MCCM Magazine March-April 2025

Managing Construction

Shaping the Future Through Growth

March / April 2025 Edition

Publications and Financial Officer:

Fabrizio Gerada MCIOB Vice President

The past few months have been a period of intense activity and focused dedication for the newly elected council of our chamber. We have strived to build upon the solid foundation laid during the previous four years, ensuring continuity and progress for our vital construction industry.

A cornerstone of our recent efforts has been the proactive engagement with various governmental and private entities. These crucial meetings have provided us with invaluable insights into the evolving landscape and the pressing challenges faced by our industry. From regulatory changes to emerging technologies, we have gained a comprehensive understanding of the support our industry requires.

In response to these identified needs, we have been diligently working to enhance our Continuing Professional Development (CPD) programs and Community of Practice (COPs) sessions. These initiatives are designed to equip our members with the latest knowledge and skills, ensuring they remain at the forefront of industry best practices.

Furthermore, we are excited to announce a significant addition to this edition: a dedicated section for dissertations focused on the local construction industry. This platform will showcase the valuable research and analysis being conducted by academics and professionals, providing a deeper understanding of our unique market dynamics and fostering innovation.

Our commitment remains unwavering: to serve as a strong advocate for our members, to promote excellence in construction, and to contribute to the sustainable growth of our industry. We are confident that through collaborative efforts and a forward-thinking approach, we can overcome any challenges and build a prosperous future for construction in our region.

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.

Message from THE PRESIDENT AND THE CIOB CEO

Welcome to the 13th edition of this publication. This is my second article in my new role and I'm excited to share that the council has officially started, with all members dedicating their time to the cause. Despite this, I believe that within the first quarter of our work, we've already achieved several key milestones.

We’ve defined the roles of council members, distributed tasks into working groups, and held our first face-to-face meeting to dive deeper into our mission. This meeting led to important actions, including the decision to rebrand MCCM, a process involving extensive discussions and collaboration through a professional designer enabling us to finalise and present the results you see in this publication.

We’re also reinforcing existing Memorandums of Understanding (MOUs) and rekindling partnerships to benefit our members. Additionally, we’ve formed new collaborations with the International Construction Project Management Association (ICPMA). This dynamic forum offers valuable networking opportunities with professionals and academics worldwide, which will be highly beneficial for our members to connect with international experts. In parallel we’ve launched an outreach program to promote our updated membership paths, encouraging all stakeholders in project lifecycles to join. Through our efforts, particularly in the educational sphere, we strongly believe that we are, or can become, one of the key associations raising the standard within our industry.

As we continue to build momentum, I’m excited about the direction we're heading. Our collective efforts are creating opportunities that will elevate the industry, with the rebranding and outreach initiatives marking just the beginning of transformative steps for our members and the broader community.

I look forward to the continued success of our council, driven by the dedication and contributions of each member, as we work together to raise the bar and shape the future of our industry.

I encourage you to support our mission by staying active, advocating for our values, and performing your roles with professionalism.

Enjoy the read!

CIOB is at a key point in time with our current corporate plan - 2025 marks the mid-point of delivering on the work we committed to in the document and I want to reflect on one of the headline themes in it.

As many of you know, we have three areas of focus in our current plan: environmental sustainability, quality and safety and the skills gap.

In terms of environmental sustainability – and in keeping with the theme that CIOB President Professor Mike Kagioglou chose for his presidential year - CIOB’s Head of Sustainability, Amanda Williams, has recently noted that progress on the United Nations Sustainable Development Goals (SDGs) is not where it should be. However, it is important to focus on the role the built environment can play and the ways in which it can step up and be part of the solution.

To support this, Mike, Amanda and many of our members have engaged industry leaders through roundtables exploring how construction can integrate SDGs and embed more sustainable approaches. The efforts of professionals in our sector are vital in our move to net zero - and beyond.

As a recent example, in January industry leaders shared how they’re embedding SDG actions in their businesses, from carbon reduction to social impact initiatives. However, there was also acknowledgment that smaller businesses may need more guidance on implementing SDGs and CIOB aims to provide resources to help on their journey.

Sustainability knowledge is crucial and CIOB continues to offer CPD and webinars on this important topic, including forthcoming sessions on water scarcity and social value (see the CIOB website for details).

We must help the industry better align with global sustainability goals and play our part in tackling the climate crisis.

Meet the Council: Official Introductions

Jo Ann Giannakellis De Bono MCIOB Council Secretary

The Malta Chamber of Construction Management’s fourth Annual General Meeting last November, saw a transition to a new council, comprised of experienced professionals dedicated to promoting the role of Construction Project Management (CPM) in Malta. The new team brings a diverse range of expertise to the Chamber, and include:

President: Andrei Cachia

who holds circa 30 years of experience working in different roles within the Construction Industry and has developed a vast majority of skill sets and experience, ranging through Marine, Residential, Subterranean and Infrastructure projects. These last 10 years, Andrei has advanced his academic journey by pursuing an M.Sc. in Construction Management, while also attaining chartered status with the Chartered Institute of Building (CIOB). Furthermore, he has augmented his managerial career through the project management of a number of National Projects. He currently holds the role of a Chief Project Officer within a public entity.

Vice- President: Fabrizio Gerada

has a strong background in the fenestration industry, with extensive experience in the built environment’s supply chain. His expertise encompasses team management, manufacturing operations planning, logistics, customer relations, and system implementation. He holds a Bachelor’s degree in Management and an MBA, further complemented by a Chartered Construction Manager certification and a Certified Passivhaus Consultant accreditation.

Secretary:

Jo Ann Giannakellis De Bono

brings over 24 years’ experience working in the construction industry to her current role as a construction project manager for a private construction company. She began her career as a civil draughtsperson and architect’s assistant within a private architectural firm, where she gained extensive experience, specialising in the spatial planning while navigating policy requirements. In recent years, Jo Ann shifted her focus to private construction, honing her skills in project management. She now expertly oversees developments from inception to handover. Complementing her practical experience, Jo- Ann holds an accredited qualification in site management and is a Chartered Member of the Chartered Institute of Building (CIOB).

Treasurer: Stephan

Casha

is a Chartered Project Manager working as a freelance project manager, specializes in contract finishes of medium and high-end projects. With over 15 years of experience, he has been providing value and experience in Project Management for various project in Malta and abroad. With this wide range of project involvement, he recognizes the importance of strong communication, teamwork and honesty which are all important to develop strong client relationship. His general contracting and experience has allowed him to provide insight, recommendations and solutions in the best interest of the projects and end clients.

Chair of Membership Board: Edward Howell is a Chartered Construction Manager and a Member of the Chartered Institute of Building (CIOB). He built his early career in the planning and coordination departments of several regional contractors, progressing to a Design and Build Management position. He then joined a professional building consultancy where he served as an Employers Agent and Project Manager, representing clients' interests, and was subsequently made Partner. In 2000, Ed founded his own chartered building consultancy, specializing in a range of professional services including Employers Agent, Project Management, Quantity Surveying, Principal Designer (CHAS registered), and Health and Safety. He retired in 2016 and moved from the UK to Gozo, though he continued to provide consultancy services until 2018.

Education

and Development

Officer: Jurgen Cilia Borg is a seasoned professional with a strong background in construction and project management. Graduating in 2007 with a degree in Quantity Surveying from the University of Reading, UK, he has continued his academic journey with multiple Master's degrees, including one in Construction. Currently a Senior Lecturer at MCAST, Jurgen teaches courses related to Construction and Project Management, sharing his expertise with the next generation of industry leaders. Alongside his teaching, he is pursuing a diploma in Health and Safety and works part-time as a turnkey contractor, combining academic knowledge with hands-on experience in the field.

Education and Development Officer: Mario Vella is a highly skilled draughtsperson in civil engineering, with extensive experience in industrial environments. His expertise covers the entire project lifecycle, from design to implementation. Initially focused on technical drawings and specifications, Mario transitioned into project management, where he has successfully overseen both commercial and residential developments. With a keen eye for detail and a strong understanding of engineering principles, he effectively bridges the gap between design and execution, ensuring that projects are delivered on time and to the highest standards.

Exploring the First Quarter CPD and COP Sessions

Andrei Cachia MCIOB - President

Key Insights and Highlights

The first quarter of 2025 has been an exciting and enriching period for members, featuring a series of Continuing Professional Development (CPD) and Construction Operations Protocol (COP) sessions. These sessions offered valuable industry insights and saw increased participation from newcomers, including two MCAST students and have set a strong tone for the year ahead.

1. January 16, 2025: The World of BubbleDeck Technology - The year began with a CPD session on BubbleDeck technology by Perit Andrea Sammut. This construction method uses recycled plastic spheres to lighten concrete slabs while maintaining strength. The session highlighted BubbleDeck's environmental benefits, such as reduced material use, lighter structures and design flexibility and also compared it to traditional slab systems, emphasising faster construction and better seismic performance. Although adoption challenges exist, the presentation encouraged attendees to embrace more sustainable construction practices.

2. January 30, 2025: Project Management in Restoration – St. Paul's Anglican Pro-Cathedral

On January 30th, Perit Charlene Jo Darmanin led a CPD session on project management in the restoration of St. Paul's Anglican Pro-Cathedral. The session highlighted the crucial role of project management in overcoming challenges through effective collaboration and a transdisciplinary approach. Key hurdles included the project's location in the Capital City and its interaction with adjacent EU-funded projects, requiring constant reassessment. A key takeaway was the importance of community involvement, with positive results from a mid-project session. Darmanin also emphasised that time-related variations were the main challenge, stressing the need for thorough planning and management.

3. February 13, 2025: The Role of the ConstructionProject Manager - The COP session on February 13th, focused on the responsibilities and liabilities of Construction Project Managers (CPMs) under different contract types. It emphasised the CPM’s role in ensuring project success, including timely delivery, staying within budget, meeting quality standards and client satisfaction. The session highlighted the importance of coordinated information gathering from all stakeholders and discussed challenges like communication breakdowns and incomplete documentation. A key takeaway was the need for a clear, comprehensive strategy from the start to address these issues.

4. February 26, 2025: Scaffolding Safety and Efficiency - The first part of a CPD session on scaffolding, led by Michael Spiteri on February 26th, focused on safety and procedural practices for scaffolding on construction sites. Michael emphasised the importance of following proper documentation and methodology during scaffolding erection to ensure safety and efficiency. The session was particularly valuable for professionals overseeing scaffolding practices in construction projects.

A Noteworthy Trend: Newcomers Among Us - The series of sessions was notable for the participation of newcomers, including two MCAST students, highlighting the growing interest from the next generation of construction professionals. The EDU working group is planning more engaging topics for future sessions, which continue to offer valuable knowledge, new perspectives, and professional growth opportunities. These sessions foster collaboration, promote sustainable practices, and address industry challenges. The strong start to the year ensures that MCCM members are well-prepared to navigate the evolving construction management landscape, with expectations for more new faces at upcoming sessions.

Elevating Malta's Construction Landscape:

Jo Ann Giannakellis De Bono MCIOB

The Malta Chamber of Construction Management, under the leadership of President Andrei Cachia and Vice President Fabrizio Gerada has embarked on a proactive journey to strengthen ties and foster collaboration across the Maltese built environment bodies. Since elected, the executive team has carried out a series of pivotal meetings with key organisations and government entities, solidifying the Chamber’s commitment to elevating industry standards through education and best practices.

The team initiated visits to leading industry players, including Vassallo Builders, Elbros, and Attard Brothers, engaging in insightful discussions about current challenges and opportunities. These visits provided a

vital platform for understanding the practical realities faced by construction companies and for exploring potential avenues for collaboration.

Furthermore, the team engaged with crucial government entities such as Project Green, Indis, Infrastructure Malta and Public Works. These meetings allowed MCCM to align its policy objectives with national development strategies and to advocate for policies that promote sustainable and efficient construction practices.

Recognising the importance of nurturing future talent, a notable highlight of these efforts were a series of proactive initiatives aimed at reinforcing ties with educational institutions. The team visited the University of Malta, Idea Academy and the Central Mediterranean Business School. These engagements emphasised the Chamber’s dedication to promoting continuous education and professional development within the industry. Furthermore, MCCM’s leadership team coordinated a meeting with second and third-year B.Sc. Construction Engineering and Quantity Surveying

Engagement and Vision

students on two separate visits. The purpose of this engagement was to introduce the Chamber’s free student membership route, providing young professionals with the opportunity to enhance their education and career prospects through active participation in the Chamber’s initiatives. By fostering strong relationships with educational institutions, we aim to ensure that Malta’s construction workforce is equipped with the latest knowledge and skills.

The chamber’s outreach extended to diverse stakeholders, including Panta, Boye Design, Bank of Valletta, daaa Haus, the Gozo Business Chamber and the Mare Summit, reflecting the broad spectrum of our engagement. These meetings facilitated valuable dialogue on topics ranging from innovative design and financing to regional development and sustainability.

can drive positive change and ensure the long-term sustainability of Malta’s construction sector.

These introductory meetings, conducted by President Cachia and the Vice President Gerada, served as an opportunity to reinforce the Chamber’s core policy: to elevate the construction industry by championing good practices and continuous education. We believe that by fostering a culture of learning and collaboration, MCCM

The Malta Chamber of Construction Management remains committed to working alongside all stakeholders - be they educational institutions, industry leaders, or government entities—to build a stronger, more resilient and more innovative construction industry for Malta.

Delays and Penalties in Construction Contracts

Maria McKenna

PART IV:

Following the comparison between civil and common law jurisdictions on the penalty clause and damages, the following tackles some observations on the principle of pacta sunct servanda as interpreted by our local Courts within the field of construction matters.

Observations on pacta sunct servanda through local Court judgments:

EK Holdings Limited vs S.I.T. Swimpool Innovation Technologies Limited1 is identified by the author as one of those cases where priority was given to the principle of pacta sunt servanda. Provided the parties have had reasonable opportunity to inform their opinion before executing the contract and they were free to accept or reject entering as a party to that contract, then:

(a) whether or not a penalty is ‘excessive’2, is for the parties to the contract to establish before executing

stronger party has no deterrent;

(b) a delay penalty is not compensation for delay damages unless the parties to the contract specifically so declare.

In drawing a parallel with Cavendish case3, the requirement of proportionality as expressed in the Cavendish case allows for a “broad margin of error” before the clause is considered a penalty. Common law courts would have abhorred the clause if found to be punitive. However, the penalty was abated. Considering the references made by the Court, it refers to judgments before the trend in penalties shifted in the past two decades, and to Italian jurisprudence where Italian law empowers judges to reduce penalties. It can be said that the Court did consider the clause as a penalty yet through the interpretation of the Italian or continental jurisdictions, this was interpreted such that the clause could be mitigated.4

1. Civil Court, First Hall, (Rik. Gur. Nr. 914/2018 RGM), 28 October 2021; See also Appendix A – Schedule of Cases, Case Study No.19.

2. Carbonniere calls it “excessive ou derisoire”, in Droit Civil Vol.II, 4 January 2017, 2nd Edn., p 2224.

3. Cavendish Square Holding BV v Makdessi;

Legal

Law Report on Paying for Orders placed by one’s Manager

Dr. Ivan Mifsud LLD PHD

On 5th February 2025 the First Hall of the Civil Court (ref. 426/2018MS) ruled on a case between two companies, one of which sued the other for payments due for services rendered over a number of years. The debtor company pleaded among other things, that it had issued specific instructions to its manager, who used to place orders with the creditor company, that such orders were to be made in writing. In other words, it was being alleged that the creditor company should not have accepted verbal orders from the debtor company’s manager, and therefore no payment was due because the order was not regular in the first place.

The Court referred to the Commercial Code provisions dealing with ‘managers’ (defined as persons placed, personally and permanently, in charge of the business or of a branch of the business of the principal in one or more fixed places – Commercial Code, art. 57). When a principal appoints a manager, he is bound by all the manager’s transactions and must fulfil all the obligations which the manager enters into during the course of his work (art. 60 of the Commercial Code). It

was acknowledged that this relationship between the principal and the manager could indeed be subjected to limitations, but such limitations according to the same Commercial Code had to be either express or implied, ‘express’ in the sense that the restrictions are published in the Government Gazette and other daily newspapers and therefore presumed to be known to all third parties, or ‘implied’ in the sense that the principal succeeds to prove that the third party knew of the restrictions imposed on the manager (article 59 of the Commercial Code).

The evidence brought before the Court established that ‘X’ (the manager who used to place the orders with the creditor company) was indeed an employee of the debtor company, and that the directors of the debtor company (‘the principals’) trusted ‘X’ and left him to get on with his work; indeed they trusted certain duties into his hands exclusively because they trusted him to do his job well. In court, defendant company produced an email as evidence that it issued instructions that purchases had to be made in writing, but it did not prove that this email was actually sent to the creditor company, and therefore was not binding on it.

Defendant also brought other pleas, such as that it had reason to believe that Manager ‘X’ was defrauding it, but the Court ruled that this was an issue to be determined between the Principal and Manager ‘X’ and was no reason to not pay the creditor company.

Malta's Construction Sector

Celebrates Excellence at Prestigious Awards Ceremony

Jo Ann Giannakellis De Bono MCIOB

The historic Grand Masters Palace in Valletta provided a fitting backdrop for the inaugural Excellence in Construction Awards (XCA), a landmark event that celebrated the pinnacle of achievement within Malta's vibrant construction sector. Over 250 industry leaders, policymakers, innovators, and stakeholders convened to witness the recognition of outstanding contributions to innovation, sustainability, and quality – core pillars driving the industry's evolution.

The XCA, designed to elevate industry standards and foster a culture of excellence, honoured leading companies across 11 diverse categories, showcasing the breadth and depth of talent within Malta's construction landscape. Attard Bros. demonstrated a profound commitment to sustainable practices and workplace safety, earning accolades for "Dedication to Sustainability" and "Commitment to Wellbeing, Health & Safety." Mekanika was lauded for its unwavering dedication to "Quality & Workmanship," while Halmann Vella Ltd. received recognition for its pioneering "Innovation, Research & Development."

Panta emerged as a dominant force, captivating both industry peers and the public. The company secured the "Public Choice Award" and the prestigious "Contractor of the Year" title, with the citation highlighting its "excellence across every aspect of construction." Other notable winners included Ballut Blocks for "Excellence in Demolition & Excavation Works," General Maintenance Ltd. for "Excellence in Infrastructure & Civil Works," AASK Enterprises Ltd. for "Excellence in Mechanical & Electrical Installations," Establishment Ltd. for "Excellence in Finishing Works," and Queens Furniture for "Conservation Awareness."

Organized by QP, the event's significance was underscored by the strong support it garnered from a broad coalition of industry stakeholders. This included governmental bodies such as the Ministry for Justice and Reform of the Construction Sector, the Occupational Health & Safety Authority, the Building and Construction Authority, the Planning Authority, Infrastructure Malta, the national Building council and the Project Market agency, Professional associations like Kamra tal-Periti, the Malta Development Association, the Chamber of Engineers, the Malta Chamber of Construction management, the

Assoċjazzjoni Bennejja u Kuntratturi, alongside educational institutions like the University of Malta, Malta group of Professional Engineering Institutions and environmental groups such as the Environment and Resources Authority and Project Green also lent their support, emphasizing a unified commitment to the industry's advancement.

In his address, Minister Jonathan Attard emphasized the critical importance of continued reform and responsible practices, urging the industry to maintain momentum in raising standards. He positioned the XCA as a crucial benchmark, signalling a collective commitment to building a sustainable and progressive future for Malta's construction sector.

The resounding success of the inaugural event, evidenced by the impressive turnout and enthusiastic participation, has fuelled optimism for future collaborations. The industry now looks forward to building on this momentum, solidifying its dedication to recognizing and championing excellence, and ensuring that Malta's construction sector continues to evolve as a leader in innovation, sustainability, and quality.

The Role of Sustainable Finance in Transforming the Construction Industry

Gabriella Borda

Sustainable finance is a key driver in transforming the construction industry by encouraging environmentally responsible practices and innovative technologies. This approach not only mitigates climate change but also enhances the efficiency, resilience, and long-term value of buildings. By strategically leveraging sustainable finance products, stakeholders can accelerate the transition to greener infrastructure while creating demand for sustainable buildings. As the market evolves, we can expect the emergence of more sophisticated financial instruments tailored to support and incentivize sustainable construction.

Property Linked Finance (PLF): A Potential GameChanger for Sustainable Construction: One such innovative financial solution is Property Linked Finance (PLF), which is designed to facilitate environmental upgrades in residential and commercial properties. Unlike traditional loans, PLF links financing to the property itself rather than the owner. This means that when the property is sold, the repayment obligation transfers to the new owner, ensuring that sustainability investments continue to benefit future stakeholders.

encourage developers and property owners to integrate high-performance energy solutions, water conservation measures, and other green technologies into their projects. This, in turn, creates a ripple effect, motivating the broader market to prioritize sustainable construction. Key features and advantages of PLF include the upfront financing for energy upgrades, allowing property owners to finance up to 100% of the cost of the energy efficiency improvements, reducing the financial burden of large upfront investments. Unlike conventional loans that remain with the borrower, PLF is attached to the property itself, ensuring new owners inherit both the repayment obligation and the benefits of the upgrades, making it easier for property owners to invest in green technologies without immediate financial contraints.

Looking Ahead: The Future of Sustainable Finance in Construction: As financial markets continue to evolve, innovative mechanisms like PLF will become increasingly vital in bridging the gap between sustainability goals and economic feasibility. By aligning financial incentives with long-term environmental benefits, PLF and other sustainable finance solutions have the potential to

BIM Standards cont’dISO 19650-6:2020

Clarabel Zahra Versace

ISO 19650-6: Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM) - Information management using building information modelling. Part 6 –Health and Safety information

This document is the latest addition to the ISO 19650 series, published in January 2025. It outlines the concepts and principles for classifying, sharing, and delivering health and safety information collaboratively, ensuring economic, environmental, and social benefits.

Key Objectives:

This standard:

• Defines requirements for the collaborative sharing of structured health and safety information throughout project and asset life cycles.

• Supports the progressive digitization of health and safety information from the project outset.

• Specifies how health and safety information should be shared and utilized throughout the asset life cycle.

• Establishes a framework for identifying, using, sharing, and generalizing health and safety information through information management processes.

Applicable to individuals and organizations involved in the procurement, design, construction, operation (including maintenance), and end-of-life phases of building and infrastructure assets, this standard can also be implemented in delivery or in-use phases without requiring BIM.

Scope:

The standard aims to:

• Promote a safer and healthier environment across the entire asset lifecycle, including operations.

• Mitigate health and safety risks and hazards throughout the asset's lifespan.

• Enhance health and safety performance while reducing incidents.

• Ensure the right people receive clear and relevant health and safety information at the right time.

• Increase overall asset value.

The principles and requirements of this document can be applied to the delivery of a project and also during the operation of an asset even without BIM implementation.

The past is never over. Our history is not a closed book. And bygones are not bygones. (Parzinger, 2020, p. 5)

Our concepts and notions of the past and heritage have changed across time, with signs that these are already adapting to a new future (Ceccarelli, 2017). Heritage goes through a ‘lengthy and dynamic journey of emergence, transformation, decline and revival’ across its lifetime, where it is ‘created and recreated, shaped and reshaped, formed, reformed and transformed’ (Fouseki, 2022, p. 1). The transformation and evolution of heritage buildings and sites has been a challenge for heritage professionals, with heritage being subject to ‘change, transformation and uncertainty’, but also risking ‘stagnation and permanence’ (Fouseki, 2022, p. 2). Layering on complexities of present social, economic and environmental requirements, evolving from constantly changing societies, increases the debate on how to manage these transformations. The emergence of the concept of living heritage in conservation discourse considers historic places not as buildings stuck in time, but through their adaptation, are brought to the present time to allow their future existence.

The Conventual Church of St John in Valletta is a site that has been the subject of constant evolution. Commissioned by Grand Master Jean de la Cassière and completed in 1577, it underwent several transformations to the original building with the addition of the Oratory (early 17th century), the Bartolott Crypt (early 17th century), the Sacristy and the Prior’s House (early 17th century), the Carapecchia Wings (18th century), the buildings on the Merchants’ Street side (19th century) and most of the current museum (20th century), today all forming part of the complex of St John’s Co-Cathedral. The architectural evolution is an integral part of the building’s history and is constituent to its heritage value. The evolution of the building reflects its adaptation to the economic, social and cultural context of the church across centuries. St John’s Co-Cathedral has always belonged to society, and the transformation of the building belongs to the people. As the building serves a purpose, driven by societal needs, it becomes a true example of living heritage.

In 2013, the St John’s Co-Cathedral Foundation (SJCC) embarked on a new extension for the museum of the Cathedral, engaging AP Valletta to incorporate the rehabilitation and extension of the

Perit Charlene Jo Darmanin, Adriana Alescio, Fabio Billi, Guillaume Dreyfuss

Photo Credit: Guillaume Dreyfuss

AN APPROACH TO LIVING HERITAGE: THE CASE OF ST JOHN’S CO-CATHEDRAL

current museum, the restoration and readaptation of underutilised historic spaces and the design a new stone enclosure to house a precious set of tapestries based on designs by Peter Paul Rubens and belonging to the cathedral’s collection of sacred artefacts (Dreyfuss et al., 2019). Numerous stakeholders were involved from the inception of the project and at planning stage, the site’s nature containing varying meanings and values to different people.

An integral part of the project included the restoration of the ground floor of the Prior’s House façade to the right of St John’s Co-Cathedral and overlooking St John’s Street, now part of the Caravaggio Centre. The intervention on this façade was guided by extensive historical research together with on-site investigations. Works exposed various interventions on the façade realized throughout its history, the most recent intervention being one that completely obliterated the original decorative stonework. The philosophy of the restoration intervention was aimed at bringing the facade back to a coherent architectural aesthetic by reintroducing the symmetry of the two wings on either side of St John’s Co-Cathedral, as well as recreating the original texture and relief of the façade which had been lost. The current intervention, furthermore, retained evidence of an intervention that was posterior to its original construction, the rustication of mouldings around the Priory House door, serving as a testament to the architectural development of the monument.

The process-based approach to restoration project that returned the building to its original form required a multidisciplinary team that brought together conservators, conservation architects, historians, architects, and structural engineers from across the client team (SJCC), contractor team (AX Construction) and project architects (AP Valletta). The multidisciplinary approach exposed a multiplicity of

values, acknowledging that the living heritage of St John’s Co-Cathedral could coexist with the ethic of modern restoration. The collaboration of the team extended beyond, with day-to-day problem solving necessary in the light of the original fabric exposing evidence of different interventions as the works progressed.

The restoration of Caravaggio Wing has now been completed, with the centre already open to the public. The next phases of works are similarly aimed at the restoration of original fabric, all the while adapting to the new requirements of the monument.

Ceccarelli, P. (2017). Past Is Not a Frozen Concept: Considerations about Heritage Conservation in a Fast Changing World. Built Heritage, 1(3), 1–12.

Dreyfuss, G., Buhagiar, K., & Joris, E. (2019). Ex Uno Lapide: The making present of absence. Interstices 19. Journal of Architecture and Related Arts, 28–40.

Fouseki, K. (2022). Heritage Dynamics: Understanding and adapting to change in diverse heritage contexts. UCL Press.

Parzinger, H. (2020). Togetherness. A New Heritage Deal for Europe. European Investment Bank.

Photo Credit: Charlene Jo Darmanin

Fenestration Fundamentals:

A Project Manager’s Guide to Windows and Doors

Fabrizio Gerada MCIOB Passivhaus Tradesperson and Consultant

In the world of construction, the selection and installation of windows and doors—collectively known as fenestration—are critical decisions that significantly impact a building's aesthetics, performance, and longevity. As project managers, a comprehensive understanding of fenestration principles is essential to ensure project success. This article provides a concise overview of key fenestration considerations to guide you through the selection process.

Understanding Fenestration Composition

A window or door is more than just a pane of glass; it's a carefully engineered composition of several elements, each playing a vital role:

• Profile (25%): The profile, or frame, provides the structural support for the aperture. Extruding companies or design houses are responsible for designing these profiles.

• Glass (25%): Given its substantial volume within an aperture, the selection of glass is paramount. It impacts energy efficiency, light transmission, and acoustic performance.

• Fittings (25%): While extruders or designers may certify systems with specific fittings, the assembler typically selects them. These components ensure the functionality and security of the window or door.

• Craft (25%): Proper training in installing and handling fenestration products is non-negotiable. Without it, the performance of an aperture can be easily compromised, leading to potential issues with air and water infiltration as well as operational problems.

Material Choices: Balancing Performance and Aesthetics

The selection of materials for window and door frames is a pivotal decision, with each offering distinct advantages

and considerations:

• Aluminium: Renowned for its versatility, aluminium is a popular choice due to its ease of manufacturing, availability, and sleek aesthetics.

• uPVC: Originally developed to compete with wood, uPVC requires more machinery for manufacturing but offers enhanced thermal insulation compared to aluminium.

• Wood: Wood provides undeniable character and boasts the best thermal insulation properties. However, it requires a more extended manufacturing process than aluminium and uPVC and demands ongoing maintenance to preserve its integrity.

• Steel: A classic choice, steel offers the slimmest profiles, contributing to a clean and modern aesthetic. It is available in various forms, including options with thermal breaks for improved energy efficiency.

Key Principles for Aperture Selection

When selecting an aperture, project managers must weigh several factors to make an informed decision:

• Thermal Insulation: Energy efficiency is a top priority.

• Security: The aperture's ability to resist forced entry is crucial.

• Aesthetics: The window or door should complement the building's overall design.

• Sound Insulation: Acoustic performance is essential for occupant comfort.

• Price: Balancing cost-effectiveness with quality and performance.

• Availability: Ensuring timely delivery to keep the project on schedule.

Main Profiles

Aluminium

Aluminium profiles are available in several variations, each with specific performance characteristics:

• Cold Profile: The most basic type, the border of the profile is made of aluminium. It is the cheapest version and still prevalent in Malta. Depending on the system, the Uf value typically ranges from 4 to 5. While used in facades, the joints in facades remain thermally insulated. It is also used in shading profiles.

• Thermal Break: These profiles incorporate a polyamide profile to separate the external and internal parts, significantly improving thermal performance. The Uf value typically ranges between 1.6 to 2.6. They are generally found in depths of around 65mm, although the future is heading towards 90mm to achieve better insulation and offer slimmer lines, competing with steel.

uPVC

uPVC profiles are known for their excellent insulation properties:

• The profile is fully composite material and straight lines.

• The future is to go without steel reinforcement.

• Offers an elevated thermal and sound insulation.

• Generally found in depths of around 70mm.

• Typical Uf value varies between 1.0 to 1.6

• Steel reinforcement is inside the profiles.

Aperture Typologies: Functionality and Design. The type of window or door you select will dictate its functionality and design:

• Tilt and Turn: These windows can be tilted inwards for ventilation or fully opened for cleaning. They can be in concealed hinges version, offer a tilt-before-turn option, can achieve up to RC3 security levels, and can be applied to all materials.

• Open Outwards: An alternative to tilt-and-turn, these windows open outwards and can be accessible for cleaning. They use stainless steel

friction hinges and can be applied to all materials.

• Sliding (Normal Sliding): Entry-level systems, available in 2, 3, or 4 panes, and in aluminium and uPVC.

• Sliding (Tilt and Slide): These offer much better insulation, using the same profiles as hinged windows. They are available in aluminium, uPVC, and wood and have the bottom threshold installed on internal tiles.

• Sliding (Pull and Slide): An innovative system that fits between the price range of tilt and slide and lift and slide, offering an excellent solution for sound and wind insulation. Available in aluminium, uPVC, and wood.

• Sliding (Lift and Slide): The best solution for security and insulation, ideal for very large apertures. They can support a maximum weight of 400kg and a maximum of 6 meters for two panes. Well-proven and available in all materials.

Conclusion

“Fenestration is a critical aspect of any construction project. By understanding the composition, material options, and typologies of windows and doors, project managers can make informed decisions that balance aesthetics, performance, and budget. This knowledge ensures the successful delivery of projects that meet the needs and expectations of clients and occupants.

Unveiling the New Face of the Malta Chamber of Construction Management

We are thrilled to present the Malta Chamber of Management’s (MCCM) revitalised brand identity – a visual expression of our enduring commitment to the construction industry in Malta and our dedication to our valued members.

This rebranding is more than just a cosmetic update; it’s a strategic evolution, carefully crafted to reflect our growth, our vision, and the unwavering strength of the sector we champion.

At the heart of this new identity is our striking new logo, a symbol rich in meaning and designed to resonate with everyone who contributes to building Malta’s future.

The logo immediately captures attention with its twin arched doorways, converging purposefully. One arch stands solid and resolute, filled in a warm, inviting orange-red.

This solid arch embodies the tangible achievements of the MCCM and our members. It represents the very structures that define our skyline – the reliable buildings, the robust infrastructure, the effective policies, and the practical solutions that are the hallmarks of our collective effort. Think of it as the physical manifestation of our shared work – concrete,

dependable, and built to last.

In contrast to this solid form lies an unfilled arch, an outline in the same vibrant hue. This seemingly ‘invisible’ arch holds equal significance. It underscores the fundamental, frequently overlooked framework that underpins every successful construction project. It speaks to the meticulous planning, the stringent standards, the collaborative spirit, and the proficient management that constitute the foundation of our industry.

This interplay between the solid and outlined arches isn’t just aesthetically pleasing; it’s a powerful visual metaphor. It reminds us that every impressive structure, every landmark project, is born from a carefully considered and expertly executed foundation. Like the iconic arches found throughout Malta’s rich architectural heritage, our logo arches represent strength and openness – a gateway to progress and opportunity for our members.

The warm orange-red color palette chosen for the logo is also significant. Inspired by the Maltese landscape – the sun-drenched earth and the enduring warmth of our traditional buildings – this color evokes a sense of grounded energy and approachable professionalism. It speaks to our Maltese roots and the dynamic spirit of our construction sector. It's a color that is both confident and welcoming, reflecting the MCCM's position as a leading yet accessible voice for the industry.

Beyond the arches' compelling symbolism, the logo's typography plays a vital role in reinforcing the MCCM’s core values. We selected a decidedly modern, clean, and inherently structured typeface. Just as our members strive for precision in every project, the

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

typeface reflects the professionalism and meticulous attention to detail that defines the MCCM. Its balanced letterforms and strong yet refined lines seamlessly complement the geometric nature of the arches, creating a visual harmony that strengthens the logo’s overall impact. This typography isn’t just about looking contemporary; it’s about conveying clarity, stability, and the unwavering expertise with which the MCCM guides and supports the construction industry. It is a font that speaks of trust and authority, essential qualities in our leadership role.

Together, the arched doorways and the carefully chosen typography create a harmonious blend of structure and adaptability – principles that lie at the very heart of the Malta Chamber of Construction Management. This visual balance perfectly underscores our dual focus: delivering tangible, measurable results for our members and the Maltese construction landscape while maintaining the strategic vision and forward-thinking approach necessary for sustained and responsible progress.

This new logo is more than just a symbol; it’s a visual embodiment of the MCCM’s commitment to bridging vision with execution, reinforcing our role as a leader, a facilitator, and a steadfast partner in construction management in Malta. Every element, from the symbolism of the arches to the carefully selected typography and color palette, works in unison to communicate our unwavering dedication to strength, foresight, reliability, and – above all – to the success of our members and the thriving future of construction in Malta.

We believe this new brand identity truly reflects who we are and where we are going, and we are excited to embark on this new chapter with you, our valued members.

JOIN US

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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

A Net Zero Economy

A Competitiveness Compass for the Building Industry Part 12

David Xuereb

The building industry in Malta stands at a pivotal juncture, influenced by the European Commission's Competitiveness Compass launched on the 29th January 2025, the updated Corporate Sustainability Reporting Directive (CSRD) rules to be further streamlined by the new Omnibus regulations, and the national Climate Action Act of 2024. These frameworks collectively aim to enhance economic competitiveness, ensure corporate transparency, and address climate change. For Malta's building sector, aligning with these directives is both a challenge and an opportunity to foster sustainable development.

The Competitiveness Compass and Malta's Building Industry

The European Commission's Competitiveness Compass is designed to bolster the EU's long-term economic resilience by emphasizing innovation, sustainability, and economic security. For Malta, this initiative underscores the need to enhance its competitive stance.

The building industry plays a crucial role in this context. By adopting innovative construction techniques and sustainable materials, the sector can improve efficiency and reduce costs. Embracing digital tools like Building Information Modeling (BIM) can streamline project management, leading to timely completions and budget adherence. Such advancements not only elevate the industry's competitiveness but also contribute to the broader economic growth of Malta.

Updated CSRD Rules: Implications for the Building Sector

The updated Corporate Sustainability Reporting Directive (CSRD) mandates that companies provide detailed reports on environmental, social, and governance (ESG) factors. This move towards greater transparency requires businesses, including those in the building industry, to disclose their sustainability practices and impacts.

For Malta's building firms, this means a thorough evaluation of their operations. Areas such as energy consumption, waste management, and carbon emissions will come under scrutiny. Implementing sustainable practices, like energy-efficient designs and waste reduction strategies, becomes imperative. Moreover, companies will need to establish robust data collection systems to ensure accurate and comprehensive reporting. While this may present initial challenges, it offers an opportunity to build trust with stakeholders and position the company as a responsible market leader.

The Climate Action Act of 2024: A National Commitment

Malta's Climate Action Act of 2024 establishes a legal framework for climate action and led to the creation of the Climate Action Authority. This authority is tasked with coordinating and overseeing the nation's climate policies and initiatives.

The building industry is central to Malta's climate strategy. Buildings are significant contributors to greenhouse gas emissions, primarily through energy use. The Act encourages the sector to adopt sustainable building practices, such as utilizing renewable energy sources, enhancing insulation, and incorporating green spaces. Additionally, the Climate Action Authority has the power to impose penalties on entities that fail to comply with climate-related regulations, emphasizing the importance of adherence.

Integrating Sustainability: A Path Forward

Aligning with the EU Competitiveness Compass, CSRD rules, and the Climate Action Act requires a multifaceted approach from Malta's building industry:

1. Innovation and Technology Adoption: Investing in modern construction technologies can lead to more efficient building processes. Techniques such as prefabrication and modular construction can reduce waste and lower costs.

2. Sustainable Materials: Choosing eco-friendly materials, like recycled steel or sustainable timber, minimizes environmental impact. Additionally, sourcing materials locally can reduce transportation emissions and support the local economy.

3. Energy Efficiency: Incorporating energy-efficient systems, such as advanced HVAC systems and LED lighting, can significantly reduce a building's carbon footprint. Designing buildings to maximize natural light and ventilation also contributes to energy savings.

4. Training and Education: Providing training programs for workers on sustainable construction practices ensures that the workforce is equipped with the skills to meet new standards and regulations.

5. Stakeholder Engagement: Engaging with stakeholders, including clients, suppliers, and the community, fosters a collaborative approach to sustainability. Transparent communication about sustainability goals and progress builds trust and enhances reputation.

Challenges and Opportunities

Transitioning to sustainable practices presents challenges, such as initial financial investments and the need for skill development. However, the long-term benefits, including operational cost savings, enhanced reputation, and compliance with regulations, outweigh these hurdles.

Moreover, as global investors and clients increasingly prioritize sustainability, Malta's building industry stands to gain a competitive edge by leading in green construction. This proactive approach can attract environmentally conscious investors and clients, opening new market opportunities.

Conclusion

The convergence of the brank new EU Competitiveness Compass, updated CSRD rules, and the Climate Action Act of 2024 presents a transformative moment for Malta's building industry. By embracing sustainable practices and aligning with these frameworks, the sector can enhance its competitiveness, fulfill regulatory requirements, and contribute significantly to Malta's climate objectives. This commitment to sustainability will not only benefit the environment but also ensure the long-term prosperity of the industry itself and the whole nation.

Interior Design

A Professional’s Guide to Trending Interior Design Styles

Vera Sant Fournier Creative Director at Era Design Studio

As a professional interior designer with over two decades in the field, I’ve witnessed the ever-evolving landscape of interior design, where style not only reflects personal taste but also adapts to changing cultural narratives and technological advancements. The world of interior design can be both exciting and daunting, especially when faced with the myriad of styles that influence private homes today. In this article, we will explore some of the most trending interior design styles that are shaping modern living spaces, offering a blend of historical context and contemporary applications.

Mid-Century Modern: The Mid-Century Modern style is a timeless classic that originated in the mid-20th century, primarily during the late 1940s to 1960s. Its roots are found in the post-World War II era when there was a boom in creativity and innovation. This style is characterized by clean lines, organic curves, and a love for various materials, including wood, metal, and glass. In contemporary homes, Mid-Century Modern remains popular for its functional and uncluttered elegance. Designers often incorporate statement pieces like the iconic Eames chair or sleek wooden sideboards. The resurgence of this style is testament to its adaptability and continued appeal in fostering a sophisticated yet cozy atmosphere.

Scandinavian: Originating from the Nordic countries in the early 20th century, Scandinavian design became globally recognized in the 1950s. It emphasizes simplicity, minimalism, and functionality, combining aesthetic appeal with the utility needed for northern European climates. The color palette typically includes whites, grey’s, and earth tones, aiming to enhance natural light within spaces. For today’s homeowners,

Scandinavian design offers a comforting retreat from a fast-paced world, showcasing light wood furnishings,

transformation of old factories and warehouses into living spaces during the late 20th century. It draws inspiration from the rawness of these structures, often incorporating exposed brick, metal beams, and concrete floors. This style has become increasingly popular in urban settings, where open floor plans and high ceilings offer a canvas for industrial aesthetics. Modern interpretations may blend softer elements, like plush furniture or warm lighting, to balance the ruggedness and create inviting spaces that retain a sense of edge and authenticity.

Bohemian: With roots tracing back to the artistic communities of the 19th century, Bohemian design is an eclectic mix that embodies freedom, culture, and individuality. It embraces an unstructured look, with a rich fusion of vibrant colors, patterns, and textures. Presently, Bohemian style appeals to those who seek a space filled with life and personality. It’s characterized by layered textiles, vintage pieces, and globally-inspired

simplicity. Today, minimalist interiors are synonymous with clarity and tranquility, featuring monochromatic color schemes, open spaces, and functional furnishings. This style is particularly favored in fast-paced urban life, offering a serene and organized haven. Designers often highlight the importance of quality over quantity, curating spaces with precision and intent.

Contemporary: Contemporary design is dynamic and ever-changing, defined more by its adaptability to current trends rather than specific attributes. It emerged in the latter half of the 20th century, borrowing elements from Modernism, Art Deco, and other global influences. Key aspects include fluidity in form and a keen attention to new materials and technologies. For the modern homeowner, contemporary design offers flexibility and innovation. By integrating state-of-the-art technology with a keen architectural approach, this style creates spaces that are both advanced and aesthetically pleasing. It embodies the progression of society and the adaptability needed for future living spaces. Whether integrating the lasting elegance of Mid-Century Modern or the free-spirited charm of Bohemian, today’s interior design styles offer an enriching palette for both homeowners and professionals. In a collaborative effort with construction managers and industry experts, it is vital for us as designers to continue educating ourselves and adapting to create homes that are not only visually appealing but also enhance the way we live. Understanding the nuances and histories behind these styles allows us to better serve our clients, crafting spaces that honor both tradition and forward-thinking design. As we look to the future, we must remain open to the evolving trends and influences, ensuring the spaces we design remain timeless, functional, and reflective of the ever-changing world.

Guarantees in Construction Projects

(Part 1) – Bid Bond and Advance Payment

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.

1. Tender’s Bid Bond

A Tender Bid Bond is a financial guarantee that ensures a bidder's commitment to the project and protects the client (project’s owner) if the winning bidder fails to honour their offer. It is typically required in construction contracts at the tender stage. If the Tenderer backs out or refuses the contract, the bond compensates the Employer/Owner for the re-bidding costs. It serves as an assurance that only financially stable and serious contractors participate in the bidding process.

The Bid Bond is, typically, released back to the winning bidder and other bidders, days after the award and/or the signing of the contract

a) Typical Amount of Bid Bond

If the bid validity period expires without a contract award or extension, the bid bond should be automatically released to the bidder.

c) Steps to Request a Bid Bond Release:

Formal Request:

The Bid Bond is, usually, a percentage of the Tender’s offer (e.g., 5-10% of the Tender’s offer).

a) Scenarios for Bid Bond Release:

Unsuccessful Bidders:

If a bidder is not awarded the contract, their bid bond is typically returned once the tender process concludes, and the contract is officially awarded to another party.

Successful Bidder:

If awarded the contract, the bid bond is usually released upon submission of a performance bond or bank guarantee, ensuring that the contractor will execute the project as per the contract terms.

Tender Cancellation:

If the tendering authority cancels the tender before awarding a contract, all bid bonds are released to the bidders.

Expiration of Bond Validity Period:

The bidder should submit a written request to the tendering authority for the release of the bid bond, specifying details like the tender reference number and proof of participation.

Verification Process:

The tendering authority will verify that the bidder has either lost the bid, the contract has been awarded, or the necessary obligations have been fulfilled.

Instruction to Bank or Surety Provider:

If the bid bond was issued by a bank or an insurance company, the tendering authority will issue a formal release instruction, allowing the bidder to recover any security deposit or guarantee.

Confirmation of Release:

The bidder should obtain written confirmation from the authority or financial institution that the bid bond has been discharged.

2. Advance Payment and Guarantee

An advance payment is an upfront sum paid by a client to a contractor or supplier before work begins, often secured with an advance payment guarantee, ensuring the funds are used properly.

An Advance Payment Guarantee is a financial instrument provided by a contractor or supplier to ensure repayment of an advance payment made by the project owner or client. It acts as a security, ensuring that the contractor delivers the goods or services as agreed. If the contractor fails to fulfil the contract, the bond issuer compensates the owner for the advance payment. Common in construction and procurement contracts, this guarantee provides the project owner with protection against financial risk in case the contractor does not meet their obligations after receiving the advance payment.

a) Purpose of Advance Payment

• Assists contractors with mobilisation costs (equipment, materials, labour, and site preparation).

• Reduces financial strain on contractors, particularly in large-scale projects.

• Ensures timely procurement of long-lead items.

• Helps maintain cash flow and prevent delays.

b) Typical Amount of Advance Payment

• The Advance Payment, generally, ranges between 10% to 30% of the contract value.

• The percentage depends on factors such as project size, contract terms, and industry standards.

c) Advance Payment Security (Bank Guarantee)

To mitigate risk, clients usually require an Advance Payment Guarantee (APG), issued by a bank or financial institution. This ensures the amount can be

recovered if the contractor fails to meet obligations. The guaranteed value decreases proportionally as deductions are made from progress payments.

d) Repayment of Advance Payment

Usually deducted in instalments from interim payments certificates (progress payments). The deduction may be based on a fixed percentage or milestone completion.

By the project's final stages, the advance should be fully recovered.

e) Risks and Challenges

For Clients: Risk of non-performance if the contractor misuses funds.

For Contractors: Heavy repayment burden if project cash flow is mismanaged.

For Both Parties: Potential disputes over deductions and recovery terms.

f) Legal and Contractual Considerations

The terms of advance payment are outlined in the contract agreement (FIDIC, NEC, JCT, etc.). The contract specifies conditions for disbursement, security requirements, and repayment percentages or schedules.

3. Other Guarantees

In Part 2, we shall address:

- Performance Guarantee, and

- Retention money and Guarantee

Chadwick Lakes Ecological Rehabilitation:

Mario Cassar

From Abandonment to Ecological Awakening

For years, the Chadwick Lakes (also known as ‘ Wied il-Qlejgha’) languished in a state of neglect. A once-promising natural basin enhanced by thoughtful man-made engineering interventions designed to retain water reserves and support local ecosystems deteriorated due to minimal oversight and fragmented management.

Characterised by disused infrastructure and a lack of ecological stewardship, these man-made lakes symbolised the challenges of preserving our natural heritage in the face of a harsh reality: rapid urban development. Their condition posed environmental risks and underscored a broader neglect of local ecological assets. Alien and invasive species, introduced by some irresponsible individuals, also took over the site’s ecosystem.

The urgency to transform this forgotten landscape into a vibrant, sustainable environment became evident, setting the stage for a project that would eventually marry rigorous technical planning with environmental restoration.

Overcoming Logistic and Planning Challenges

The journey to ecologically revive the Chadwick Lakes was not without its complexities. At the outset, our team encountered significant logistic hurdles, from securing the necessary permits within a tight regulatory framework to facilitating comprehensive environmental impact assessments. This phase involved extensive coordination with local authorities, environmental agencies, and non-governmental organisations, all of whom held stakes in the future of

the project site. The diverse nature of the project demanded a harmonised approach to scheduling, resource allocation, and stakeholder engagement. Every decision, be it the alignment of work phases fitting in between wet and dry periods or the integration of stakeholder feedback, required meticulous planning, ensuring that our team’s efforts met regulatory standards and respected the delicate balance of the site’s ecosystem.

Our Approach: Integrating Expertise for Sustainable Success

Recognising that conventional methods would not suffice, we adopted a process-based, multidisciplinary strategy emphasising collaboration and continuous refinement. Under the stewardship of our project and construction management team for this significant initiative, our studio brought together several key experts, including conservation architects, environmental engineers, ecologists, and several others, to craft a robust, science-driven plan tailored to the unique challenges of the Chadwick Lakes.

An extract from a typical Finishes’ BOQ

This approach began with a comprehensive site analysis that informed a phased intervention strategy. By implementing adaptive management techniques and continuously monitoring ecological indicators, our team was able to respond dynamically to emerging challenges. A critical aspect of the project involved the meticulous removal of accumulated silt from the dams. Before this cleaning process, water harvesting was virtually negligible since the silt had effectively replaced the water volume in the basins. Once cleared, the enhanced water retention capacity amounting to 35-million litres increased the potential for irrigation of surrounding fields and allowed water to gradually percolate into the groundwater system, replenishing the water table. The removal of the silt, however, introduced its own logistical challenges: it had to be transported to specific, controlled sites under strict protocols designed to prevent the spread of the invasive crayfish eggs into new areas. This additional layer of complexity required careful coordination and precision, underscoring the intricate balance between environmental restoration and operational execution. The integration of rigorous impact reports, cutting-edge engineering solutions, and active local stakeholder engagement proved instrumental in restoring the lakes and reinvigorating the surrounding community. This successful rehabilitation clearly

A Reflection of Multidisciplinary Excellence

demonstrates how precision, perseverance, and a collaborative spirit can transform even the most challenging projects into lasting legacies of environmental and social renewal.

Catalysing Future Sustainable Change

The transformative work carried out at Chadwick Lakes is far more than a one-off achievement; it is a blueprint for future sustainable projects across Malta and beyond. In today’s rapidly evolving environmental momentum, construction and project managers have a pivotal role to play as catalysts for change. By embracing multidisciplinary collaboration and innovative planning methods, similar projects can redefine the relationship between urban development and ecological preservation. Our experience illustrates that with a committed team and a clear vision, it is possible to turn ecological challenges into opportunities for community engagement, sustainable growth, and heritage conservation. In doing so, we set a new benchmark for the construction management industry, prioritising ecological integrity and long-term community benefit alongside technical and economic success.

From a Personal Perspective: a Construction Manager’s Contribution

The ecological rehabilitation of the Chadwick Lakes marks a significant milestone in how our profession can contribute towards sustainable construction management. It demonstrates that even sensible and neglected sites, once left to decay, can be rehabilitated through a combination of technical expertise, meticulous planning, and a deep commitment to environmental stewardship.

“We do not Inherit the Earth from our ancestors; We borrow It from our children.”

As we look to the future, this project is a real-life case study and a powerful reminder that construction and project management professionals are not merely builders but also stewards of our natural and cultural heritage. An inspirational quote echoed by many influential people around the globe must serve as a guiding light for us, project and construction managers, when serving as ambassadors for our beloved profession. We can drive positive change by championing similar initiatives and inspiring a more sustainable, resilient approach to urban and environmental development.

Our team sincerely thanks the Energy and Water Agency for entrusting us with this pivotal project and for their unwavering support throughout the process. Their commitment to sustainable development has inspired our work at Chadwick Lakes and has been integral to the project's success. We are honoured to have pioneered this transformative initiative.

Mario Cassar is a practising professional holding Master’s degrees in Design (with specialisation in Historical and Cultural Heritage) and Project Management, focused on Construction, Tourism, and the Real-Estate. His portfolio features extensive landmark projects. As the Planning Authority's Chairman of the Design Advisory Committee, his expertise highlights his dedication to sustainable development and heritage conservation.

Excavation Work Process

Milan Zdravkovic

Excavation involves the process of moving earth, rock, or other materials from a specific location to prepare for the foundation of a structure, such as a building, road, or bridge. Excavation is also used for creating trenches for utility installations, digging swimming pools, or other landscaping purposes. The excavation process requires a systematic approach to ensure the stability, safety, and quality of the work.

1. Pre-Excavation Planning and Design

1.1 Careful planning and design are essential.

1.1.a) Site Survey The first step in any excavation project is to conduct a detailed site survey. This helps in understanding the topography, elevation, and other relevant features of the land.

1.1.b) Design Drawings The design team produces detailed drawings and plans that outline the extent of excavation work required. These drawings typically include the depth of excavation, locations of utilities, and site-specific considerations such as nearby structures, drainage systems, and environmental concerns.

1.1.c) Permits and Regulations Excavation requires permits from local authorities. Additionally, safety and environmental regulations must be adhered to during the excavation process.

2. Site Preparation

Site preparation is crucial to ensure that excavation work is carried out efficiently and safely.

2.a) Clearing the Site The site must be cleared of any vegetation, debris, or structures that may obstruct the excavation process. This can include cutting down trees, removing shrubs, and demolishing old structures if needed.

2.a) Marking Boundaries The boundaries of the excavation area are clearly marked to ensure that workers do not dig outside of the designated area. Survey markers, flags, or paint can be used for it.

2.b) Safety Measures Safety is paramount during excavation work. The site is secured by erecting barriers, fences, and warning signs. Workers are required to wear personal protective equipment (PPE) such as helmets, boots, gloves, and high-visibility vests. Temporary safety measures, like shoring and trench boxes, are also set up if needed.

2.c) Utility Location One of the most critical tasks is locating any existing underground utilities, such as pipes, cables. Very important is to detect these utilities to avoid damage during excavation. Location of them is then marked on the site.

3. Excavation Process

Once the site is prepared, the actual excavation work begins. Excavation can be performed using various types of machinery, depending on the project’s size and complexity.

3.a) Types of Excavation Machinery ExcavatorsBackhoes - Bulldozers - Loaders

3.b) Excavation Techniques:

3.b.1) Trenching Trenching is commonly used for digging narrow, deep channels to install utilities like pipelines, cables, or drainage systems. Trenches must be carefully dug and reinforced to prevent collapses.

3.b.2) Bulk Excavation This method involves removing large amounts of earth to create space for foundations, roads, or other structures.

3.b.3) Shallow Excavation This type of excavation is typically done for landscaping, site levelling, or minor construction work, where the soil is not removed at great depths.

The digging process involves using the machinery to scoop, lift, and remove earth material from the excavation site.

4. Handling Excavated Materials

Once the earth/rock is excavated, the next step is to manage the materials. Excavation often involves the removal of various materials, such as soil, clay, gravel, or rock.

4.a) Disposal of Excavated Material Depending on the type of material and its composition, it may be disposed of in an environmentally responsible manner. Excavated material can be hauled to landfills, recycling centres, or used in other parts of the construction site for backfilling, grading, or landscaping.

4.b) Stockpiling In some cases, the excavated

material is stockpiled for future use. Clean soil can be used for filling in areas or for landscaping.

4.c) Recycling Some materials, such as rock, concrete or asphalt, can be crushed and reused for other construction purposes. Recycling helps reduce waste and promotes sustainability.

5. Shoring and Safety Measures

When excavation reaches significant depths, there is an increased risk of the soil collapsing. To mitigate this risk, shoring and trench boxes are used.

5.a) Shoring Shoring involves placing support structures, such as timber, steel, or aluminium, along the walls of the excavation. These supports are designed to resist the pressure exerted by the surrounding soil.

5.b) Trench Boxes In deep excavations, trench boxes are used to shield workers from potential cave-ins.

5.c) Sloping and Benching In some cases, the walls of the excavation are sloped at an angle or benched (cut into steps) to reduce the risk of collapse. The slope must comply with local safety regulations to ensure

stability.

6. Final Checks and Backfilling

After the excavation is completed, site has to be check for any issues or hazards. Once everything is confirmed to be in order, the excavation site may be prepared for the next phase of the project.

6.a) Backfilling The excavated material is carefully placed back into the trench or excavation to fill it in. In some cases, new material, such as gravel or engineered fill, is used for backfilling.

6.b) Compaction After backfilling, the material is compacted to ensure it is stable and solid. This helps prevent future settlement or movement.

7. Post-Excavation Cleanup

The final phase of the excavation process involves cleaning up the site and removing any leftover materials or debris. This includes removing excess soil, cleaning machinery, and ensuring the site is safe for workers and the general public. Any temporary safety barriers or signs are also removed.

Fighting Dampness in Malta:

Best Practices for Waterproofing and Damp Proofing

Majeed Azam

In the construction world, keeping buildings safe from water damage is a top priority. This is particularly important in places like Malta, where high humidity, frequent rain, and rising groundwater can cause serious moisture problems. Waterproofing and damp proofing are two key methods used to stop water and moisture from getting in, protecting buildings from damage, health risks, and appearance issues. In this article, we’ll look at why waterproofing and damp proofing are so important, how they’re used in construction in Malta, how they’re related, and the best practices for ensuring quality. We’ll also discuss the pros and cons of different methods.

1.What Are Waterproofing and Damp Proofing?

1.1 Waterproofing is the process of using special materials or systems to stop water from getting into a building, making it completely resistant to liquid water. This is typically done in areas that are more exposed to water, like roofs, basements, foundations, and outside walls.

1.2 Damp proofing, on the other hand, is all about stopping moisture from entering a building. It’s usually used in areas that don’t face as much water, such as the ground floor or below-ground surfaces. It’s especially useful for preventing issues like rising damp (when moisture moves up through materials) and condensation.

Both methods are important for keeping a building strong and comfortable, but they are used in different situations and depending on how much water or moisture a building is exposed to.

2.Why Waterproofing and Damp Proofing Matter in Maltese Construction

In Malta, the high humidity, the threat of rising damp,

and the regular rainfall make waterproofing and damp proofing crucial for every building. The Mediterranean climate, along with the wet weather in winter, can cause significant moisture issues if steps aren’t taken to prevent them. Here are a few reasons why waterproofing and damp proofing are so important in Maltese construction:

1. Protection from Dampness and Moisture

Moisture problems, like rising damp or water seeping through surfaces, are common in Malta, especially in older buildings. Waterproofing and damp proofing help keep moisture out, protecting buildings from damage and lowering the chances of mold, mildew, and other moisture-related problems.

2.1 Maintaining Structural Strength

Water getting into a building can cause serious damage over time. Moisture can rust metal, weaken concrete, and harm wooden parts. Waterproofing and damp proofing help prevent these issues, making sure the building stays strong and stable for years.

2.2 Health and Comfort

Damp environments promote the growth of mold and mildew, which can cause breathing problems and allergies. Waterproofing and damp proofing help keep the space dry, comfortable, and healthy by stopping moisture from building up.

3.Dampness in Maltese Buildings

Dampness is a common issue in Maltese buildings, particularly in older properties made of limestone blocks, which may not have been built with modern moisture protection methods. The main causes of dampness include:

buildings in Malta.

3.2 Penetrating Damp: Water can seep into the building from the outside due to heavy rain or gaps around windows, doors, and walls. In Malta, this is often caused by insufficient waterproofing or worn-out exterior coatings on the limestone.

3.3 Condensation:

High humidity and poor ventilation can cause moisture to for on interior surfaces, especially in kitchens and bathrooms. This can lead to mold growth and damage to the structure,including the limestone walls.

4. Ensuring Quality in Waterproofing and Damp

Proofing

For waterproofing and damp proofing to work well, it’s important to choose the right materials, apply them

• Choosing the Right Materials

Picking the right materials is crucial for long-lasting protection. Materials like liquid membranes, cement coatings, bituminous sheets, and other options should be selected based on the specific moisture problems at the site, like rising damp or high-water pressure.

• Preparing the Surface

Before applying any waterproofing or damp proofing system, it’s important to check the surface for cracks, gaps, or moisture issues. Proper preparation ensures that the material sticks properly and creates a solid barrier against water and dampness.

• Monitoring the Application

During installation, it’s essential to keep an eye on the process to make sure the materials are applied correctly, with no gaps or thin spots. Checking the thickness and evenness of the layers helps prevent weak areas where moisture might get through.

• Testing After Application

Once the waterproofing and damp proofing are installed, testing is needed to confirm they’re working as they should. Common tests include water flooding for waterproofing and moisture readings for damp proofing, ensuring the systems are fully functional before people move in.

• Ongoing Maintenance and Inspections

Waterproofing and damp proofing systems should be regularly checked, especially in areas prone to moisture like basements, bathrooms, and kitchens. Routine maintenance and early detection of issues can help avoid bigger, more costly problems later on.

5. Pros and Cons of Waterproofing and Damp Proofing Methods

Several methods can be used for waterproofing and damp proofing construction projects. Each comes with its advantages and disadvantages:

5.1 Liquid-Applied Membranes (Waterproofing)

Advantages:

• Flexible and easy to apply on tricky or hard-to-reach areas.

• Creates a smooth, continuous waterproof layer with no seams or joints.

• Works well on both horizontal and vertical surfaces.

Disadvantages:

• Can get damaged if not applied properly.

• Needs skilled workers for correct installation.

• May require reapplication over time as it wears down.

5.2 Cement-Based Waterproofing (Damp Proofing)

Advantages:

• Affordable and easy to apply in places like bathrooms and kitchens.

• Works well for small moisture problems and can be used on interior walls.

• Resists surface water effectively.

Disadvantages

• Not ideal for areas with high water pressure.

• Doesn’t have much flexibility, so it can crack if the building moves.

• Not effective for rising damp or areas with constant moisture.

5.3 Bituminous Membranes (Waterproofing)

Advantages:

• Grt at handling high water pressure, making it perfect for foundation walls and basements.

• Very durable and long-lasting, with strong resistance to UV rays.

• Works well in areas affected by rising damp.

Disadvantages:

• Needs experienced workers for proper installation.

• Can be hard to fix if it gets damaged. Not ideal for areas exposed to direct sunlight unless protected with extra layers

5.4 Sheet Membranes (Waterproofing and Damp Proofing)

Advantages

• Very durable, offering long-lasting protection against water and moisture.

• Resistant to punctures and tears, making it great for underground structures.

• Works well for both waterproofing and damp proofing.

Disadvantages:

• Installation can be time-consuming and requires careful attention to seams and joints.

• Can be more expensive than other methods.

• Sensitive to installation mistakes, especially around seams.

Waterproofing and damp proofing are essential techniques in construction, helping to protect buildings from the harmful effects of moistre. When applied correctly, these systems prevent issues like dampness, mold, structural damage, and health risks, while also improving the building’s durability and appearance.The key to success is choosing the right materials, following strict quality assurance practices, and regularly maintaining the systems for long-term protection. By addressing both waterproofing and damp proofing needs, construction projects can better protect buildings and their occupants from environmental challenges, ensuring long-lasting safety and comfort.

The Passive House Standard:

A Smart, Cost-Effective Choice for Malta

Dr. Francesco Nesi

For many in the construction industry, Passive House (Passivhaus) sounds like an expensive, rigid standard suited only for cold climates. But what if we told you that, when designed correctly from the outset, it is actually the most cost-effective and comfortable way to build—even in a warm climate like Malta?

Myth #1: Passive Houses Are Too Expensive

This misconception arises when buildings are designed without an integrated approach. A Passive House is not just about adding extra insulation or better windows—it’s about optimization. By considering cost-optimal solutions (LCCA—Life Cycle Cost Analysis) from the beginning, the additional investment quickly pays for itself through drastically lower energy bills.

The key? Smart design choices: optimizing shading to reduce cooling loads, selecting the right windows with solar control glazing, and ensuring airtight construction to eliminate unwanted heat and moisture infiltration.

Myth #2: Can You Open Windows in a Passive House?

Absolutely! But the real question is: should you? In Malta’s climate, opening windows during the day allows in heat and humidity, which then require energy to remove. Instead, Passive Houses utilize ultra-efficient ventilation systems with heat recovery (VMC), which ensure fresh air 24/7, with energy consumption comparable to a single LED bulb.

Think of it like a car: you can drive with the windows down and the AC on, but it’s not the smartest way to stay cool. Similarly, while opening windows at night can be beneficial when outdoor conditions are favorable, in high humidity scenarios, keeping them closed and using controlled dehumidification ensures maximum comfort with minimal energy use.

minimum. With proper shading, high-performance windows, continuous insulation, and airtight construction, a small, efficient cooling system is enough to maintain optimal comfort at a fraction of the energy required in conventional buildings.

Proven Performance, Minimal Extra Costs

At ZEPHIR Passivhaus Italia, we’ve monitored countless Passive Houses, and the results are consistent: exceptional comfort, ultra-low energy use, and extremely satisfied occupants. Whether for new builds or retrofits, the cost premium is surprisingly low when the project follows a cost-optimum approach, validated over years of real-world applications.

For Malta’s developers, contractors, and architects, the Passive House standard represents an opportunity—not just to meet future energy standards, but to lead the market with truly high-performance buildings that deliver superior living quality while slashing operational costs. The choice is simple: smart design, lower bills, and better buildings for everyone.

Myth #3: Does a Passive House Need Air Conditioning?

In Malta? Yes. The ‘Passive’ in Passive House doesn’t mean no HVAC—it means using passive design strategies to reduce energy demand to an absolute

About th author

Dr. Francesco Nesi is the Director of ZEPHIR Passivhaus Italia, an organization dedicated to promoting nearly zero-energy buildings, particularly those adhering to the Passivhaus standard. Since 2008, ZEPHIR has focused on spreading the concept of energy-efficient construction, engaging in research, training, and applying the PH concept in challenging climates.

A Call for Health and Safety Education with Demonstration Practices

Workplace safety is not just an abstract ideal; it is a practical necessity that protects lives and livelihoods. While the current TV spot and slogan, "Every Worker Counts," is a meaningful reminder of the importance of valuing workers, it falls short in addressing the critical need for actionable education. Raising awareness about workplace safety is essential, but awareness alone is insufficient. Workers and employers need practical knowledge and skills to implement effective health and safety practices in real-world settings.

A significant gap exists in public health and safety education, as the message that "every worker counts" highlights the importance of individuals but does not provide concrete steps to protect them. Although the helpline ‘138’ is a useful resource for reporting concerns or seeking guidance, it primarily offers

activities is an entirely different challenge.

For instance, many workers may understand the dangers associated with their jobs, such as the risks of falling, heavy lifting, or exposure to hazardous

materials, but lack the basic safety requirements to manage these risks effectively. A construction worker may recognize the importance of fall protection; however, a demonstration emphasizes that attending proper practical training is vital so they know how to visually inspect, fit, and use a harness correctly. Similarly, an office worker might know the importance of preventing tripping hazards but not understand the practical steps to organize a cluttered workspace safely. Without concrete examples and the unique ability to visually demonstrate safety measures and risk prevention, safety remains an abstract concept rather than a lived practice.

The solution lies in prioritizing education that empowers workers with the knowledge and skills to take control of their safety. Campaigns must move beyond awareness and helplines but should focus more on teaching workers instead of waiting for authorities to address the problem—a delay that could prove dangerous or even fatal.

This involves showing workers how to conduct hazard assessments and emphasizing that the use of personal protective equipment requires special training, while also performing tasks in ways that minimize risks. For example, a safety officer shows how to stabilize the ladder or a healthcare worker demonstrates the safe handling and disposal of hazardous substances or how to report harassment incidents and utilize workplace policies to address the issue.

Other individuals especially those with limited literacy skills, are unable to interpret written guidelines and legal notices effectively. This leaves them at a disadvantage when trying to access critical safety information —whether it’s handling equipment correctly or addressing interpersonal issues and fostering respectful environments, visual learning can serve as a powerful tool, breaking down barriers and ensuring that workers, regardless of literacy or language proficiency, has the opportunity to learn how to protect themselves.

Workers deserve more than messages of awareness—they deserve actionable, practical guidance that is easy to understand and implement. By using TV as a source of education to deliver accessible safety demonstrations (in Maltese and English), we can empower workers to take charge of their own safety and create environments where hazards are mitigated, risks are controlled, and every worker truly counts—not just in words, but in action.

A critical analysis of project management among Malta' s construction companies.

Noel Zahra Diacono

Introduction. The construction industry in Malta is a cornerstone of the nation's economy, accounting for a significant share of employment and economic output. As of 2021, the sector contributed €560.1 million in Gross Value Added and employed over 18,500 workers, as reported by the European Commission in 2020 (Commission, 2021). Despite its importance, the industry faces ongoing challenges that threaten its growth and sustainability, with frequent project delays, cost overruns, and quality issues leading to dissatisfied clients and financial setbacks. Addressing these issues necessitates a deep dive into the industry's project management practices, organisational structures, and leadership approaches to enhance overall performance.

Project Management: A Crucial Component. Project management is the backbone of any construction firm's success, involving meticulous planning, effective organisation, delegation, and execution. It requires a well-rounded application of skills, tools, and techniques to ensure that projects meet their goals concerning time, cost, and quality (Richardson, 2014). Abdullah, Manimun et al (2006) cited in Rabia Emhamd Al Mamlook (2018) state that the initial research conducted in the middle of the 1900s established a connection between successful project management and the three key goals that are time, cost, and quality. It appears that Wit (1988) was one of the first individuals to notice this relationship.

The roots of modern project management are diverse, with various theories and methodologies shaping the field, including the Waterfall Model, Agile Methodology, Critical Path Method, PRINCE2, and frameworks like the Project Management Body of Knowledge (PMBOK). These methodologies provide structured approaches to project management, offering tools and processes that help firms navigate the intricate demands of the construction process. By leveraging such frameworks, companies can improve their ability to handle project complexities and avoid common pitfalls.

Organisational Structure and Its Impact. The organisational structure of a construction firm significantly influences its ability to manage projects effectively. Structures can be categorised into physical and social frameworks, with physical structures referring to the relationships between physical components and geographical locations, while social structures deal with the interconnections among individuals, positions, and departments within the

company. Different organisational designs, such as functional, matrix, hierarchical, flat, product-oriented, or customer-oriented structures, come with distinct advantages and limitations.

Choosing the appropriate organisational model is essential for addressing specific project needs and industry challenges.

Leadership:Driving Organisational Success. Leadership plays a pivotal role in shaping the success of project management efforts within the construction industry. A leader's approach to decision-making, problem-solving, and team motivation can significantly influence project outcomes. Historically, definitions of leadership have evolved, with qualities once deemed desirable later being viewed as less effective, reflecting the dynamic nature of the concept. Today, leadership research encompasses various dimensions, including transactional, transformational, and situational leadership styles, each with unique applications in the construction sector.

The Six Thinking Hats approach, developed by Edward de Bono (2017), helps leaders make better decisions. In this model, each "hat" represents a different way a leader can think about a problem or make a decision. This method allows project managers to address complex situations more comprehensively by considering different viewpoints, ultimately fostering inclusive decision-making. Such leadership techniques can be particularly beneficial in Malta's construction industry, where diverse stakeholder interests must be balanced to ensure project success.

Addressing Industry Challenges. The Maltese construction industry faces significant hurdles,

Figure 1: Six Thinking Hats.

particularly due to a shortage of skilled workers, the complexity of project coordination, and the necessity for specialised management approaches. These challenges are not unique to Malta; globally, the construction sector anticipates a need for 10 million new employees by 2027 across key markets like the United States, China, India, and the United Kingdom (Anderson, 2017). The ageing workforce, insufficient training programs, and a lack of interest from younger generations exacerbate the skill shortage, making it difficult for firms to keep pace with increasing project demands.

To overcome these issues, construction firms must adopt modern project management frameworks such as RIBA (Royal Institute of British Architects) and PRINCE2. These frameworks provide structured guidelines for project planning, risk management, and quality control, enabling firms to improve their management practices, reduce delays, and achieve better project outcomes.

Successful project delivery depends on time, cost, quality, and resource management. Malta's construction businesses have different approaches to project goals due to these circumstances. Some companies use agile methods to handle projects as the sector becomes more complicated and dynamic.

The State of Project Management in Malta's Construction Landscape. A comprehensive study involving interviews with 17 diverse construction companies in Malta has shed light on the state of project management practices within the industry. The companies interviewed ranged from long-established firms to newer players, varying in size and workforce. The findings reveal significant gaps in academic and practical understanding of project management approaches, especially in family-owned businesses.

Bridging the Gap in Project Management Knowledge. The study found that Malta's construction industry employs various project management methodologies from traditional to agile approaches. The study shows a lack of clarity about selecting various strategies and their impact on project success. This comprehension gap shows a need for more academic research on local project management practices. By combining theoretical ideas with construction firms' practical experiences, stakeholders can better understand how different methods affect Malta project success.

Challenges in Workforce and Bureaucracy. Malta’s construction sector faces persistent challenges, notably a shortage of skilled workers and bureaucratic inefficiencies. The scarcity of qualified personnel is linked to an aging workforce, limited training programs, and declining interest in construction careers among younger generations. The shortage of skilled workers disrupts workflows and threatens project deadlines and quality standards.

Bureaucratic hurdles also contribute to inefficiency, with delays in regulatory approvals, unexpected plan changes, and complex administrative processes impeding project progress. The need for regulatory reforms to streamline processes and minimise delays is evident, as these bottlenecks often lead to increased project costs and compromised quality.

Communication and Problem-Solving as Pillars of Success. Effective communication is highlighted as a crucial element for overcoming obstacles in the construction industry. Open communication channels can help address issues such as opposition from local communities, permission delays, and plan modifications. Enhanced communication strategies can facilitate collaboration, resolve stakeholder concerns, and mitigate risks associated with project execution.

Figure 2: Traditional Approach.

Figure 3: Agile Approach.

The study further emphasises the need for more structured approaches to problem-solving within the industry. Currently, there is no standardised framework for addressing unexpected issues that arise during construction projects. Developing guidelines for problem-solving and decision-making could help firms navigate the complexities of construction more effectively, especially in cases where cultural diversity plays a role in team dynamics.

Diverse Leadership Styles and Organisational Structures. Leadership in Malta's construction companies varies widely, with ten firms adopting democratic leadership styles, while others prefer autocratic or situational approaches. Larger organisations tend to employ multiple leadership styles, whereas smaller companies often adhere to a single style. Transformational, strategic, and bureaucratic leadership are common, with many firms adopting a mix of approaches to suit their operational needs.

Organisational structures are influenced by factors such as project type, company size, and cultural norms. The study finds that larger companies usually have hierarchical structures, which can sometimes hinder quick adaptation to changes in project requirements. In contrast, smaller firms often adopt flatter organisational models that promote collaboration and flexibility. Understanding these structural dynamics is crucial for aligning operational strategies with project goals.

Addressing the Talent Gap and Attracting New Workers. The study underscores a pressing need to attract younger talent to Malta's construction sector. The negative perception of construction careers, coupled with low wages and a lack of educational programs focused on the industry, has contributed to the talent gap. Suggestions for addressing these issues include restoring trade schools, raising wages, and promoting the value of skilled manual labour. By enhancing the industry’s image and providing better career development opportunities, Malta could cultivate a new generation of skilled workers.

Integrating Traditional and Agile Approaches. To navigate the complexities of modern construction, companies in Malta are increasingly combining traditional and agile project management methods. This hybrid approach allows firms to maintain structured processes while remaining flexible and responsive to changes. Collaboration and dialogue are prioritized, ensuring that project teams can adapt to evolving requirements and unforeseen challenges.

Conclusion. The research emphasises the importance of a tailored strategy for project management within Malta's construction sector. Customising practices to align with the distinct requirements of every project, organisation, and cultural setting can improve project results. Aligning leadership styles with organisational structures, enhancing communication, and tackling workforce and bureaucratic challenges will enable the industry to establish a strong foundation for future growth. Implementing proactive strategies to address current obstacles will not only improve project outcomes but also strengthen the competitiveness and sustainability of Malta's construction industry.

Figure 4: Leadership Styles.

Figure 5: Hierarchical Organisation Structure.

Figure 6: Flat Organisational Structure.

Education & Development CPDS

Built Environment

Trends Unwrapped: 2025 Predictions

Video Marketing and How to Maximise ROI

In 2024, the architecture, engineering and construction (AEC) sectors continued to experience rapid change. Tech advancements, evolving client demands and growing environmental awareness, mean that built environment firms must strategically position themselves for success throughout 2025.

Video marketing can be an amazing way to engage with potential clients or customers and is a powerful tool for increasing the visibility of your brand or business. Scott Billing is the Head of Sales and Marketing at Ark Media Group and in this webinar aims to give attendees an understanding of what goes into creating effective, targeted video marketing campaigns.

Macroeconomics

Fundamentals of Construction

Contracting

Matt Stephens PhD has over 40 years industry experience in the construction contracting industry and currently teaches and researches in the Construction Management programme at Western Sydney University, Australia.

Events 2025

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

Events in programme for the coming

months

9th April Introduction to Environmental Friendly Coatings and to Fenestration

23th April Renewable Energy Technologies (Part 1)

7th May Communities of Practice Session

21st May Renewable Energy Technologies (Part 1)

4th June Introduction to Passivhaus Energy Standard

18th June Introduction to Room Acoustics

Malta Chamber of Construction Management would like to thank its Partners

09/04/2025 Introduction to Environmental Friendly Coatings and to Fenestration

23/04/2025 Renewable Energy Technologies

Part 1

07/05/2025 Community of Practice Session

21/05/2025 Renewable Energy Technologies Part 1

04/06/2025 Introduction to Passivhaus Energy Standard

18/06/2025 Introduction to Room Acoustics