of environmental decision-making.

Malta can no longer afford regulatory complacency. The EP Regulations represent a decisive step toward a more rational, fair, and transparent regulatory approach. By providing clear, consistent rules, the ERA is not only protecting the environment but also fostering a more predictable and equitable business environment.

A Net Zero Economy A Building Industry that befits Malta Vision 2050 Part

13

David Xuereb

Building a Net-Zero Economy: A Pillar for Malta Vision 2050

As Malta charts its course towards a sustainable and prosperous future, the construction and building industry emerges as a critical sector in achieving the ambitious goals outlined in Malta Vision 2050 launched in April 2025. Transitioning to a net-zero economy within this industry not only aligns with the vision's environmental objectives but also serves as a catalyst for social and economic transformation. By embracing innovative practices, fostering collaboration, and prioritizing sustainability, the building industry can play a pivotal role in shaping a resilient and inclusive Malta that is sustainable by way of responsible use of resources and ensuring authenticity in its planning and development.

The Role of the Building Industry in Malta Vision 2050

Malta Vision 2050 emphasizes the importance of sustainable economic growth, environmental stewardship, and social equity. The building industry, as a significant contributor to carbon emissions and resource consumption, holds immense potential to drive progress across these dimensions if planned responsibly and wishes to remain competitive. A

net-zero economy building industry focuses on reducing greenhouse gas emissions throughout the lifecycle of buildings, from design and construction to operation and demolition. This approach not only mitigates environmental impact but also enhances energy efficiency, reduces costs, and improves the quality of life for residents. This ambition will require significant changes to process and product.

Environmental Benefits Transitioning to a net-zero economy in the building industry directly supports Malta's commitment to achieving carbon neutrality by 2050. By adopting energy-efficient designs, renewable energy sources, and sustainable materials, the industry can significantly reduce its carbon footprint and provide for an ever-demanding customer base. Initiatives such as retrofitting existing buildings, implementing green roofs, and utilizing smart technologies can further enhance energy performance and resource efficiency. These measures contribute to the preservation of Malta's natural heritage and biodiversity, aligning with the vision's focus on smart land and sea usage.

Economic Opportunities The shift towards a net-zero economy presents numerous economic opportunities for Malta. A re-energized building industry can drive innovation and create high-value jobs in areas such as renewable energy, green construction, waste management and sustainable architecture. Investments in energy-efficient technologies and infrastructure not only reduce operational costs but also attract international businesses and investors seeking environmentally responsible practices as they measure and report ESG performance. Additionally, the development of a net-zero economy building industry positions Malta as a leader in sustainable construction, enhancing its global competitiveness and reputation.

Social Impact A net-zero economy building industry

contributes to social equity by improving access to affordable and energy-efficient housing. Sustainable building practices enhance indoor air quality, reduce energy bills, and create healthier living environments, particularly for vulnerable populations. Furthermore, the industry's focus on education and skills development ensures that the workforce is equipped to meet the demands of a green economy, fostering social inclusion and resilience.

Good Governance and Collaboration The successful transition to a net-zero economy in the building industry requires strong governance and collaboration among stakeholders. Malta Vision 2050 emphasizes the importance of transparency, accountability, and evidence-based decision-making. Establishing clear regulations, incentives, and performance metrics for the building industry ensures alignment with national goals. Public-private partnerships, community engagement, and international cooperation further strengthen the industry's capacity to innovate and adapt.

Challenges and Solutions While the transition to a net-zero economy presents challenges, such as high initial costs and resistance to change, these can be addressed through strategic planning and support. Government incentives to address market-failures in this transition, such as tax breaks and grants, can offset costs and encourage investment in sustainable practices. Education and awareness campaigns can foster a culture of sustainability and highlight the long-term benefits of a net-zero economy. Collaboration with international organizations and adoption of best practices from other countries provide valuable insights and resources for overcoming obstacles.

Conclusion The building industry holds immense potential to contribute to Malta Vision 2050 by embracing a net-zero economy. Through environmental stewardship, economic innovation, and social equity, the industry can drive sustainable development and enhance the quality of life for all Maltese citizens. By prioritizing good governance, fostering collaboration, and addressing challenges, Malta can position itself as a global leader in sustainable construction and a model for other nations to follow. As the nation embarks on this transformative journey, the building industry should stand as a cornerstone of Malta's vision for a resilient, inclusive, and prosperous future.

A Journey into Maltese Interiors

Vera Sant Fournier Creative Director at Era Design Studio

As a professional interior designer with two decades of experience, I’ve had the pleasure of exploring numerous design styles. In the previous issue, we covered the basics of Mid-Century Modern, Scandinavian, Industrial, Bohemian, Minimalist, and Contemporary styles. Now, I’d like to delve into one of my favourites: the Mediterranean style, which beautifully captures the essence of Maltese culture and landscape.

The traditional Maltese farmhouse, known as a "razzett," is a testament to the island's rich history. Situated at the crossroads of the Mediterranean, Malta has absorbed influences from various civilisations over centuries—Phoenicians, Romans, Arabs, and the Knights of St. John have all left their mark. This cultural

melting pot is reflected in the island’s unique architectural and interior design styles.

Central to the Mediterranean style is the use of natural materials. Maltese limestone, with its warm, earthy tones, is a cornerstone of local architecture. This stone not only provides a stunning aesthetic but also offers practical benefits, such as natural insulation. Walking into a home adorned with limestone evokes a sense of timelessness and connection to the land.

Wooden elements, like exposed beams and rustic furniture, further enhance this connection to nature. These features add warmth and texture, creating a cosy, inviting atmosphere that feels both lived-in and loved.

One cannot discuss Maltese interiors without celebrating the vibrant tiles that grace many homes. These colourful, patterned tiles infuse spaces with personality and charm. Whether used on floors or as decorative accents, they bring an artistic flair that is

uniquely Maltese. I often find that these tiles become conversation pieces, drawing admiration from guests and homeowners alike.

The Mediterranean color palette is a reflection of the island's stunning landscape. Earthy tones like terracotta and ochre, combined with deep blues reminiscent of the sea, create a warm, comforting ambience. Whites and creams serve as a fresh backdrop, allowing these vibrant hues to shine without overwhelming the senses.

One of the hallmarks of Mediterranean design is the seamless blend of indoor and outdoor spaces. Open-plan layouts enhance this flow, creating a sense of expansiveness and connection to nature. Whether it's a terrace adorned with bougainvillaea or a sun-drenched courtyard, these spaces invite you to relax and enjoy the island’s natural beauty.

Natural fabrics like linen and cotton are staples in Mediterranean interiors, offering a light, breezy feel that’s perfect for Malta’s warm climate. Artisanal crafts, such as handmade ceramics and woven baskets, add authenticity and personal touches to each home.

Lighting plays a crucial role in setting the mood. Maximising natural light with large windows and light curtains keeps spaces bright and airy, while ambient lighting—think wrought iron fixtures and lanterns—adds warmth and elegance in the evenings.

As Malta has modernised, traditional farmhouses have embraced contemporary elements while preserving their historical charm. This blend of old and new is essential to the Mediterranean aesthetic. Open-plan living areas, modern amenities, and sustainable practices like solar energy reflect our evolving lifestyles

while staying true to the style’s natural ethos.

The Mediterranean style offers a beautiful way to bring the spirit of Malta into your home. By embracing natural materials, vibrant details, and a seamless blend of indoor and outdoor living, you can create a space that is both elegant and welcoming. This approach not only celebrates the island’s rich heritage but also aligns with modern design sensibilities, making it a timeless choice for any homeowner.

Incorporating these elements allows you to transform your home into a Mediterranean haven, capturing the essence of this enduring style. Whether you're renovating or simply refreshing your space, let the Mediterranean approach guide you in creating a sanctuary that reflects both your personality and the beauty of Maltese living.

Chadwick Lakes Ecological Rehabilitation: The Evolution of Project Management:

Noel Zahra Diacono

“Plans are nothing; planning is everything” (Eisenhower, 1957).

Introduction:

Project management, as we know it today, is a structured, strategic discipline essential for delivering success across sectors. But how did it begin? What forces shaped it? How did ancient builders, military generals, and modern entrepreneurs refine the processes of organising, leading, and delivering complex undertakings?

This article traces the fascinating journey of project management from its ancient origins to the modern-day methodologies shaping global industries.

What

is Project Management?

Since the dawn of human endeavour, projects have emerged whenever individuals aimed to achieve a particular goal with constrained resources. Until fairly recently, these 'objectives' were not regarded as projects; instead, they were viewed as acts of worship, engineering, nation building, war, and so forth. The individuals overseeing these endeavours identified themselves as priests, engineers, architects, generals, and others (Weaver, The Origins of Project Management, 2017).

Project management is the act of planning, organising, leading, and regulating resources, such as people, materials, and finances, in order to achieve certain goals and objectives within a given timeframe (Burke, 2013). Project management entails the use of numerous approaches and technologies to assist project managers and their teams in managing and delivering projects successfully and efficiently. It includes determining project goals, breaking them down into smaller tasks, creating timetables and budgets, allocating resources, monitoring progress, and making adjustments as needed to guarantee successful project completion. Project management also entails managing risks and concerns that may develop over the course of the project, as well as communicating with stakeholders to keep them up to date on progress and any changes that may affect the project (Atkinson, 1999). Effective project management necessitates excellent communication, cooperation, and leadership abilities, as well as a deep understanding of project management methodology and best practises (Ward, 2018).

A

Journey Through Time

Ancient Origins: The Roots of Organisation.

While project management as a formal discipline is relatively young, its principles have existed for thousands of years. Civilisations like the Maltese, Egyptians, Greeks, and Romans accomplished monumental feats from the temples to pyramids and aqueducts — through planning, resource allocation, and team coordination.

An extract from a typical Finishes’ BOQ

“The Egyptians built pyramids that required precise coordination of labour, material delivery, and architectural design — clear indicators of early project planning” (Burke, 2013)

These early projects demonstrate the importance of logistical planning, even in the absence of formalised frameworks.

In general, a project can be defined as a distinct series of planned operations, with distinct starting and ending points, conducted by an individual or organisation to fulfil specific objectives within a specified time, cost, and performance parameters (Lester, 2007).

Military Influence: Strategy Meets Execution.

2025)

The strategies of military leaders such as Alexander the Great and Julius Caesar showcased early examples of time-bound planning and leadership under uncertainty. Their campaigns depended on scheduling, resource distribution, and stakeholder management (alliances and armies alike).

Figure 1: Ggantija Archaeologic Park (Malta Biennale, 2025).

Figure 2: Alexander the Great (Walbank,

A Reflection of Multidisciplinary Excellence

Project management concepts like milestones, chain of command, and critical paths existed informally in these conquests. Sun Tzu’s The Art of War, written around 500 BCE, remains a powerful text on leadership and strategy that still influences project leaders today (Cartwright, 2017).

Industrial Revolution: Birth of Modern Complexity. There seems to be no consensus as to exactly when modern project management really began. Different authors have different opinions on when and how modern project management began. According to Y. C. Chiu (2010) stated by Tom Seymour & Sara Huss (2014) the forefathers of project management are Henri Fayol and Henry Gantt. Henri Fayol, an engineer, who led the largest iron and steel company in France throughout the decade preceding World War I, saw five managerial functions that he believed were universal. Fayol believed that every manager performed these responsibilities to varied degrees on a daily basis. Fayol's five managerial functions are: planning, organising, commanding, coordinating, and controlling (Witzel, 2003). Gantt, an American engineer, developed the Gantt Chart. Gantt charts have played an important role in the history of contemporary project management because they recognise the benefits of breaking large projects down into smaller, more manageable jobs. They also take into consideration the fact that some tasks may be dependent on one another (Ramachandran & Karthick, 2019).

The Gantt Chart is one of the oldest graphic instruments used in modern project management.

The Industrial Revolution (18th – 19th century) introduced machinery, mass production, and factories — changing the scale and complexity of work. This period demanded better coordination of labour, machinery, and schedules.

Key Milestones:

• 1830s – 1900s: Rise of engineering firms and railways required project-focused planning.

• Henry Gantt (early 1900s) developed the Gantt Chart, a revolutionary visual scheduling tool still widely used today.

• Frederick W. Taylor, father of scientific management, introduced time studies and productivity measurement to improve task efficiency.

Figure 3: Graphical record of work on 15 locomotives as actually kept (Weaver, 2012)

“What gets measured gets managed” — Peter Drucker (Justapedia, 2025)

World Wars and the Rise of Formal Methodologies. Large-scale military and engineering projects during World Wars I and II catalysed the development of more systematic project approaches.

Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) were developed in the 1950s by DuPont and the U.S. Navy to manage time-sensitive defence projects (Moder, Phillips, & Davis, 1983). These methods introduced concepts of task dependency, float/slack time, and project duration estimation.

1960s – 1980s: Birth of Project Management as a Profession. As industries diversified, so did the need for consistent project practices. During this time:

• The Project Management Institute (PMI) was established in 1969 in the U.S (Stretton, 2023).

• The International Project Management Association (IPMA) was founded earlier in Europe in 1965 (Weaver, The Origins Of Project Management, 2007). Project managers began to emerge as a distinct professional role, blending leadership with technical acumen.

Standardisation efforts began to formalise the profession, culminating in guides such as PMI’s Project Management Body of Knowledge (PMBOK,1987). “Project management is no longer a role—it is a profession” (Kerzner, 1982).

Conclusion. From the ancient builders of Ggantija to the strategic campaigns of Alexander the Great, and from the Industrial Revolution to today’s digital era, project management has consistently adapted to meet the challenges of a dynamic world. What started as casual collaboration has evolved into an organised field, guided by specific methods, resources, and industry standards. As fields evolve and become more intricate, the core ideas of organisation, flexibility, and guidance continue to be relevant. The path of project management is just beginning—upcoming developments in technology, sustainability, and worldwide teamwork will define its future, keeping it significant in a constantly changing environment.

(Part 2) – Performance and Retention Guarantees Guarantees in Construction Projects

Mohamed Elaida MCIOB

In construction projects, guarantees ensure that tenderers, contractors, subcontractors, and suppliers meet their contractual obligations regarding quality, performance, and financial security. These guarantees protect clients (Employers) from risks such as tender offers, project delays, lack of performance, defects, and financial instability.

In the previous article, we addressed the Tender’s Bid Bond or Bid Guarantee and the Advance Payment’s Guarantee. In this article, we shall address the Performance and Retention guarantees.

1. Performance Guarantee

A Performance Guarantee is a financial security instrument and a critical risk management tool commonly used in construction contracts to ensure that the contractor fulfils their contractual obligations. It is typically issued by an approved bank or insurance company on behalf of the contractor.

This guarantee provides the client (or employer) with financial protection if the contractor fails to perform, breaches the contract, or does not complete the project as agreed.

The primary purpose of a Performance Guarantee is to protect the project’s owner/Client from risks such as delays, poor-quality work, or non-completion. In the event of default by the contractor, the guarantor (usually a bank) is obligated to compensate the client up to the amount stated in the guarantee.

a) Typical Amount of the Performance Guarantee

The Performance Guarantee is usually a percentage of the Tender’s offer (e.g., 10% of the Tender’s offer).

b) Validity of the Performance Guarantee: The performance guarantee is provided to the Client at the beginning of the project (usually 14 days after the signing of the Contract) by an approved guarantor (usually a Bank) and shall remain valid for the duration of the Contract.

If the project timeline extends and/or the contract value increases due to variations or scope changes, the client may request an extension of the guarantee's validity and an increase in its value. This ensures continued coverage throughout the project and reflects the revised contract terms. Contractors must coordinate with their guarantors to amend the guarantee, accordingly, maintaining compliance and securing the client's interests throughout the extended project’s duration.

c) Release of the Performance Guarantee: The release of a Performance Guarantee generally takes place upon the successful completion of the project and the fulfilment of all contractual obligations, typically after the release of the Practical Completion Certificate. In a major and complex project, the performance guarantee may be released after the expiry of the Defects Liability Period.

d) Risks and Challenges

• Contractors may face difficulties obtaining guarantees due to costs or credit issues with the guarantor.

• Employers risk insufficient coverage if the guarantee amount is too low or the conditions are unclear.

• Misunderstandings over terms can lead to disputes.

• Clear contract language and choosing reliable guarantors are essential to minimise these challenges.

2. Retention Money and Guarantee

Retention money is a predetermined portion of the contract sum that the client withholds from each payment made to the contractor under a construction contract.

a) Purpose of the Retention Money: The purpose of retention money in construction contracts is to ensure that the contractor completes the project to the required standards and rectifies any defects that may arise during the defects’ liability period. It serves as a financial security for the client, encouraging the contractor to fulfil all contractual obligations, including outstanding works, snags and/or defect corrections, before full payment is released.

b) Typical Amount of Retention Money: In construction contracts, retention money typically ranges from 5% to 10% of the total contract sum. This amount is usually withheld incrementally from interim payment certificates made to the contractor throughout the project.

c) Release of the Retention Money: Generally, 50% of the retention (i.e., 2.5% to 5%) is released upon achieving practical completion, while the remaining 50% is released at the end of the defects’ liability period, provided all identified defects have been satisfactorily remedied.

The specific retention percentage and conditions for its release are clearly defined in the contract terms.

d) Retention Guarantee: A Retention Guarantee (or Retention Bond) is a financial instrument used in construction contracts as an alternative to withholding retention money from the contractor’s interim payments. It provides the employer with security that the contractor will fulfil their obligations during the defects’ liability period, without holding back cash from the contractor.

In some cases, the contractor may request the full

release of retention money upon practical completion by providing a bank guarantee equivalent to the second half of the retention amount, which would normally be released after the expiration of the defects’ liability period.

a) Risks and Challenges: Retention money presents various risks and challenges.

For contractors:

• It limits cash flow and may be withheld beyond the agreed period, leading to the contractor’s financial difficulties.

• Disagreements over defects can delay its release, and contractor insolvency risks may result in non-payment.

For employers:

• Insufficient retention amounts might not fully cover defect-related costs, while managing retention increases the administrative burden.

• Legal disputes over withheld funds can strain relationships.

• Clear contract terms and alternatives, such as retention guarantees, help address these issues, providing balanced protection for both parties.

The scheme Ixtri

Proprjetà Sostenibbli

Building and Construction Authority

A new scheme to benefit those who buy energy-efficient homes

The Building and Construction Authority announced an initiative to financially help those who purchased or are purchasing a sustainable residency between the 1st January and 30th September 2025. The scheme Ixtri Proprjetà Sostennibli (Buy Sustainable Property) encourages the public to buy a property with energy rating of 54KwH or less. (refer to the table) One may find the rating on the Energy Performance Certificate transferred between the seller and the buyer on the final deed of acquisition.

This government through this scheme will be offering financial grants ranging between €4,500 and €9,000 distributed over three years, to buyers of properties meeting the specified sustainability standards as listed on bca.gov.mt.

Buyers of Net Zero properties, those that generate equal or more energy than they consume, will receive €3,000 annually for three years, amounting to €9,000 in total. Meanwhile, buyers of properties that are at least 20% more energy-efficient than the minimum EU standards will receive €1,500 annually over three years, totalling €4,500.

This new initiative is part of the government’s broader strategy, aligned with the Malta 2050 Vision, to increase homeownership while promoting sustainable construction practices. The scheme is open to all and is specifically designed to incentivize the purchase of energy-efficient buildings.

Also, this scheme was drafted in the context of increasing energy demands and the importance of energy efficiency in buildings as emphasized by the European Union. Whether through new construction or upgrades to existing structures, investing in energy efficiency is one of the most cost-effective and impactful ways to build a more sustainable and resilient future. Energy efficiency in buildings is a critical component of addressing climate change and promoting sustainable development. Buildings are

responsible for approximately 30-40% of global energy consumption and a significant share of greenhouse gas emissions. By improving energy efficiency, we can reduce environmental impact, lower energy bills, and enhance comfort and health for occupants.

One of the primary strategies for increasing energy efficiency is through better building design. This includes using high-performance insulation, energy-efficient windows, and airtight construction to reduce heat loss. Passive solar design, which maximizes natural light and heat from the sun, can also significantly lower energy demands. Incorporating renewable energy sources such as solar panels or geothermal systems further enhances a building’s sustainability. Modern technologies play a crucial role in energy-efficient buildings. Smart systems can optimize lighting, heating, and cooling based on occupancy and weather conditions. LED lighting, energy-efficient appliances, and advanced HVAC (heating, ventilation, and air conditioning) systems can drastically cut energy use.

Retrofitting existing buildings is just as important as constructing new efficient ones. Simple upgrades, such as sealing air leaks, adding insulation, and replacing old windows or HVAC systems, can yield substantial energy savings.

Beyond environmental and economic benefits, energy-efficient buildings also contribute to better indoor air quality and overall occupant well-being. Reduced energy consumption leads to less pollution, which benefits public health. Moreover, well-insulated and ventilated buildings provide consistent temperatures and fewer drafts, creating more comfortable living and working environments.

Applications for the ‘Ixtri Proprjetà Sostennibli’ scheme will open tomorrow the 19th of May and will be processed on a first-come, first-served basis. Applications will be only accepted electronically on bca.gov.mt, where one can find also the terms and conditions. For more information one is encouraged to phone 138.

Malta's Defining Moment:

and for the real estate sector, these aren't just market fluctuations—they are seismic shifts demanding a profound re-evaluation of our strategic outlook. As someone who had the privilege of living and working in Malta between 2010 and 2017, I witnessed firsthand the island's dynamism and its deep connection to its built heritage. Now, from my current vantage point in Brussels, the imperative is clearer than ever: we are tasked with constructing for a future defined by escalating climate risk and the inevitable obsolescence of our existing assets. This is not a distant concern for distant markets; it is a direct challenge and an extraordinary opportunity for Malta, forcing us to move beyond conventional construction paradigms and embrace a future where resilience and sustainability are the bedrock of value.

€738 billion in climate-related economic losses across the EU, with a dramatic 22% of that figure materializing in just the last three years alone. This translates directly to increased operational and capital expenditures for building owners. A July 2024 UK investor survey revealed a remarkable 94% of respondents are actively implementing or considering climate risk mitigation and adaptation strategies within their portfolios, signaling a fundamental market recalibration. This isn't just about "green" credentials; it’s about bottom-line protection. Our own market data at JLL shows climate risk impacting real estate deals, particularly retail assets, with twice the prevalence of offices and nearly three times that of industrial properties. The stark reality of clients being forced to self-insure assets in high-risk locations, as has occurred in the UK, directly erodes asset value and liquidity, demanding a proactive strategic response. The strategic imperative is clear: invest in resilience now, or face significantly higher costs of capital and potential asset illiquidity later.

Compounding this, the silent epidemic of building obsolescence is accelerating, demanding a more sophisticated strategic approach. Globally, an estimated US$1.2 trillion in investment may be required to upgrade office assets nearing the end of their lifecycle. Europe accounts for a significant 34% of these implicated square meters. In core markets like the Paris region, approximately 35 million square meters of older buildings face a high risk of technical and structural obsolescence, raising profound questions about their future utility and value.

Engineering Prosperity Through Climate Resilience and Strategic Evolution

This obsolescence is driven by a confluence of strategic factors that can no longer be ignored:

• The Demand Revolution: Modern tenants and investors are no longer satisfied with mere bricks and mortar. They demand buildings that embody their own Environmental, Social, and Governance (ESG) commitments, offer superior indoor environmental quality (IEQ), and demonstrate verifiable climate resilience. The market is already reflecting this with observed "brown discounts" for properties lacking these credentials, while "green premiums" are still very much a reality for best-in-class assets. The strategic choice is whether to be a leader in this value creation or a laggard absorbing increasing penalties.

• The Regulatory Imperative: Europe’s legislative landscape is arguably the most advanced globally, driving significant shifts in real estate. The Energy Performance of Buildings Directive (EPBD) is harmonizing EPCs across the EU, demanding minimum energy performance standards. National legislation, such as France's Décret Tertiaire,

mandates significant emission reductions (40% by 2030, 50% by 2040, 60% by 2050). And as of January 2025, Italy is mandating insurance for climate hazards, backed by a €5 billion reinsurance fund, fundamentally reshaping risk management and capital allocation. These are not suggestions; they are regulatory mandates that dictate market access and financial viability.

• The Urban Reshaping: The post-pandemic era has irrevocably altered urban dynamics. The rise of hybrid work models has curtailed demand for traditional, undifferentiated office space, particularly in peripheral areas. This contrasts sharply with the surging demand for well-located, mixed-use developments that blend residential, commercial, and leisure functions, fostering vibrant communities. Cities are strategically re-evaluating their master plans, pushing for adaptive reuse and urban regeneration projects that align with new urban visions. The strategic question for property owners is how to align their portfolios with these evolving urban narratives.

Airtightness: Why It's Not Just a Cold-Climate Obsession

buildings, airtightness is often overlooked – particularly in warm climates like Malta. The assumption is simple: if heating isn’t the main concern, why worry about sealing the building tightly?

But airtightness isn’t about trapping heat – it’s about controlling how and where air moves. In both winter and summer, uncontrolled air movement through leaks in the building envelope leads to multiple issues. In winter, warm, humid indoor air can escape through cracks and joints, condensing on cooler parts of the building structure – leading to moisture accumulation, mould growth, and even long-term degradation of materials. It also raises heating demand by allowing conditioned air to escape.

In summer, the process reverses: hot, humid outdoor air infiltrates the cooler interior or envelope layers, raising both sensible and latent cooling loads, and potentially introducing moisture into building components. The result, in both seasons, is reduced comfort, increased energy consumption, and a higher risk of structural damage.

Airtightness is often misunderstood as the enemy of fresh air. In truth, it merely eliminates uncontrolled air movement – whether it's humid air escaping in winter or hot, moist air entering in summer. Airtight construction doesn’t mean sealed and stale – it means airflows are intentional, predictable, and manageable.

But here's the key point: when airtightness is significantly improved – whether in a new build or a retrofit – mechanical ventilation becomes essential. Without it, stale air and excess moisture can accumulate indoors, and the risk of interstitial condensation or mould increases dramatically.

Airtightness doesn’t replace ventilation – it creates the conditions where controlled ventilation actually works. Only in a sealed envelope can a mechanical ventilation system supply and extract air in a directional, targeted manner, minimizing the risk of moisture entering the building structure.

We’ll explore the full role of mechanical ventilation in airtight buildings in a follow-up article – but suffice it to say: airtightness without ventilation is a recipe for damage. When done right, however, it’s the cornerstone of healthy, efficient, durable buildings.

### Why It Matters for Occupants

When airtightness is implemented as part of an integrated design – combined with continuous insulation, proper ventilation, and thermal-bridge-free detailing – it leads to spaces that are comfortable, healthy, and energy efficient throughout the year.

There are no drafts, no cold corners, and no condensation risks. In winter, the indoor environment remains warm and dry without loss of heated air through leaks. In summer, the building envelope prevents hot, humid air from infiltrating and compromising indoor conditions. Relative humidity and temperature remain stable, and this directly translates into fewer health complaints, reduced maintenance, and enhanced durability.

Occupants report greater satisfaction because the quality of the indoor environment improves significantly. It’s not only a matter of being warmer or cooler – it’s about breathing cleaner air, living in a mould-free space, and benefiting from consistent comfort day and night. In the long term, this also means

airtight layer must be uninterrupted, even at junctions between walls, roofs, floors, and windows. Many failures in airtight construction occur at weak points like electrical penetrations, service ducts, or poorly integrated frames. That’s why trained designers and site managers are essential to delivering real airtightness – not just on paper, but verified on site. A simple Blower-Door test can reveal leaks early and help ensure the performance goal is achieved.

### A Smart Strategy for Malta

As Malta moves toward stricter energy standards and the cost of cooling continues to rise, airtightness represents an underutilised yet powerful tool. It is not just relevant in cold climates – on the contrary, the control it enables is especially valuable where thermal loads and humidity are seasonal challenges.

At ZEPHIR Passivhaus Italia, we have monitored projects across different climates, including southern Europe, and consistently found that airtight buildings are more energy efficient, more durable, and more appreciated by their users.

The Deadly Price of Ignoring Safety

Michael Spiteri

When Systems Fail, Lives Are Lost

In 2016, 19-year-old Samuel Camilleri tragically died after falling three storeys at a construction site in Pietà. Following the incident, three men were fined €26,000 for negligence. Camilleri had been working under the supervision of his employer, who was separately charged for repeatedly breaching health and safety regulations. Investigations revealed that Camilleri had not received any safety guidance or orientation before starting work.

Despite these serious failings, two of the men involved attempted to shift the blame onto Camilleri himself, claiming he had been distracted by his phone at the time of the fall. The court, however, found no evidence to support this claim. What this case exposes is a disturbing pattern seen far too often: when things go wrong, organizations quickly seek to blame the worker instead of examining the systems and cultures that allowed the failure to occur in the first place.

Blame Is Easy. Responsibility Is Harder.

Blaming workers for safety accidents is not only unfair — it’s also harmful. It stops workers from speaking up and leaves real problems unfixed. After an accident, it’s easy to blame the person involved. But usually, the real reasons go much deeper than one mistake. Behind every incident are layers of contributing factors: lack of proper training, assessments, and procedures, poor supervision, inadequate tools and equipment, and constant time pressures. Workers operate within

environments shaped by these realities and by the overall safety culture of the organization. If the culture and environment are flawed, expecting flawless behavior from individuals is not just unrealistic — it is negligent in itself.

Culture isn’t just a slogan

During a safety walkthrough at a food production facility, I witnessed firsthand how organizational culture can directly impact worker safety. Employees had been complaining about standing for long hours while packing food, a condition that can lead to fatigue and the risk of long-term injury. A reasonable solution was proposed: introduce sit-stand stools to alleviate physical strain.

However, the site manager rejected the suggestion, citing the company’s 'culture procedures,' which discouraged any changes that might slow production. This response revealed a deeper issue: a workplace culture that prioritized operational speed over employee well-being. Safety inevitably takes a back seat when output is consistently placed above health. Ultimately, a company’s culture can make or break safety—it is the invisible force that determines whether safety practices are enforced or neglected.

And if production suffers because workers are fatigued, injured, or demoralized, the company has no right to blame the workers. It must hold itself accountable for creating the conditions that led to the breakdown.

From Blame to Understanding

A safety culture doesn’t ask “Who is at fault?” It asks, “Why did this happen?” This shift in mindset leads to more meaningful questions:

• Were procedures communicated and followed?

• Were proper tools and equipment provided and safe for use?

• Was proper training provided?

• Were supervisors actively managing safety?

• Was there pressure to prioritize speed over care?

These questions uncover the root causes of health and safety failures, often tied to a workplace culture resistant to change. When organizations take a deeper look, they create environments where employees feel safe to speak up, share concerns, and learn from mistakes. Trust grows. Near-misses are addressed. And continuous improvement becomes a daily habit, not just a reaction to crisis.

Safety Isn’t About Perfection — It’s About Good Systems

Human error is inevitable. No worker is immune to mistakes. But good systems are designed to anticipate and catch those mistakes before they lead to harm. A robust safety culture accepts this and focuses on building environments where safe choices are easy, supported, and repeatable. The goal is not to punish error — it is to prevent it from becoming tragedy.

Keeping the Lights On

In construction—and every high-risk industry—the cost of failure is measured in lives, not just lost time or profit. We cannot afford to fall back on blame when things go wrong. Instead, we must commit to identifying root causes, improving systems, and supporting those doing the work.

That’s how we keep the lights on in our safety culture. And that’s how we honor the memory of workers like Samuel Camilleri, who should never have been placed in harm’s way to begin with.

Because in the end, safety isn’t about finding someone to blame after the fact. It’s about building systems that ensure no one has to pay the price in the first place.

Advancing Project Management Maturity (PMM) in Malta’s Construction Sector

Mario Cassar

Introduction: Why Project Management Maturity (PMM) Matters

At the time of enquiry, no formal research study had ever assessed the level of project management maturity (PMM) across Malta’s construction industry. This made the research both timely and unique, offering the first systematic evaluation of how project management principles are understood and applied across different construction stakeholder tiers on the island.

As Malta’s construction sector continues to evolve amid increasing complexity and tighter regulatory and economic constraints, understanding how project management is practiced has become critical. This master's-level research explored that very question; gauging how the industry interprets and adopts PMM and identifying whether knowledge gaps are impacting project outcomes. The study encompassed professionals, technical site personnel, and contractors, providing rare insight into Malta’s project delivery culture.

The research aimed to determine the level of project management knowledge in the construction industry, identify gaps, and assess how maturity levels affect success. What emerged was a picture of partial understanding, blurred roles, and an industry eager for clearer frameworks and professional guidance.

Methodology: A Tiered Industry Approach

To capture a comprehensive picture of the industry, the study adopted a three-tiered approach:

1 Professionals - including Architects, engineers, and trained project managers.

2 Technical Personnel - such as site supervisors and construction managers.

3 Contractors - the hands-on builders and implementers on the ground.

Using a structured PMM-based questionnaire aligned with global frameworks (such as PMBOK® and the (PM)² Model), the research explored eight key themes

and 28 sub-themes. These themes spanned project lifecycles; from initiation and planning to risk, sustainability and stakeholder management, providing a structured mirror through which participants could assess their own practices.

Image Source: PMI.org (2002)

Key Findings: Strengths, Gaps, and Misconceptions

The research revealed an overall industry PMM average of 3.26 out of 5, indicating a moderate level of maturity. However, discrepancies across tiers were significant.

Professionals including architects, engineers, and trained project managers scored the highest in structured project management practices. Their strengths were evident in areas such as project initiation, planning, integration, and governance. These individuals tended to be more exposed to international frameworks like PMBOK® and PRINCE2 and were often academically trained or certified. This familiarity with structured methodologies enabled them to approach projects with a stronger alignment to industry standards, though challenges still emerged in consistent application across project phases.

Technical Personnel, such as site supervisors and

A research-based reflection from a Master’s Degree study

construction managers, demonstrated moderate levels of maturity. While highly competent in practical aspects like site execution, resource allocation, and short-term planning, they often lacked formal frameworks for risk assessment, stakeholder communication, and continuous improvement. Their PMM profiles revealed a tendency toward reactive problem-solving rather than proactive project steering, which can undermine timelines and budget control.

Contractors, who represent the most operational tier in the construction cycle, generally scored the lowest across all themes. Their practices reflected a reliance on experience over methodology. Strengths were visible in raw delivery completing builds, maintaining site efficiency, and coordinating labor, but PMM-linked competencies such as sustainability integration, post-project reviews, and performance tracking were often missing. Contractors were also less familiar with structured project lifecycle models and showed a preference for informal, ad hoc practices.

A striking outcome from the study was the widespread confusion between the roles of project manager and construction manager. While many developers and clients request a "project manager," their actual expectations lean toward site-focused coordination, traditionally within the remit of a construction manager. This role confusion leads to mixed expectations, accountability gaps, and blurred lines of responsibility on the ground. It also places unnecessary strain on professionals tasked with managing entire lifecycles without adequate support or clarity.

The research also highlighted several systemic weaknesses across all groups, particularly in the domains of risk management, sustainability planning, and project closure. Despite Malta's growing exposure to ESG requirements and sustainability regulation, many respondents, especially at contractor level, viewed these elements as supplementary rather than integral to project success.

Moreover, the absence of formal post-project review mechanisms was common across the board. Lessons learned, knowledge transfer, and performance auditing were either undervalued or completely absent in most workflows, resulting in missed opportunities for continuous improvement.

The findings ultimately reflect an industry at a transitional stage, one that recognises the value of project management, but still struggles with fragmented adoption, unclear roles, and limited standardisation. While pockets of excellence exist, especially among professionals with international exposure, the broader industry landscape requires coordinated training, better role distinction, and stronger incentives to adopt structured PMM practices.

Implications for Industry Development

Several important themes emerged that require strategic focus:

1. Professional Role Clarity: the need to define and distinguish project and construction manager roles.

2. Upskilling: the need to encourage formal PM training across all industry levels.

3. Sustainability & Risk: the immediate plug into build awareness and structured planning in these weaker areas.

4. Internal Assessment: an urgent drive towards an approach to promote the use of PMM tools for internal benchmarking and self-improvement.

Together, these interventions can foster a more

resilient and capable project delivery culture across Malta’s construction industry.

Conclusion:

Towards a More Cohesive Project Culture

The study concluded with an average project management maturity (PMM) score of 3.26 out of 5 for Malta’s construction industry. This places Malta in the 'defined' maturity range, indicating that processes are established but not consistently applied across all projects. When compared to similar studies conducted in larger economies such as the UK, US, and Germany, where PMM averages often range between 3.5 and 4.2, Malta shows respectable progress but still lags slightly behind more mature project environments. These results highlight the potential for growth through standardisation and capacity building, particularly in areas like risk management, sustainability, and stakeholder engagement.

Malta’s construction sector has adapted rapidly, but the variance in project management maturity remains evident. Greater adoption of project

Contributing to the Maltese Industry

This research offers a meaningful contribution to Malta’s construction industry by providing the first data-driven benchmark of project management maturity across its core strata. The findings enable stakeholders to make informed decisions about training, hiring, and project structuring. It sets a precedent for future academic-industry dialogue and serves as a call for strategic, long-term planning

Education & Development CPDS

Built Environment Strategies for a Water-Scarce World

Building an Inclusive Workplace

This webinar, chaired by CIOB’s own Head of Environmental Sustainability Amanda Williams, explores practical strategies for optimising water use on site, with a particular focus on the critical role of smart shut-off valves.

Elena Dove-Edwin from CIOB’s Equality, Diversity and Inclusion team gives examples of how to foster an inclusive office-based workplace in your organisation.

Building from the Ground Up

For too long construction has focused on layout and aesthetically pleasing buildings, but the ground we build on matters too.

Events 2025

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

Events in programme for the coming

months

20th Sept. Top Build Seminar

1st Oct. Restarting of CPD Sessions

Malta Chamber of Construction Management would like to thank its Partners