VOL 2 No 35 October 2011 A quarterly review of the hospitality industry VOL 2 No 35 October 2011
SYrAH
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Medina Syrah is made using only the best Syrah grapes all hand picked from family run D.O.K. approved vineyards. This delicious, fruity wine is a result of the finest Syrah grapes, ripened under a hot Maltese sun and then painstakingly transformed into wine, with lots of tender loving care, by the Delicata winemakers.
Medina Syrah guarantees you that satisfaction, time after time. It is a red wine to rely upon. It has bags of ripe, concentrated fruit with a vibrancy that is a reflection of its youth and vitality.
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A passion for food, good taste, gardens and people at Palazzo Parisio MHRA’s platinum partners
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Sharing the same environmental vision as our hotel clients means carrying the same corporate responsibility. We all read from the same page on sustainability: the Hilton, Le Meridien, the Westin, The Xara Palace Relais & Chateaux and Snowhite. Why? Because we are all users of natural and man-made resources. We all want to eliminate harmful plastics and reduce waste from our processes and services up and down the value chain. As a result, Snowhite challenged the use of its own equipment and working practices. One way we found was to remove or, at least, reduce plastic bags from our delivery service. We did that by altering the parameters by which the function of the delivery bag is defined. Our search turned up stretch film. It has a wrapping function, not a carrying function and a lower plastic content as a result. And stretch film applies to wrapping our trolleys, too. So now we wrap more clean laundry with less plastic.
With other clients like the Xara, we came up with a different solution. We introduced the trusty canvas bag. (Modern canvas is made of a plain weave, heavy-duty cotton/polyester fabric.) For some clients, we remove the use of plastic completely using our canvas bag material as trolley covers instead. A solution that both parties believe is a major environmental step forward. For more on how we reduce, reuse and recycle our resources, call 2148 7000. Or visit the factory or www.snowhitelaundry.com
SMEs in Action Entrepreneurial Spirit
Maltese SMEs
The Maltese archipelago has always depended on the entrepreneurial spirit of its native population to survive and prosper. During the last forty years, the Maltese economy and particularly its Small and Medium Size Enterprises (SMEs) had to transform their business model on a number of occasions due to external market factors. From an economy that was geared to service military forces, Maltese entrepreneurs had to focus on moving towards a civilian-based one where agriculture, fisheries, manufacturing, services and tourism played an important role. This was due to the run-down of military expenditure in the nineteen sixties and nineteen seventies, similar to the current spending review taking place in the United Kingdom. Furthermore, the Maltese authorities needed to attract foreign direct investment to complement the emerging Maltese manufacturing sector.
Small and Medium Size Enterprises represent over 95% of the main economic sectors that operate in Malta and Gozo, followed by over 300 foreign direct investment plants and the central government with its associated agencies, authorities and parastatal bodies (i.e. governmentowned companies). Most of the SMEs in Malta and Gozo are family-run businesses that have grown and expanded from one generation to another. The table below highlights the number of SMEs in Malta and in Gozo. As with its European counterparts, micro-enterprises constitute the
bulk of Maltese enterprises, followed by small and medium enterprises.
Creating Value for SMEs Since its inception, Bank of Valletta has played and will continue to play an important role in financing the development, restructuring and growth of the Maltese economy. Over the years, BOV has financed traditional and non-traditional business enterprises, particularly within the small and medium size category. Being a Maltese bank, BOV firmly believes in the importance of its role in facilitating access to finance for its business customers. Transforming one’s
Malta Malta
2006
2007
2008
2009
Micro (0-9)
47,735
51,636
55,782
60,271
Small (10-49)
1,285
1,335
1,358
1,358
Challenges
Medium (50-249)
306
310
314
312
Malta’s membership in the European Union resulted in enhanced competition coming from within the internal market. Increasingly demanding customers, the adoption of the single currency and the current crisis and uncertainty in North Africa, as well as the higher price of commodities, particularly energy, are placing significant challenges on our SMEs. On the other hand, the EU Structural and Cohesion Funds for the Programming Period 2007 to 2013 are assisting to keep the Maltese economy buoyant and help to further modernise the Maltese sector by offering assistance to both the public and private sector.
Total
49,326
53281
57,454
61,941
Gozo
2006
2007
2008
2009
Micro
3,302
3,417
3,512
3,521
Small
70
73
74
74
Medium
6
8
8
8
Total
3,378
3,498
3,594
3,603
Gozo
Continues on page 85
October 2011
5
A Magical Christmas at the Grand Hotel E xcelsior
visit to the Excelsior at Christmas is a time when treats come in great packages, large and small. Those packages come in the form of our collective and individual skills and talents that will make your experience with us a very special one indeed. plans and preparations that will make your Christmas and New Year at the Excelsior an occasion to anticipate and a place to remember long after the New Year is underway. Let us raise a toast to the good life and may the company you keep with your business partners, your employees, your friends and family be a time to enjoy your celebrations of Christmas and the New Year at the Grand Hotel Excelsior. Our Festive Programme is full of options of how you can indulge in the Grand life this Festive Season. For further information please call my colleagues from the Corporate Sales Team, Sascha Sammut, Firas Aboulezz or Nadine Borg on 2125 0520 or e-mail on events@excelsior.com.mt Norbert Grixti General Manager
CA FF É LUN A
T HE LUNA LOUNG E
LUNA D I S ERA
WWW.PALAZZOPARISIO.COM
Contents
October
2011 issue 35
50
64 5 SMEs in action 11 From the CEO
Cover: Baroness Ramsay Scicluna & her daughter Justine Pergola. See page 41 Cover Photography: Gianmarco Chieregato Design: Defined Branding www.definedbranding.com Mhra is a quarterly publication issued by Crest Limited on behalf of the Malta Hotels & Restaurants Association Nr. 2, Gallina Street, Kappara San Gwann, SGN 4111, Malta. Tel: (00356) 21318133/4 Fax: (00356) 21336477 Email: mhra@mhra.org.mt Web: www.mhra.org.mt
73
61 New EU budget
64 Birgu’s best known secret
13 From the president
68 GO make multi million investment
19 MHRA in the news
71 Delicata 2011 harvest ends
34 MHRA preferred suppliers
73 From Alba with love
35 News bulletin
79 Future developments at university
83 ME energy audits
86 Family businesses can survive
87 International academy of hotel
41 A passion for food, good taste, gardens and people
48 Restaurants corner
50 A win win situation
54 M eeting Raphael Cauchi
89 Entertainment venues
58 Use of Maltese language
97 S uppliers list
59 MTA wins another award
100 Advertisers’ list
catering studies
Editor: George Schembri Publisher: Victor Calleja
Production, Design and Advertising Crest Limited, Circle Flats No. 8, Calleja Schembri Street, Msida, Msd 1741, Malta. Tel: 2010 3000 E-mail: info@crest.com.mt Website: www.crest.com.mt
The President and Council of the Malta Hotels & Restaurants Association, on behalf of the members, would like to thank the Sponsors for their support and commitment towards the MHRA. The long-term agreement reached with the sponsors has enabled the MHRA to take a more long-term perspective to its operations.
Sponsors
Sales: Marian Poucher email: marian@crest.com.mt
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October 2011
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Editorial from the
CEO Dear Members, The Internet today plays an important role in the travel industry and many argue that this is set to grow more as new technology facilitates access at a touch of a button. Everything from flight schedules to hotel amenities and rates can be seen online and travellers are taking advantage of the easy access of information. It is not only business travellers who benefit from the Internet, but even leisure travellers are using it more and more to plan their holidays. Making information easily accessible, conducting search engine optimisation tasks, and trying out web promotion strategies are important tools that can increase RevPar and increase hotel sales many times
over. International figures show that around 36% of travellers make use of search engines to gain information about vacation alternatives while around 25% prefer to look into the web pages of specific countries or locations to get more details. Another 22% look at online travel portals to book their accommodation requirements. The role of the Hotel Revenue Manager has grown dramatically through recent years and determining customer behaviour and the changing trends in the market are important considerations that need to be taken onboard when looking at maximising revenue. Hoteliers need a robust Direct Online Channel Strategy coupled with email marketing and social media exposure. ‘Viral’ marketing is another concept which has gained popularity which has been adopted successfully by resorts to create the necessary awareness and entice customers to visit. A notable benefit of viral marketing is that it can create a big impact on a limited marketing budget. Obviously one needs to have something worth sharing for people to talk about it. It is crucial for hotel revenue
George Schembri Chief Executive Officer MHRA managers to be smart in formulating and implementing yield management techniques to boost hotel RevPar. Discounting across the board might increase hotel occupancy but will not necessarily boost profitability. Dumping hotel rates is not the right strategy to create demand. Rate parity, Price Fencing, Lead Time Pricing and Rate Integrity are some of the techniques being used to boost occupancy and revenue. Hotel Revenue Managers also need to take a good look at their loyalty programs. Although nothing new in the hospitality industry, they provide a sense of value and “being special” at a reasonable cost to the hotel. Considering that Malta attracts as many as 35% of visitors back to the island, if these guests really become ‘loyal’, then yield management can drastically be improved over the long term. The future remains challenging for the hospitality sector and innovation through the use of the Internet is the key to success.
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From the President Dear Members, This edition of the MHRA magazine coincides with the pre-budget discussions, so I felt it appropriate to dedicate this piece to the Budget proposals MHRA has submitted to Government. From the outset, it is important that one recognises that the tourism industry in Malta has managed to perform relatively well during recent difficult times. However it is equally important to also recognise that the challenges are by no means over and that, indeed, the economic climate in Europe is set to be more difficult next year. It is therefore crucially important that the budget for next year supports a strategy that ensures the sustainability of the tourism industry for the coming year and beyond. The Budget report we have presented is based on an understanding of the current challenges the tourism industry is facing, both in the context of the local scenario and also in consideration of the prevailing difficulties in international markets, especially European ones which represent the core of our business. At this juncture, the two most important and challenging factors affecting the sustainabilty and economic growth of the tourism industry are Accessability/Seat Capacity and Competitivity, and our budget report focused on these two issues, amongst other matters. To support its budget proposals, MHRA purposely commissioned an economic study based on an analytical assessment of the industry’s performance over recent years. The study highlights the predominant role of the tourism industry in the local economy and how a drop in tourist arrivals and/or spent nights would not only translate into lower output,
profits and employment across the hotels and restaurants sector, but would eventually disperse itself across the economy. The overall growth in tourism figures registered since 2009 has been very encouraging and, no doubt, Air Malta played a major role, and in its report MHRA continues to stress that Air Malta must retain this role in the economy, with a 50%+ share of the tourism market. Low-cost carriers, however, are also crucially important to the industry and we must ensure that they too continue to operate to our islands. In this respect MHRA proposed that the Malta Tourism Authority should be immediately empowered to continue to support increased seat capacity from underserved markets, whilst nurturing Air Malta to sustainable commercial levels, as both are a must for the long-term sustainability of our tourism industry. Given that we now have the Air Malta flight schedules determined, we proposed that MTA works towards a plan that aims for further growth in 2012 to make up for the drop in the average length of stay. The report MHRA submitted highlights the extent of the correlation between the number of passenger seats and the number of tourist arrivals to Malta. It also shows that hotels are most vulnerable to seat volatility, how a drop in seat capacity next year would adversely influence hotel profitability levels differently across the seasons and how drops in the summer will be more hard-hitting, when load factors are at their highest. The report also refers to the restaurants sector, which is increasingly becoming an important tourism component and also a main source of leisure and entertainment for the
George Micallef President MHRA Maltese. Official data confirm that this sector contributes handsomely to the economy and employment. However, when it comes to restaurant profits, these declined by over 50 per cent in 2010 when compared to 2008. Contrary to the popular perception that the prices charged in restaurants locally are high because restaurants owners simply want to reap in high profits, official statistics show that not only have profits for restaurants been declining over recent years, but, compared to other relevant destinations, restaurants in Malta have always ranked amongst the lowest. This is mainly as a result of high operating costs, the effects of the high value of real estate, high dependence on weekend business, and because Malta simply does not have the critical mass to sufficiently cater for the large number of restaurants that exist on the island. To this effect, MHRA is calling upon Government to recognise the importance of this economic sector, and not to introduce any measures that would risk disrupting the economic flow at this sensitive stage.
October 2011
13
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In the report we have stressed that the hotels and restaurant sector has, to a large extent, absorbed the rise in costs since the recession, as can be corroborated by the declining profits shown in official statistics, and we are urging Government to renew its efforts to counter inflation, as this will otherwise render the hotels and restaurant sector less competitive. Failure to do so will only aggravate the operations of businesses, and possibly endanger jobs. The economic influence of tourism makes it ever more imperative that Malta preserves a competitive and attractive tourism product vis-Ă -vis contending member States. Yet, results from the recently published Global Competitiveness Report 2011-2012 indicate that Malta needs to do much more to improve its competitiveness. We have therefore appealed to Government to ensure that no
additional taxes are imposed on the industry, as this will not only affect its level of competitiveness, but it can also threaten the sustainability levels of certain sectors within the industry. The industry cannot cope with any other shocks by way of increases in the form of taxes or otherwise, as the possibility of increasing room rates or indeed the prices for other services is very unlikely, given the sensitivity of the market, which is set to remain price-driven. In order to endorse a competitive local tourism sector, MHRA is proposing that it should be top priority for Government to become more target-oriented and not to express broad and vague outlooks on the tourism sector. It is therefore important that Government establishes specific targets, such as the all-important number of tourist arrivals next year, as this would allow for a more comprehensive
assessment of the efficiency and effectiveness of policy-making and of the competitiveness of the tourism industry of Malta. Finally, on the subject of the recent downgrade by Moody’s which was mainly attributed to the rise in debt-to-GDP levels, an issue which needs to be strategically tackled, MHRA is of the opinion that the tourism industry can contribute towards a rapid restoration of pre-recession economic growth rates. In its report, MHRA warns that any substantial drops in tourist arrivals next year will have devastating effects, worse than those registered in 2009, given the substantial increases in operating costs since then. MHRA augurs that the budget for 2012, which will be announced some time in November, will have taken on board MHRA’s proposals in the interest of the tourism industry and the economy at large.
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MHRA in the news June-August 2011
10th June
6th June
MHRA Council Meets Parliamentary Secretary for Tourism Dr Mario De Marco
Minister Tonio Fenech Announces VAT Rebate Scheme for Hoteliers MHRA was invited to attend a Press Conference held at the Ministry of Finance by Finance Minister Tonio Fenech and Tourism Parliamentary Secretary Mario de Marco, during which Mr Fenech announced that an agreement had been reached with the Malta Hotels and Restaurants Association for a refund of the increase in VAT announced in the October 2010 Budget. The refund of 1% point of the 2% points increased would be capped at €1.5 million. Mr Fenech said that if the value of refundable VAT on contracts that were submitted with the Malta Tourism Authority was higher than the capped amount, hoteliers would receive their payment on a pro-rata basis. MHRA president George Micallef, who was present for the press conference, said the agreement helped mitigate some of the financial pressure caused by the higher VAT rate. Mr Fenech defended the higher VAT rate, insisting that government had increased the budgetary allocation to the MTA over the past few years and therefore the VAT increase was justified in the eyes of Government. MHRA was promised that in the coming days a legal notice would be issued to cover the announced rebate.
MHRA President George Micallef gave Dr de Marco an overview of the prevailing booking situation following a survey conducted during the first week of June. Most hoteliers had reported that they had noticed a slowdown in bookings for the peak summer months. However most commented that bookings were being made at the very last minute and most were optimistic that eventually occupancy levels will be at the same levels as last year. Mr Micallef also brought up the concerns of MHRA regarding seat capacity for post-summer 2011 in view of Air Malta’s pending restructuring. He also updated Dr DeMarco regarding the issue of penalty fees for the sale of alcohol by bottle shops after 21.00hrs. MHRA was in favour of high penalty fees in order to serve as a deterrent against abuse of the law but also insisted that minors should be fined if caught drinking alcohol to serve as a two- way deterrent. Cleanliness, guidelines for structures on pavements and Ghadira management were discussed during the meeting.
13th June
MHRA President Meets Arriva MHRA President George Micallef, vice-President Tony Zahra and MHRA CEO George Schem-
bri met at the Arriva offices in Qormi. After a brief meeting with Arriva CEO Keith Bastow, Commercial Manager Thomas Dimech and Kate Griffon, Commercial & Marketing Manager, gave an overview of the preparations taken in hand to launch the new service on Sunday 3rd July. Mr Dimech presented brochures that Arriva had prepared for the launch of the new service and the website through which one would able to access information about the routes. Mr Micallef expressed his disappointment that little information had been received by hoteliers to guide guests on the use of the new public service. He suggested that Arriva sends out the necessary information to hoteliers as soon as possible. Also Mr Micallef stated that MHRA would be prepared to distribute to members any e-brochures and information and invited Arriva executives to deliver a presentation during the forthcoming MHRA members’ meeting. .
13th June
MHRA Facilitates Study Visit for Polish Hospitality Students Ten Polish students from the Cracow School of Catering were hosted on an exchange visit under the European Union’s Leonardo da Vinci framework. This is the third year that MHRA is facilitating such visits. The vocational school, known as the Cracow Catering School, specialises in preparing students for a career in the catering industry. Students must complete a
October 2011
19
number of courses in food preparation, food and beverage service and other related areas, such as ‘technicians’ in nourishment, dietetics and general tourism operations. Mr Noel Debono, Chairman of the Restaurants Committee within MHRA, Mr George Schembri, MHRA Chief Executive Officer and Mr Vincent Lungaro Mifsud, Membership officer with MHRA welcomed the students upon their arrival. Speaking during a briefing session for the students, Mr Debono explained how the cooperation between the Cracow Catering School and the MHRA started in 2009 and has helped a good number of Polish students in their pursuit of a career in the catering sector, by enabling them to gain experience in Mediterranean cuisine and service during their visit to the Maltese Islands. The students underwent a four-week training placement programme in top-quality hotels in the Sliema and St. Julian’s. During this time, they practised service techniques, customer skills and management skills required to run a catering establishment. The students were accompanied by the Head of School, Ms. Anna Gawinek, and were monitored on the job by their Training Manager Ms. Agnieszka Nawratowicz.
14th June
MHRA Meets Dr Jason Azzopardi A meeting was held at the Ministry of Finance with Parliamentary Secretary for Small Enterprise Dr Jason
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October 2011
Azzopardi regarding the issue of sale of alcohol by bottle shops. Dr Azzopardi indicated that Parliament was in the process of approving a legal notice to substantially revise the penalty fees for abuse of the sale of alcohol by bottle shops after 21.00hrs. The legal notice was also strengthening the legal notice of the 15th March 2011 which made it clear that operators of confectioneries could only opt for one type of licence. MHRA President Mr George Micallef welcomed the revised penalty fees for those operators who infringed the law but also expressed the MHRA stand that there should also be penalties against minors who were not permitted to drink alcohol. He asserted that alcohol is becoming a social problem in Malta and measures have to be taken to lessen the sale of alcohol cheaply through confectioners and other sources. Mr Micallef also called for more enforcement to curb drinking in the streets in entertainment areas.
21st June
‘YES’ Employability Project Meeting with HR People MHRA, with the support of the Institute of Tourism Studies (ITS), held an information session for HR Directors and Managers in the hospitality sector to highlight the main objectives of the ‘YES’ Employability Project. ITS is leading this EU-funded project with the participation of three other foreign organisations. MHRA CEO George Schembri highlighted the need to attract more young people to take up a career in the hospitality sector. New sectors which had come on stream were proving more attractive to young people and for years the need was felt to create more awareness about careers in the hospitality sector. The main aim of the Project is to create software which will allow users to compile a CV online for potential viewing by
any prospective employer. Mr Ray Vassallo, project co-ordinator, and his assistants Martin DeBattista and David Pace, also delivered a short presentation in their respective area of expertise during the morning seminar which was held at The Westin Dragonara Hotel Resort in St Julian’s.
MHRA Issues Press Release Expressing its Concern Over the Drop in Bus Services at the Height of the Tourist Season. MHRA expressed its concern over complaints lodged by tourists staying in the Qawra area about the delays they were experiencing in bus services. The long queues which had developed in Qawra, coupled with the fact that people had to endure a long wait without any shelter from the sun, was unacceptable, stated Mr Micallef, President of MHRA. He indicated that those living and staying in Qawra have already been suffering various inconveniences arising from unnecessary public transport delays as a result of works related to the refurbishing of the bus terminus. Public transport service was now being reduced as a result of the introduction of the new bus service as from Sunday 3rd July. MHRA called on the appropriate authorities to resolve the issue immediately so that there is no repeat of such a situation anywhere on the island until Arriva takes over the public transport service. Mr Micallef warned that such shortcomings can cause irreparable damage to Malta’s image with visitors.
22nd June
Q1-2011 Hotel Survey Presentation at Radisson MHRA held its Q1 BOV-MHRA Hotel Survey presentation at Radisson Blu Bay Point. MHRA President George Micallef indicated that the
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sustained increase in tourist arrivals to our Islands in the first quarter of 2011 was indeed positive and encouraging for all operators in the hospitality sector. The increasing number of tourist arrivals had inevitably been a major contributory factor to occupancy and rate improvements being registered across all hotel categories, albeit far more contained in the 3 and 4-star categories. He also noted that it was most heartening that from a revenue perspective, Q1 2011 was actually the second best in the last 5 years in each of the three hotel categories. Regrettably however, as predicted by MHRA, costs have continued to spiral upwards and in absolute terms had exceeded the revenue gains in both the 3- and 4-star categories, resulting in higher ‘winter’ losses. Unfortunately, only 5-star hotels managed to reduce their Q1 losses. Of even greater concern was the fact that the ‘cost pressures’ seemed to be coming from all angles, with sharp increases being reported in cost of food sales, direct operating costs, administration costs, marketing costs, property expenses utility costs and a higher VAT rate. This negative phenomenon of ‘spiralling’ costs had to be addressed as a matter of urgency, asserted Mr Micallef. He said this was eating viciously into hard-earned revenue gains of most hotels and was actually leaving a large number of operators worse off than previous years. Stakeholders needed to find a way of working together to try and reverse this extremely negative trend as certain costs just cannot be passed on to clients at this point in time. Although revenue prospects continue to be encouraging, Mr Micallef stated that in 2011, ‘cost containment’ was going to be a crucial determining factor, as was the case in 2010. Over the coming months, all stakeholders were encouraged to strive collectively with Government’s endeavours to place Air Malta on a solid footing, while ensuring that improved seat
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October 2011
capacity is sustained at all costs. A decline in seat capacity could give rise to very serious negative repercussions to the industry, he warned. He called for a unified and sensible approach in tackling such sensitive challenges, whilst pledging MHRA support.
24th June
MHRA President Interview on The Business Times MHRA President George Micallef, in an interview by the Business Times, explained that the advance booking situation was relatively good but not as good as most expected it to be. In fact the monthly surveys conducted by MHRA showed that certain hotel categories were securing occupancies at the expense of rate discounting. Furthermore, the late booking trend kept on featuring with the pre-booking time period becoming increasingly shorter. One was not able to determine the level of performance that the sector will have for the entire summer season but operators were expecting occupancy at par with the previous year. This all depended on the travel behaviour in Malta’s main source markets. The FIT (Independent Traveler) market was growing and influencing a trend for shorter average stays. Short breaks were on the increase whilst online bookings continued to grow. Indeed, the tour operator business has declined to just over 40% of tourist arrivals from around 75% as recorded during the last 5 years. However he warned that despite its decline, the tour operator business is still very important in Malta. The tour operator business contributed handsomely to night stays in Malta due to the fact that the average length of stay for tourist packages was significantly longer than the national average stay. Mr
Micallef also indicated that Malta did not gain much from the unrest witnessed in the north African countries since Malta lacks similar products offered by these markets, namely all-inclusive beach-resort hotels. In addition Malta was not able to successfully compete with the prices generally offered in Tunisia, and to a lesser degree with those offered in Sharm-el Sheik. Indeed the biggest beneficiaries were Turkey in the case of lost business from Tunisia and coastal Spain in the case of Egypt. In the case of the Libyan crisis, this initially caused some concern and Malta witnessed a slowdown but as the crisis left the front pages of the international press, the booking pattern normalised and bookings were coming in at the normal rate. During the crisis, MHRA had worked closely with the MTA to mitigate any adverse press that surfaced in main core markets.
Press Launch of Culture Awareness Project at Hotel Phoenicia During a Press Conference, MHRA launched its awards under the ESFEU funding scheme which aim to raise a higher level of awareness of Malta’s unique cultural, historic and artistic heritage amongst front-liners in the tourism industry. The aim of the project, entitled Cultural and Heritage Awareness for Front-Liners (CHAF), is to mobilise up to 420 front-line staff within the tourism and hospitality industry over an 18-month period. By the end of the project, which is scheduled to be concluded by March 2013, a total of 250 educational visits would have been organised, covering key cultural and heritage sites in Malta and Gozo. MHRA President, George Micallef explained that the project stemmed from a need brought about by the change in trends and the profile of tourists visiting Malta, which led to a substantial increase in independent
travelling. Such travellers are more adventurous and do not necessarily rely on organised excursions, but plan their own holiday itinerary relying on information provided by front-liners and hotel staff. MHRA felt it necessary to strengthen the knowledge of all front-liners in the tourism industry about Malta’s main cultural and heritage assets. “In the medium term, the project will raise the quality of service to visitors through developing a good knowledge-base of Malta’s cultural heritage, as well as by developing learning material which will be accessible online for self-teaching purposes, The material can be used for further professional development and for short-term or semester-based courses at the Institute of Tourism Studies.” Parliamentary Secretary for Tourism, the Environment and Culture, Dr Mario de Marco, who was invited to the launch, stated that the project was a positive initiative that would benefit the overall development and improvement of Malta’s tourism offering. Dr de Marco called for more culturally educational programmes aimed at employees within the tourism industry, and stated that such programmes should not only include popular sites that are promoted amongst tourists, but should also focus on other historical sites found in Malta and Gozo and which have the potential to become tourist attractions.
27th June
‘YES’ Employability Project 3rd Steering Committee Meeting in Estoril in Portugal MHRA CEO Mr George Schembri attended the 3rd steering committee of the ‘YES’ Employability project being administered by the Institute of Tourism Studies in Malta along with the participation of Cyprus, Italy and Portugal. Representatives from the respective countries met in Estoril Portugal to assess progress on the various activities that are
24
October 2011
required under this project. Mr Ray Vassallo, Project leader and coordinator of EU Programmes, Information and Communications Technology & Publications at ITS, led the two-day workshop with the assistance of Martin DeBattista and David Pace. During the afternoon of the second day the discussion centred round the organisation of the 4th Steering Committee in early 2012.
5th July
MHRA Meeting with the Malta Competition & Consumer Affairs Authority MHRA, represented by MHRA CEO Mr George Schembri and Council member Joseph Attard, attended a meeting chaired by Ing Francis Farrugia, Head of Standardisation Standards, regarding the proposal by the Thai government re standardisation of Wellness and Spas under ISO TC228. The meeting was also attended by the Director of Tourism, Julian Zarb. Ing Farrugia explained that the aim of the meeting was to report the outcome of ISO TC 288 that took place in Viterbo, Italy on 20 May 2011 and to identify the importance of reactivating the local Technical Committee on Tourism. MCCA had asked MHRA representative Mr Joseph Attard to attend the meeting in Viterbo on behalf of Malta. Mr. Attard reported that during the ISO TC 288 plenary meeting, the Spanish delegation tried to force their agenda and proposals to standardise Quality Criteria for Lodging, Security and Risk Management, and Service Provision of Accommodation establishments. After a heated debate, the proposal was withdrawn. It was also agreed that any standardisation could seriously affect the operation of the Maltese tourist sector. MHRA showed the willingness to partici-
pate in future ISO meetings when such discussions take place, since decisions can affect the Maltese tourist accommodation sector. Mr Schembri indicated that MHRA can source experts to contribute in the development of ISO standards that are of interest to Malta. Ing Farrugia expressed his wish to reactivate the local technical committee on Tourism so as to discuss and establish a common Maltese position between all stakeholders when the ISO technical committee calls meetings on standards related to Tourism. Mr. Joe Attard presented a draft proposal on Wellness SPA Services prepared by the Ministry of Tourism and Sports of Thailand. He said that this document will be discussed in an ISO TC 228 working group in Paris on 12-13 September 2011. In view that this could have an impact on the operation of such services in Malta, it was agreed that MHRA sets a meeting with Maltese operators to assess the document. The local technical committee had to meet by the third week of August to decide whether to send Mr Attard to the Paris working group in September.
6th July
Threat of Industrial Action by Air Malta Pilots can have Devastating Results-MHRA MHRA expressed its concern through a press release about the threat of industrial action by the Association of Air Malta pilots which could have devastating results during what was considered to be a peak period for the tourism industry. The threat itself would create uncertainty amongst potential customers, who will think twice before booking with Air Malta. MHRA President Mr George Micallef said that a strike at this moment in time would put the company itself and the entire Air Malta workforce at risk, as
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well as the employment of thousands more who work within the tourism industry. This would also hurt a good number of Maltese who would have booked their trips and planned holidays with Air Malta. He went on to say that industrial action in the prevailing circumstances carries a huge responsibility and as such should not be taken lightly. MHRA appealed to ALPA to reconsider its position and to pursue its claims through constructive discussions. MHRA claimed that Air Malta’s current state of affairs was brought about by politicians who over the years interfered and took decisions for Air Malta where and when they shouldn’t and did not when they should have. Government will ultimately have to shoulder the responsibility for the state it is in today, which is also due to other compounding factors.
13th July
MHRA Welcomes Cancellation of Strike Action In a press release issued by MHRA, President George Micallef expressed his satisfaction that the strike planned by ALPA to be held that Saturday had been called off. The strike would have further crippled the national airline and caused untold damage to the tourism industry and to the Maltese economy as a whole. In the wake of ALPA’s decision to cancel the strike, MHRA was glad that common sense had prevailed by the Pilots Association. Mr Micallef reiterated that it was essential that all stakeholders worked together to ensure a successful restructuring process of the airline as well as for the future of the tourism industry and Malta as a whole.
20th July
MHRA Sub- Committee Meeting re COLA The MCESD subcommittee meeting met for a final review of the proposals reached by the social partners who took part in the discussions on the COLA mechanism over the past twelve months. The meeting was chaired by Dr Gordon Cordina. MHRA CEO Mr George Schembri represented MHRA on the committee while Kevin Borg and Stefano Mallia represented the Malta Chamber (MCCEI), Arthur Muscat the Malta Employers Association (MEA), Victor Carachi General Workers Union (GWU), William Portelli Confederation of Malta Trade Unions, (CMTU) and Gejtu Tanti the Union Haddiema Maghqudin (UHM). The principal conclusions that were agreed upon by the MCESD council were the inclusion of productivity considerations; the updating of the base wage to reflect recent developments in the cost of living; the need to restrict the award of COLA above a given income threshold; the need to provide for interim adjustments to the COLA amount so as to reflect recent inflationary developments; and rounding the COLA amount to the nearest 25 euro cent. It was important to note that draft proposals of the working group members were not binding them or their organisations to any opinions or recommendations in the report. It would be up to the MCESD Council to adopt or reject any of the proposals after due discussion.
21st July
MHRA Calls for a Meeting with Transport Malta Regarding the Problems in Public Transport The MHRA President accompanied by Vice-President Tony Zahra and MHRA CEO George Schembri met
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Malta Transport CEO Dr Stanley Portelli and Mr Konrad Pule regarding the prevailing problems in the public transport system under Arriva. Mr Micallef expressed MHRA members’ concern in view of the spate of complaints lodged by visitors due to the delays and long routes devised for the new public transport system introduced on Sunday 3rd July. Similar to complaints lodged by locals, visitors were experiencing long waits at bus stops due to infrequent schedules and full buses, overcrowded buses with passengers having to stand throughout the journey, and long journeys due to long routes planned by TM. Mr Micallef also indicated that some of the most popular beaches in the north part of the island were not served well, with visitors complaining that they cannot reach their favourite beaches by the new public transport system. Mr Micallef called upon TM to take appropriate steps to improve the system and make popular locations easily accessible as otherwise the prevailing situation was going to create a very negative image of the Maltese islands and could badly impact the tourism sector. He pointed out that tourism was at its peak in the months of July, August and September, and therefore it was of utmost importance to immediately introduce measures to address the problems.
22nd July
MHRA Council Meets Parliamentary Secretary Dr Mario de Marco The discussion during this meeting was mainly regarding the Air Malta restructuring process and hoteliers’ concerns regarding seat capacity during the coming winter and summer 2012. Mr Micallef pointed out that it was obvious there was lack of communication between Air Malta and tourism stakeholders since
very little was known about the Air Malta restructuring process. The delay in the restructuring process can have a disastrous effect on the tourism sector during the coming winter. Mr Micallef reiterated that Air Malta needs to be placed on a solid footing so as to ensure seat capacity which was crucial to the success of the tourism Industry. Another subject discussed during this meeting was the prevailing adverse situation of the public transport which was creating a good number of complaints from visitors. It was obvious that the system was not working well and steps had to be taken immediately to reduce the inconvenience being caused to both local and foreign commuters. Mr Micallef also showed his disappointment that Government had backtracked by reducing the penalty fees that it had proposed for those bottle shop operators who abuse the sale of alcohol after 21.00hrs. MHRA had been ready to support the proposals as indicated by P.S. Dr Jason Azzopardi earlier that month. However the new proposals were not acceptable to MHRA with Mr Micallef insisting that the initial proposals should be maintained and a legal notice issued as early as possible. Mr Micallef reiterated that Government must address the issue of alcoholism in a serious manner and must also address minors who abused the law in respect of alcohol consumption, similar to laws related to drugs.
27th July
MHRA Meeting with MEPA and Lands Department At the request of MHRA, MEPA CEO Dr Ian Stafrace facilitated a meeting at MEPA together with representatives from the Lands Department, Transport Malta and the Malta Tourism Authority to discuss progress on the issue of structures
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on pavements by catering operators. Dr Stafrace indicated that some of the MHRA proposals in the tabled revised guidelines were already in the main law of the DNO and cannot be repeated in the suggested guidelines. MHRA’s request to pool bays under one category was also not possible due to the fact that Government was treating areas differently in master plans for each locality. It was argued that areas had to be looked at on their own merits and it was not possible to make one proposal to fit all due to the variety of operators in each area. Regarding structures on pavement which was public land, MEPA was guided by the law and it could never consent to any structure on public land. Any type of structure required a Full Development brief under the law. Regarding the Sliema front, MEPA had accepted, albeit slightly modified, the all-weather pavement structure Perit Sciortino had proposed on behalf of the operators in the area. Dr Stanley Portelli TM CEO confirmed that the road alignment on the Tigne Strand had now been concluded but the Gzira Strand all the way to Sliema was still not concluded, and therefore it was not possible to come out with a master plan for the area. Dr Stafrace still maintained that any development needs a Full Development brief as required by law.
28th July
Meeting with Spa Operators MHRA facilitated a meeting for Wellness & Spa operators to discuss the proposals being put forward by the Thai Government for ISO certification of Wellness & Spa Centres. MHRA CEO George Schembri chaired the meeting assisted by Joseph Attard. Present for the meeting were Mr Jesmond Cilia, Director Athenaeum Spa by Algotherm at Corinthia Palace Hotel and Spa, Joe Camilleri from San Antonio Hotel & Spa, Andrea Preca and Tony
Camilleri from Preluna Hotel & Spa, Donna Doyle from Corinthia Beach Resort and Tracey Smith - Sunny Coast. The committee so formed went through the proposals so that MHRA representative Mr Joseph Attard would present Malta’s stand on the proposals. Under General Requirements it was felt that clarification was needed since there were a number of references to ‘the present International Standards’ of which no copy was available since no International Standards existed. All agreed to the proposed Quality System setup since it was felt this was necessary to distinguish between professionally run centres and amateurs. Regarding ‘Operational Processes’ the committee needed clarification on point 6.1.1. and 6.2.1 in order to distinguish between ‘OPERATOR’ and ‘MANAGER’. Most agreed that MHRA will have to insist that the qualifications needed by the staff complement should comply with local/national regulations. Clarification was also needed regarding the suggestion of having a ‘medical liaison’ since it was not clear as to the responsibilities of this person, in view of the fact that the person mentioned in the proposal will be required to assist in the reviewing and witnessing of emergency plans and drills and reviewing critical incident reports. The proposal stated that this person should be an independent person. The committee also requested that the list of services / treatments applicable to such centres needs to be clearly noted and to form part of the final document. The committee also did not agree with the proposal of an automatic shut-off system of equipment in an emergency, the introduction of ‘a second wash-hand basin’ in the massage area and the need of a shower in the steam room. With regards to the mention of the level of the lighting system in massage rooms, clarification was needed as to ‘foot-candles’. Mr Attard took note of all the points raised during the meeting and confirmed that he would raise these during the Paris meeting.
2nd August
MTA Proposed Website to Encourage Job Careers in the Tourism Sector MHRA facilitated a meeting for the HR Development section within the Malta Tourism Authority (MTA) with HR directors or managers within the hospitality sector. The subject for discussion was the proposed website being developed by MTA to encourage young people to take up a career in the hospitality sector. Andre Arciola assisted by Christine Galea made a presentation explaining the terms of reference under which the website was being developed and those present were asked their opinion and asked for any additional ideas they might be able to contribute to the project. Those present were asked through a follow-up email to provide MTA with job descriptions of the various careers within their respective hotel, photos of employees at their job to use for the career profiles and new careers which will be in demand in the coming years.
5th August
MHRA Launches Online Booking Facility for Restaurant Operators The Malta Hotels and Restaurant Association (MHRA) and BeeGuides Ltd launched an online booking system for restaurants by SMS through the www.dineinmalta. com portal. The new service will allow customers to make online reservations in any of the participating restaurants, cafeterias or bars. MHRA and BeeGuides Ltd had teamed up in 2010 to develop a website with a comprehensive list of all MTA licensed restaurants, snack bars and wine bars in Malta and Gozo. In view of the success of the
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website, MHRA approached their corporate associate members GO plc. to create a platform through which customers can make a direct table reservation by SMS while browsing the internet.The facility is available for those restaurants that are listed on the www.dineinmalta. com website, are either GOLD or SILVER members and are members of MHRA. MHRA CEO Mr George Schembri commented during the launch that MHRA is sure that more restaurateurs will see the advantage of this platform to
From left to right Mark Bugeja, George Schembri and Vanessa MacDonald increase their bookings and that more establishments will come onboard to give their customers the opportunity of booking through the internet. Mark Bugeja, Director of BeeGuides Ltd, expressed his thanks for the support given by GO plc in the creation of the new service. Vanessa Macdonald, GO’s Manager for Public and Media Relations, confirmed GO’s commitment to help businesses succeed and stated she is sure that the platform will help their business grow.
9th August
MHRA Proposal to MTA to Launch a Study on the Restaurant Sector MHRA president Mr George Micallef, accompanied by MHRA CEO Mr George Schembri, Mr Noel Debono, Chairperson of the Restaurants committee within MHRA, and Mr Vincent Lungaro
Mifsud, Membership Officer within MHRA, met MTA CEO Mr Josef Formosa Gauci, Mr Leslie Vella, Director of Marketing Support and Development at MTA, and Miss Tania Sultana, Head of Research at MTA, to discuss terms of reference and a proposed questionnaire for an in-depth study of the restaurants sector in order for MTA to put in place a strategy for a sustainable development plan for the sector. The questionnaire will be used to assess visitors’ experience of the restaurant sector towards the end of their holiday with the collaboration of Malta International Airport through its departure lounge. The study, which will take around twelve months to complete, will help to draw up a profile of the sector and how this has developed over recent years and will help to address weaknesses and to plan a course of action to strengthen the sector’s performance.
11th August
MHRA at a Meeting with St Julian’s Local Council Director for Tourism within the OPM Julian Zarb invited MHRA and Transport Malta to a meeting at the St Julian’s Local Council office to discuss the problems that had arisen in Paceville due to the issue of permits for roadworks by the St Julian’s Local Council. MHRA was represented by MHRA CEO Mr George Schembri, Dominic Vella represented Transport Malta, Ms Helen Walker represented the Local Council, being the Executive Secretary who issued such permits and Mr Mark Scerri Simiana, Zone Tourism Officer for St Julian’s within the Malta Tourism Authority, also attended. Mr Julian Zarb outlined the various problems encountered over the last few months due to roadworks in and around the Paceville area. He referred to an arrangement that had been
reached in 2006 that permits for works in tourism zones required the confirmation of the Minister for Tourism within the OPM, MHRA, MEPA and Lands. Ms Helen Walker referred the meeting to LN441.04 of June 2002 through which Local Councils were bound to issue permits when asked by contractors for work on the streets as long as wardens were engaged by the contractor to direct traffic and ensure safety for motorists and pedestrians alike. Local Councils did not have the expertise to assess whether the request received at their office could lead to traffic management problems or cause disruption of services in the street or road in question. Mr Domenic Vella from Transport Malta objected to the issue of such permits without proper consultation with them since they were the authority that had the power to issue such permits. He contended that requests made at local councils should be cleared with his department and not just issued on payment of the relative fee by the local council. Mr Schembri remarked that as with other laws, there does not seem to be proper coordination between the respective authorities, and this lack of communication gives rise to problems which can impact negatively both businesses and consumers. Mr Zarb agreed that it was important to revisit those legal notices that touch upon the subject of works in streets and roads in tourism zones during the summer to avoid the problems that ensued. He suggested that the Ministry and Transport Malta legal unit should investigate the compatibility of the legal notices pertaining to this issue and meet again in September with recommendations so that such problems do not arise again in the years to come.
MHRA and MTA Launch Mobility Project At a meeting held at the MHRA offices in Kappara, the Malta Tourism Authority together with MHRA announced the success of their application for a Mobility project under the Leonardo da Vinci Mobility action funds. This project is specifically designed to promote diversity and intercultural understanding of the French tourist with front-office personnel within the accommodation sector. Through the project, 20 front office personnel from the hospitality sector will be sent on a two-week placement programme in France. The group of 20 will be divided into two, with the first group going to France in November and the second group going in March 2012. MHRA will inform all its member hoteliers to bring to the notice of their front office staff the possibility of participating in the two mobility visits to Besançon in France through Leonardo da Vinci funding. Eligible participants were to be in possession of at least an ‘O’ level standard (Pass at Grade 5/C or better) in the French language or its equivalent A2 (CER), and should have been working at front-office for the past two years, handling French guests among others. During the information session further details were given to participants together with application forms. Applicants will then be analysed on their level of French. The Leonardo da Vinci funding will cover flights, airport transfers, land transport, insurance, accommodation and some cultural excursions. Daily sustenance will need to be covered by the applicants.
18th August
MHRA Comments on Paceville Where Much More than Increased Police Presence is Required MHRA issued a strong press release condemning the spate of violent incidents witnessed in Paceville over the previous days and which had also sparked concerns by the public and other groups, who focused mainly on the need for increased police presence as the solution to the problems faced by the area. However MHRA President, George Micallef, indicated in the press release that Paceville requires much more than increased police presence. Mr Micallef stated that Paceville has become a mecca for undisciplined youths bent on creating disorder, where uncontrolled behaviour, often fuelled by excessive alcohol consumption as well as drug consumption, was turning the area into a shambles. This situation was to the detriment of the host community, tourists and investors alike. If the prevailing state of affairs remains unchecked, Malta will no longer be able to be promoted amongst prospective tourists as an absolutely safe place, free from muggings and similar crimes. The sale of alcohol needs to be properly regulated and enforced. The change in legislation in 2006 which facilitated the sale of alcohol through so-called bottle shops was one example which contributed to the current situation. Enforcement was inconsistent and a walk through Paceville, especially during weekends, was enough to convince anyone that there was no law.
October 2011
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19th August
Ing Francis Farrugia Chairman of Malta Competition and Consumer Affairs Authority (MCCA) Invites MHRA to a Meeting on ECO Labels MHRA was invited to attend a meeting chaired by Ing Francis E Farrugia regarding the adoption of the European Eco Label as a standard for all accommodation and catering establishments on the Maltese Islands. The Malta Tourism Authority was represented by Mr John Magri, Manager of Quality and Industry HR Development Department within MTA, who also heads the MTA ECO label scheme. Ing Farrugia explained that Government was set to adopt
the European Eco Label scheme as the official scheme that will be recognised on the Maltese Islands. The European Commission was concerned about the unchecked increase in Eco Labels that were being devised and which were most confusing to the consumers. As a consequence the MCCA was obliged to ask the MTA to migrate their ECO scheme to the European Eco label as early as possible and operators in the hospitality sector to adopt the Flower as the official ECO label. Ing Farrugia indicated that as an EU Member State, Malta had established the Malta Standards Authority (MSA) as the competent body that administers the Eco-Label Scheme in Malta. The EU Eco-Label scheme is a unique certification scheme aimed to help European consumers distinguish greener
and more environmentally friendly products and services. The scheme is governed by Regulation (EC) No 1980/2000 of the European Parliament and of the Council of 17 July 2000 on a revised Community EcoLabel Award Scheme. The EcoFlower has become a Europeanwide symbol for products, providing simple and accurate guidance to consumers. A number of EU-funded workshops with foreign participation have been held to promote the EU Eco-label scheme in Malta. In 2006, the first EU Eco-label certificate for tourist accommodation was issued to Hilton Malta. Editor’s note: Full text of press releases appearing under MHRA in the News are available on the MHRA website www.mhra.org.mt
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News
New Appointment at Island Hotel Group
Island Hotels Group Holdings plc, one of Malta’s largest hospitality organisations, has announced the employment of a new team member occupying the position of Marketing Manager. Rachelle Tabone joined the group in June and is responsible for the Group’s marketing and public relations activities. Ms. Tabone brings with her six years of experience in the various areas of marketing and is currently completing an MSc in the field with the University of Leicester. Island Hotels Group Chief Executive Officer Winston J. Zahra explained that “The appointment of Rachelle was brought about due to the continual growth and development that the group is experiencing, especially in the area of E-marketing. We are very happy to welcome Rachelle to the Island Hotels Group team and look forward to her contribution in this important area over the years to come.”
Medina Restaurant Fine Wines and Gourmet Food Tasting The five-star Corinthia Hotel St George’s Bay in St Julian’s, in collaboration with Zammeats, quality meat importers, and Camilleri Wines, premium wine producers, jointly hosted a gourmet food and wine evening at Grill 3301, Corinthia Hotel St Georges Bay’s award-winning restaurant. This unique event was attended by some 300 distinguished guests, who were greeted by Mr Mark Zammit, Managing Director of Zammeats, Mr Louie Camilleri, General Manager Camilleri Wines and Mr Mounir Sami, General Manager Corinthia Hotel St. George’s Bay. Guests were treated to a fine selection of Zammeats’ food products and wines from the Laurenti and Pianoforte range. Zammeats are leading importers and distributors of quality meats and cheeses and operate a butcher and delicatessen outlet at Arkadia, Portomaso. Zammeats import foie gras, charolais, wagyu-kobe beef and premium meats from France and Italy and fresh cheeses from France. Camilleri Wines has developed its brands around its terroir and market. The objective of the winery has always been to target the consumer who wants good value for money, good representation of fruit, clean wines and, why not, bottles and labels that may be enjoyed at table. The preparation of the food was left in the hands of Mr Kevin Arpa, the hotel’s Executive Chef and his team. The guests sampled innovative dishes, which included
Bulletin pig’s trotters, salt cod, Scottish lamb cutlets and veal carpaccio with roquefort and chervil. The delightful and relaxing ambience of Grill 3301, with its stunning sea-views, made this culinary reception a perfect summer treat. In the photo: Mr Louie Camilleri, General Manager Camilleri Wines, Mr Mounir Sami, General Manager Corinthia Hotel St. George’s Bay together with Mr Mark Zammit, Managing Director of Zammeats.
Mr Louie Camilleri, General Manager Camilleri Wines, Mr Mounir Sami, General Manager Corinthia Hotel St. George’s Bay and Mr Mark Zammit, Managing Director of Zammeats.
Corinthia Hotels Receives American Express Executive Travel Magazine ‘2011 Leading Edge Award’ Corinthia Hotels has been awarded a prestigious Leading Edge Award in the Editor’s Pick category of American Express Publishing’s Executive Travel magazine, in recognition of leadership within its properties. The annual Leading Edge Awards acknowledges industry leaders that are taking business travel in new directions, changing the way that executives experience travel.
October 2011
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Executive Travel praised Corinthia Hotels’ passion for combining historic restoration and dynamic modern design in its July/August 2011 issue, noting that the Corinthia Hotels properties, which are located in London, St. Petersburg, Tripoli, Budapest, Lisbon, Prague and Malta, highlight local architecture and cultural traditions. Executive Travel added that more and more, business travellers want to experience their destinations fully, and the hospitality industry has begun to respond with distinctive properties that give guests a truly indigenous experience. The announcement of the Leading Edge Award follows the opening of Corinthia Hotel London in Whitehall Place, in May of this year. Corinthia’s new flagship is an intricately restored grand hotel with a 21st century approach
Corinthia Palace Hotel & Spa Voted Malta’s Leading Hotel for Third Year Running
Corinthia Palace Hotel & Spa has been named ‘Malta’s Leading Hotel’ for the third consecutive year, at the World Travel Awards Europe Ceremony held in Antalya, Turkey, on 2nd September. The award was presented to hotel general manager Italico Rota by World Travel Awards president & founder Graham Cooke. Hailed as “The Oscars of the Travel Industry”, World Travel Awards is acknowledged across the globe as the ultimate travel accolade, and celebrates those
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brands that are pushing the boundaries of industry excellence.
A Shower of Awards this Year for Kempinski Hotel San Lawrenz Kempinski Hotel San Lawrenz has been recognised worldwide in the hotel industry. It won the Travelife Gold Award - Sustainability in Tourism. Following this was the 2011 World Travel Awards with the achievement of Malta’s Leading Spa Resort and Mediterranean’s Leading Spa, and topping it off with TripAdvisor’s Certificate of Excellence. The World Travel Awards 2011 once again rewarded the five-star Kempinski Hotel San Lawrenz Gozo for its consistently high standard of services. Increasingly, the awards are known for raising the bar for ultimate customer service and overall business performance. More than 500 organisations across Europe, spanning more than 125 categories, entered the competition for the most influential accolade in travel. For the fifth consecutive year the luxury countryside & spa resort was voted as Malta’s Leading Spa Resort. However, the title of Mediterranean’s Leading Spa Resort which saw the Kempinski hold its ground against - and beat – a considerable number of top hotels and destinations within the Mediterranean carries even more significance. This year the Kempinski was rebranded as Kempinski The Spa which is designed exclusively for Kempinski Hotels. Its spas are imbued with the same impeccable service, exquisite detail and easy charm for which Europe’s oldest luxury hotel group
Rated Excellent
is famed. Every detail has been considered to create a haven of tranquil serenity where guests leave their cares behind to focus on wellbeing. Kempinski Hotel San Lawrenz also won TripAdvisor’s Certificate of Excellence for the year 2011. The Certificate of Excellence is awarded to qualifying accommodations, attractions and restaurants listed on TripAdvisor that maintain a high overall user rating and a high volume of recent and quality reviews.
Hotel Juliani Named as One of the Top-Ranked Hotels on Expedia® Insiders’ Select™ List
Expedia® has named Hotel Juliani among the top-ranked hotels on this year’s Expedia Insiders’ Select™ list. The Insiders’ Select list formally recognises individual hotels worldwide that consistently deliver excellent service, a great overall experience and notable value. The full list represents only 500 of Expedia’s top-ranked hotels selected from the more than 130,000 properties offered by Expedia®, the world’s largest online travel company. “Delivering superior service to our guests is a top priority at Hotel Juliani,” said Georgios Rouvelas, the Juliani Hotel Manager. “We are pleased that our efforts have been acknowledged by Expedia travellers and we look forward to extending our high level of service to even more guests.” The 2011 Expedia Insiders’
Select™ list is compiled based on the more than 500,000 annual Guest Reviews collected by Expedia, combined with a value rating and the local market expertise of more than 500 Expedia employees in local markets worldwide, resulting in an easy-to-browse list that provides travellers with a powerful way to find the perfect hotel using the trusted insight of other travellers like them. The list showcases the diverse selection of travel destinations and hotel properties. For more information, visit www.expedia. com/insidersselect
Life is Sweet
“It’s very different,” “It’s very homely,” “The colours are lovely,” are some of the instant reactions by the already very loyal customers of Angelica, the coffee shop which sprang up out of nowhere at 134, Archbishop Street, Valletta. The brainchild of food and travel writer Mona Farrugia, Angelica is a little bit of everything: it serves delicious cakes, cupcakes, tarts, pies, artisanal breads, fresh French cheeses and the already infamous chocolate salted caramel tart which has been known to make people feel as if they have gone to heaven and may soon be going to (diet) hell. Art directed by Carlo Schembri, photographed by Brian Grech, and assisted on artworks and design by Design Established, the coffee shop has had the best
possible help available in Malta in being created. It looks quirky and slightly vintage and although some find the communal table a surprise at the beginning, they soon get used to chatting (if they feel like it) to whoever is sitting next to them. Consequently Angelica attracts many in the art world and a tremendous dose of lawyers and business people. Being two doors away from Ambrosia and next door to The Pub where Oliver Reed took his last alcoholladen breath helps, and so does being right next to the beautiful Presidential Palace. Angelica starts dishing out its fabulously good Moak coffee at 7.45am each morning and is open until 7.30pm in the evening. Friday, Saturday and Sunday it opens during the day and stays open until late, serving alcohol, champagne and a great selection of wines by the glass from France, Italy, Argentina, Sicily, Australia and Chile. For more information visit http://www. facebook.com/angelicacafemalta or call +356 2122 2777.
as environmental issues which encourage Responsible Business. During Responsible Business Action Month, all hotels within Island Hotels Group Holdings Plc (IHGH) make an extra effort to organise social and environmental activities, engaging with employees, guests and the local community, raising awareness of Responsible Business and raising funds to support The World Childhood Foundation as well as Fondazzjoni Wirt Artna Throughout September the hotels within IHGH planned a month of events and fundraising activities. These activities varied from maintenance work at St Joseph’s home and the public park in St Paul’s Bay to blood donations and a carwash. Local celebrities have also very generously dedicated their time to these good causes. Ira Losco, Clare Agius, Moira Delia, Pauline Agius, Alan Montanaro and Jonathan Abel all became ambassadors for events organised throughout the month.
Responsible Business at Island Hotels Group
The Westin Dragonara Resort Awarded Europe’s Leading Meetings & Conference Resort at the World Travel Awards
September was the 8th Annual Responsible Business Action Month at Radisson Blu Hotels and Resorts around the world. Throughout September all Radissons work towards creating awareness of health and safety, social and ethical values, as well
The Westin Dragonara Resort has once again won ‘Europe’s Leading Meetings & Conference Resort’ award held during the World Travel Awards European regional ceremony. The award was presented to Mr Michael Kamsky, General Manager at The Westin
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Dragonara Resort, during the gala night organised to celebrate this accomplishment. In the photo Kevin Taylor, Group Vice President, World Travel Awards, presenting the award to Mr Michael Kamsky, General Manager of The Westin Dragonara Resort.
Perfecta Launches On-line Booking Site The days of personally visiting each and every newspaper office to book an advert are over. Perfecta Advertising has launched an interactive website www.perfecta.com. mt through which adverts can be placed in over 50 local media publications in a few easy steps. The
service covers the whole range of adverts that appear in local newspapers and magazines. The good news is that the service does not carry extra charges. The rates are the same as those charged by the media, and include any special offers. This new facility reflects the ongoing dedication of Perfecta Advertising to provide the best service in the advertising industry. It introduces a 24/7 innovative service that is safe, secure and user friendly. The website provides a wealth of information listing advertising possibilities and their pricing. All this is freely available at the touch of a button, without any registration. The buyer is in control and help is close by with the website’s “chat” facility to answer any queries. Perfecta Advertising will also be providing
scanned proof of publication of any booked adverts.
Victor Calleja from MHRA magazine together with Edmund Vassallo from the Allied Group, and Moira Manche. “This is a first for local media, a cutting edge Internet site that gives you full control of your advertising coverage, at your convenience, with no hidden extras,” said Moira Manche, a director at Perfecta and the mastermind behind the idea. Continues on page 81
Imported by Charles Grech & Co. Ltd., Valley Road, B’Kara – Tel: 21 44 44 00 Shop online www.charlesgrech.com
mastering the art of beverages
Ĺťwejt Street, San Ä wann SGN 3000 - Malta | Tel: +356 2549 2000 | E-mail: sales@mastergroup.com.mt
www.mastergroup.com.mt master group is the trade name for Camilleri Wines Ltd., Master Distributors Ltd., Madalien Ltd., Master Cellars Ltd.
A Passion for Food, Good Taste, Gardens and People Victor Calleja I have always been fascinated by nobility. It conjures up for me a world long gone of things done well, of dedication to the arts, of manners unsurpassed, all washed in tasteful delicacy. All this and all done with brio, pizzazz and commitment. I always thought this was part of a dream that today has faded and become an anachronistic icon of days gone by. Then I entered the world of Palazzo Parisio in Naxxar and realised that nobility in its pure form is still alive and possible. I met Mme Christiane Ramsay Scicluna, Baroness of Tabria, to discuss the Palazzo, the reason for its re-emergence and her passion for food, gardens and people. I, uncouth and far from noble by
birth, was daunted by all this. I was worried about how to address her, how to refer to her daughter and how to ask inquisitive questions to get some insightful comments about Malta and its hospitality business.
I made my way to my meeting with plebeian trepidation. The place is aflush with taste and everything around you is spotless and perfectly done. What if I banged the door and made a scene? Or dropped my
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archaic pencils which, I use to take notes, unlike the new, modern and devil-may-care young journalists who seem to be ever so confident and seemingly competent? I willed myself to silence and awaited the arrival of the Baroness … What a complete revelation the meeting was. The Baroness is unmistakably noble in her ways, in her way of talking and in her taste: but my worries about it being a daunting affair quickly disappeared and I realised I could relax, feel at home and hone in to my inquisitive questions. The Baroness Ramsay Scicluna hardly bites. She was daunted herself by my presence and how she was expected to answer my questions. Her comment at the end of the interview, surely one of the most interesting I have ever conducted, was “I do hope I didn’t sound like a dense blonde”. Actually she said all rather engagingly and I fear I cannot ever really convey its proper essence. But then come to think of it, all we spoke about was reflected in the opulence of the place and the impeccable service and food that is served in one of the most beautiful, and beautifully kept, cafes, gardens and palazzos in Malta. I could easily venture to say that it is one of my favourite places in Malta, if not the world. The Baroness had a dream of turning this piece of family heritage into a place where people congregate to admire the art, the architecture and eat, drink and enjoy good company. And this has become a reality; so far from being a dense blonde the lady is someone who should be heard, admired and her advice followed. One of the questions I ask her is why she came back to Malta after living it up grandly in Paris, Rome and London, besides other even more far-flung and exotic places. “Oh”, she says “I always loved Malta, and always felt I belong here. Malta is a real attraction and everyone feels welcome. While living in Rome my Italian husband came
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The ballroom ready for a gala dinner
to Malta to look after my business concerns. He came and was struck by Malta’s essence which mesmerised him and still does to this day. He loves Malta and would not change it for anything. I wanted to give back to the people the gem my grandfather built. It was sad that such a place built with such meticulous care and adorned with such art was lying there hardly visited or known. Then I came to Malta too and driven by love of heritage, art and food turned it into what it is today. We cater for the morning and afternoon crowd, the lunch and evening crowd and we also have banquets, idyllic weddings and visitors coming from all over the world to see and admire the garden and its beauty”. The Baroness is passion personified. But while other passionate ladies sometimes frighten you, this one makes you want to hear more. We talk about her life and how it imbued her with a passion for food, living well and an undying love to share with as many people as possible all the good things she has and knows. Nobles of olde might
have been aloof while loving the populace and doing good deeds, but the Baroness has managed, together with her daughter Justine, to create something of inestimable charm. I ask the Baroness if she fears competition, especially if more places of heritage like Palazzo Parisio are opened to the public and also offer good fare. She laughs her ever-so-infectious-laugh and says in her flamboyant English peppered with just a hint of Italian: “But of course not. I love competition. It would be a great step if historical places are turned into a visitor’s dream with good food and impeccable service. Malta is a real treasure trove and we have a lot to offer but I hate it when we turn our beautiful places into just more unattractive places which meet just the common denominator of what attracts people. Food and service have to be a passion and without passion there is just blandness. For blandness there are lots of destinations available; we need to hone in on our offering and make our land and our heritage and food memorable. At first it might seem an impossible dream but in the
The Luna team
end visitors and locals will prefer the place that offers that special something, that little extra that will make an unforgettable experience. Yes,” she says, “please let’s open up the palaces, the palazzos, the gardens and let’s attract an ever-growing number of people to our shores who have a love for anything that is beautiful and has taste.” When the Baroness decided to open the palazzo she thought it would be a great idea to get people to visit the place and give them some coffee and cake and some soup and delicious ftira. At first it was just she and a friend: she’d bake the cakes herself and either she or her friend would conduct the tour of the palace. Quite a far cry from what is happening now when she employs an average of twelve in the kitchen, although she proudly says she is still very much hands-on and is seen serving herself if the need arises and is also known to give a hand in the kitchen if demand is overwhelming. To start with, the coffee shop was called the Marquis’s Coffee Shop. But Justine hit on a most intelligent name for branding the whole enterprise: the Luna brand was suggested and loved by all. Luna, moon in Italian, is the end part of the family name, Scicluna, and sounds ever so sophisticated. It has a beautifully sonorous sound and evokes lush gardens, lazy evenings and glorious days waiting for the moon to add its soft sparkle. The Luna café, the Luna collection and the Luna di Sera make up the three main branches available at the palazzo: the café is open every
day till late afternoon serving coffees, drinks, cakes and other good food and snacks; the shop is open most days and has a varied collection of beautiful clothes and bijoux and other classy gift items; while the Luna di Sera is the restaurant which feeds people in a way to satisfy their imagination with moonlit sensations. Mentioning Justine, the Baroness’s main partner in the enterprise, fills her with even more passion and a loving and doting sparkle. She says “We do everything in tandem. We have unbelievably similar tastes and ideas and we truly hit it off beautifully. We think similarly and love everything like twins except that I’m so much older than her. But she never feels the age difference, or at least she never tells me. We love going away together and looking at new ideas for the shop and for the café and restaurant. In fact our big problem is that as we both are so hands-on and involved in the daily running of the Luna enterprise, we cannot go away as often as we wish. But we still manage to regularly attend fairs and see what is happening beyond our shores to get inspired and to get different things for our Luna collection. We have a very capable team looking after the various parts of the enterprise, so when we are away all goes on like clockwork.” To the two women who run the Palazzo, impeccable service is of the essence and both will do everything possible to look after each client. Both are too passionate about their enterprise and will not stop to think that if a certain napkin is too expensive they should forgo it; to them if they think the client deserves that napkin he/she should have it. Maybe they lack the cunning business acumen that people who care only about the bottom line have. Without insisting on that napkin and by bowing to the dictates of the bottom line, the Palazzo Parisio would be just another place where one can have
a decent cake and good coffee but which would lack that special ingredient that makes it that much more special and personal. Besides the special care for even such a tiny detail as a napkin and its colour (“if it needs to be pink let it be pink at whatever cost” could be the motto of the baroness) the palazzo has a renowned adherence to standards. High standards are not easy to attain; but they are even harder to maintain. This is what has driven the Baroness and her daughter to such heights. They do not just train their staff and practise standards themselves: they make sure everyone is of a like mind when handling clients. This is where the Baroness loses a bit of her twinkly smile: she really hates saying anything critical of anything Maltese. So only after my pushing does she relent and admit that in Malta we have lost a bit of our verve for putting passion in our waiting. According to the Baroness being a waitress or a waiter is a real art and can be ever so fulfilling. “Unfortunately” she says, “we now think that serving people is rather an insult to our being. I beg to differ and feel that the real waiters can make a grand life out of it. There are various waiters who did just that and are proud to have done just waiting all their life. But one needs to have passion and love; one can be not servile but of service to people who love waiters, who have a commanding presence and find fulfillment in their job” After she tells me this I look out for grumpy waiters at the
Luna di Sera
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The Luna lounge
The Luna lounge
Palazzo and find none and look even harder for some sour waitress. Again my search is futile. I am surrounded by beautifully groomed waitresses and very personable waiters dressed in comfortable and impeccable clothes. And the feeling is far from starched formality. It is of a colonial tropical land, of a place where time stood still a few years back, say 1930, where everything was just right and life wasn’t rushed at all. When I quiz the Baroness further about the waiters and waitresses, she admits she is blessed with good ones who love being trained and of service. “It’s true what I have here is the pick and they follow our regimen beautifully. But all around in various other places out there, the level of service is not too inviting.” She is dying to say more but stops short in case she offends anyone with her admonishing words. I ask the Baroness what influences her most in her taste for anything which is to be shared at the palazzo and also in her food.
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Of course the main influence is Italian, but anything Mediterranean is a great influence. She says that “after all the world has, at last, realised that the Mediterranean diet is the healthiest. I always loved Italian food – this came from my mother – and because I lived so long in Rome where I started a “scuola di cucina” back when such ideas were hardly fashionable.” She taught many non-Italians who were living in Italy with their newfound husbands or partners. Obviously this was a grand test; everyone knows how exigent Italians are when it comes to their food and if the food is not as “la mamma” cooks it there could be trouble brewing. But the Baroness saw to that and must have helped keep the peace for quite a few couples with her love of food which she imparted to these foreigners. Food for the Baroness is also a grand love affair with what is traditional. She does accept all the new ways and waves. But to her, simple traditional Maltese food is important to remain being served just as it was presented by our mothers and grandmoth-
Setting for a wedding in the garden
We do not need to revisit Maltese food: dish it out purely and simply as we always loved it and let us not feel awkward or inferior because of our food. ers. Giving new flings to Maltese fare could kill what we created back in the olden days. Her idea is that we do not need to revisit Maltese food: dish it out purely and simply as we always loved it and let us not feel awkward or inferior because of our food. It was and remains good so let’s be
proud of it. After all the new, the innovative, is already turning into the old and unwanted. The return to basics, the love of anything done just as it has been done for years is returning and taking over. “And thank God for that,” says a bemused but resolute Baroness. All the passion the Baroness instills in her staff and people around her can be seen and felt. There is a lovely buzz at the palazzo; everything is beautifully set and in place but everyone enjoys the food and atmosphere. Smiles and happy people are bywords for the Luna experience. I ask her one last tantalising question about the guests who have visited the palazzo in days gone by. Her eyes glint merrily at this question: she smiles. “Back in time when this place was the residence of my ancestors, people like Marconi came and visited. Today we also have great personalities visiting. Brad Pitt was a real gentleman and had no airs at all. Others who visited were Rex, the dog hero in an Italian TV series, who was loved and truly loveable, and Tom Jones was another welcome guest. Other stars who came and were hooked include Dominic Cooper who starred in Mamma Mia, the charming James Blunt, and William Hurt.” But the real highlight these last few years for the Baroness was Oprah Winfrey. The two hit it off tremendously and hugged and kissed and waved to each other when they parted. Oprah in fact told the baroness “you have done real wonders here and for us.” These visitors were treated like royalty maybe because they are special. But I observed all the guests who were there while I was being treated grandly. The baroness had a dream and made it a reality. It would be grand if more people like her are let loose in the hospitality field, where all men and women wish to be treated as grandly as they are at the Palazzo Parisio.
Justine Pergola
It Takes Two to Tandem They are two inseparable and successful women tied, it would seem, at the hip. They exude charm, elegance and wonderful Italianate garrulousness and joie de vivre. They act as if a few months of age separate them and nothing can come between them. But just like the cats that populate the gardens they are unbelievably individual, clear-headed and can also be just a tad catty to each other. The main story tells it all about the Baroness Scicluna Ramsay and her fondness for anything which is even remotely connected to style. It also delves into the Palazzo
and how it has been restored for everyone to appreciate what it was meant to do—live and have people live by it and live appreciating its ornate, maybe (to some) overdone, glory. Here we meet the less effusive, more rational, more reflective daughter of the duo. Justine, Juju to her mummy, is less dramatic than her mother but just like her mother is simply fascinating. And her story and the way she raves about Malta and its heritage would melt even the coldest person on earth. What strikes me most is that she calls her mother, “mummy”; I was sure it would be mama or maman.
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Thanks to her father guiding her in the right direction, she went into hospitality and luckily for Malta created this chic place with her mother. It’s true that both mummy and Juju were educated in just-so English boarding schools but their attitude and their style is definitely continental, if not exactly Italian. But mummy it is: must be the way the mother, and her Italian husband, decided to bring up Justine. This is Justine in her own words: “My parents were very strict. I had an impossible curfew and because I was always a goody two-shoes I simply followed whatever I was told. Even when I grew up I was the sensible one and would always be the one to drive all my friends home. I obeyed dutifully and it’s only now that I have moved out of the house and I am working in tandem with my mother that I’ve come out of my shell and make my own decisions. In fact today mummy asks for my advice and leans on me more and more; I hardly feel dependent on her. It does feel liberating and both my parents enjoy the relationship as it has developed. I still don’t stamp my feet as many youngsters seem to do nowadays but I do have a mind of my own and a very clear vision of what I am and what I want to achieve.” But how strict could a doting
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father and mother be I ask. “Oh they were strict,” she assures me. “In fact when I was young all I wanted to do was follow in my father’s footsteps and become a singer, a dancer or an actress. But my father would have none of it. Or rather he expected me to go into something less dramatic and traumatic. He thought—still thinks in fact—that I am a softie and with the way show business has become today he really thought I’d suffer.” Her father was a renowned dancer and choreographer who regularly appeared in top RAI TV and other television channel shows. He worked with all the leading directors, amongst them Antonello Falqui, maybe Italy’s most successful producers of TV. That was the golden time of Italian show business and her father partnered such household names as Mina, Ornella Vanoni and the Gemelle Kessler, the statuesque twins who were most probably every Maltese and Italian male’s dream. But those were different times and most of the people involved then were gentlemen of the old hide. Thanks to her father guiding her in the right direction, she went into hospitality and luckily for Malta created this chic place with her mother. She went to a Swiss hotel school and then moved to the Cavalieri Hilton, a leading hotel in Rome where she met, according to her, one of the best GMs in the world. Hans Fritz is still a dear friend, and also a mentor of the mother-and-daughter tandem, and hardly a day passes when he isn’t mentioned. From there, after absorbing a lot of interesting ways and means in hospitality and style, Justine moved to the Bulgari hotel in Milan, a small but important hotel which saw most celebrities in its rooms. Then she went into fashion retail, still in Milan. She loved visiting Malta and knew she would always be connected to this island which she loved dearly and which offered her her roots. But at
the time she never dreamt of coming here for good: Milan, Rome, London or Paris sounded rather more compelling. “When mummy opened her café I used to come on holiday to Malta and end up helping with the sandwiches and the salads in the kitchen,” she admits with that gorgeous twinkle in her eye. Then the place seemed to have conquered her: why not go and turn the place, together with her mother, into a real success story? So Justine packed her bags, came here and started a partnership with her mother that has definitely set standards. She explains it all as “it felt like magic actually. The place, the ambience, the country just envelope you. I was won over and realised this is what I have always wanted to do, what I was born to do. I love it and I love being with people and assisting when we are short-staffed or inundated.” Justine’s enthusiasm is electrifying, but in a subtle, enticing way. She is like her mother: very precise, effusive about detail, but not stuffy at all. Her style is relaxed, soft and flirty in a good-natured, loving way—not vampy at all. And I ask just before leaving; what is the main difference between her and her mother? “Oh I am like my father: calm, reflective and can tolerate nearly anything. I am a bit like a sponge that absorbs any negativity that arises. I adore my mother and get on with her tremendously but we are very different. We complement each other really well. If there is one thing I feel a bit bad about it is that all my life I have been very responsible, too responsible, and maybe I need to learn how to let my hair down a bit.” I have always loved the Palazzo but after going there to meet mummy and Juju I am now even more mesmerised. When Justine finally lets her hair down I imagine all that will happen is that the brilliantly-attiredin-white personnel might also sport a little luna (moon) on their uniforms.
Restaurants’ Corner Noel Debono
Quite often restaurant members ask how effective MHRA is with regards to restaurant issues which are put forward and discussed with the relevant authorities ad nauseam. Most contend that government simply ignores MHRA on restaurant issues and does the opposite of what the association proposes! Unfortunately many feel it is not worth their while being members of MHRA as most do not appreciate that MHRA can only lobby strongly on matters that affect the sector and it is eventually up to the authorities to take MHRA suggestions on board. The Association has no power to dictate to the government, but on the other hand it does exercise pressure wherever it is needed and there have been many instances where due to MHRA’s insistence things did change. Perhaps
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one of the most important areas from which restaurateurs gain directly is the embellishment of their vicinity. Thanks to MHRA’s constant lobbying for further upgrading of our product, more cleanliness and better regulations in various areas, today we are reaping the fruit of the effort and one can see the difference. The embellishment of areas such as Valletta, Sliema, St Julian’s and St George’s Bay, Marsaxlokk and many others was to some extent due to the constant lobbying with the Ministries
concerned and articles in the press to highlight the shortcomings in our product offer. The revision and reduction of a variety of fees normally directed at catering establishments also happened thanks to persistent lobbying by the MHRA Council. MHRA was also instrumental in bringing about change in legislation. We thought we had finally closed the bottle shop saga when the legal notice was published in early March this year after years of insisting on a change to curb the sale of alcohol
from confectioneries after 9.00pm. This legislation is of great importance to the restaurant sector since these operators were damaging the image of Malta as a safe destination for young people and to some extent were also in direct competition with bars and restaurants. MHRA had taken up this issue following the amendments introduced in 2007. The legal notice of March 2011 was approved after many meetings with all the authorities and ministries concerned. However Government backed down from the original proposal in spite of the fact that the legal notice was issued after pressure was applied on Government from representatives of these ‘bottle shops’ who claimed the penalties were exorbitant and not fair. However MHRA stood firm and wrote to the Prime Minister asking Government to retain the legal notice as introduced and furthermore to initiate a campaign to promote ‘responsible’ drinking. The restaurant committee worked insistently to keep issues which affected the restaurant sector on the forefront and on the 22nd March a seminar was held for members to follow up on the two successful similar events held last year. Four important topics were identified for discussion during the seminar by the committee. Delegates attending the seminar were split into four workshop groups, to address each topic separately and come out with proposals on how to address these for the benefit of the sector. • • • •
The topics identified were: The employment situation in the restaurant sector; Operating an establishment professionally; A sustainable restaurant sector; Legislation and the authorities.
After an hour-long workshop, the groups returned to a plenary session and the facilitators within their respective groups presented their findings to a panel made up of Mr. Adrian Mamo (Director ITS), Claudio Farrugia (CEO-ETC), Frank Farrugia (advisor to MTA-QA Division) and George Micallef (MHRA President). The panel gave their reactions to the issues raised in the workshops. The findings of these workshops were analysed and added to other restaurant data which MHRA had collected over the previous year. Following this seminar, MHRA proposed that MTA carries out an in-depth study about the restaurant sector. The Restaurant committee, together with the MHRA President Mr George Micallef, drew up terms of reference for the study and this was presented to MTA CEO Mr. Josef Formosa Gauci in early May 2011. The study will be incorporated into the drafting of the new Tourism Policy Document which Government intends to prepare for the coming years. Without any doubt the restaurant sector is growing in its importance to the local economy and the tourism sector as trends by travellers are changing and they seek to experience the roots of the places they visit. In this respect restaurants can be the source of far-reaching experience through the foods which reflect the culture of a nation. MHRA has for the past four years been assisting in the placements of foreign students from Polish, French and Portuguese hotel & catering institutes. In April this year, MHRA hosted a group of 10 Portuguese students who were successfully placed for a four-week training programme in hotels and restaurants in the Bugibba and Mdina area. In June and September the Association hosted another two groups from Poland
However MHRA stood firm and wrote to the Prime Minister asking Government to retain the legal notice as introduced and furthermore to initiate a campaign to promote ‘responsible’ drinking. through the Leonardo da Vinci funding programme. Restaurant members found the experience of such students working alongside their local team most invigorating, indirectly giving the locals an insight into different cultures and realising that their work is being practised worldwide, with millions of people engaged in a similar activity, servicing millions of people from all walks of life and for all kinds of reasons. Such programmes help MHRA create a valuable network with colleges in Europe. Now that the Leonardo da Vinci programme has been reactivated, MHRA will be looking into sending Maltese employees on similar short-term experiences abroad to widen their knowledge and skills and to develop the sector into a meaningful career for those who enjoy working with people. Noel Debono is Chairperson, MHRA Restaurant Committee
҉ H���� S������� ҉ O����� R����������� ҉ P����-��-S��� ҉ F�B / I�������� ������� ҉ S������ ҉ N��������� ҉ C������� S������� Toni Bajada Street, St. Paul’s Bay, Malta • Web: http://www.ilink.com.mt • e-mail: info@ilink.com.mt • Tel: (356) 21 573 888
A Win Win Situation Victor Calleja tries to find out what made Island Caterers Limited grow to its present size and what makes it tick. He meets the man who sparked its growth and the present COO. Together they are running one of Malta’s most visible event catering organisations.
Winston J Zahra
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It is always a mystery what our paths lead us to. When the younger Winston J Zahra returned from a work stint abroad nearly 25 years ago he knew, and the directors knew, that the F&B operation at the only hotel owned at the time by Island Hotels wasn’t maximising its potential. So he went through all the operation, analysed the F&B set-up and its deficiencies and came up with an overall plan for transforming it. He finalised it just in time before he had to fly back to the UK where a lucrative position in the hotel trade awaited him. Brandishing his “report” Winston Jr went to see the company MD, who happened to be his father, Winston V Zahra. “Terrific”, were the words Winston Sr told his son. “That was the easy part: analysis and theory and all done well and thoroughly. Now put it into practice. If you have the mettle, your job is to do just what you suggested: and that is the hard part. Don’t you agree?” Winston Jr agreed and, as the cliché goes, the rest is the chequered history of Island Caterers and of the Island Hotels Group. It also meant that Jr was subsequently involved in a lot that happened to the group. But to put this proposal into practice, Winston Jr had to decline the offer to work abroad and accept his challenge, which financially was less rewarding than what awaited him abroad, but which offered a much more interesting experience.
A very important part of the report prepared by Winston hinged on the need for an outside catering service which would make full use of the kitchen operation of the Bugibba Holiday Complex, at the time the only property the Island Hotels Group owned. Winston Jr actually forecast the amount of revenue which such an operation would be generating during the first year. The sum, which seemed quite impossible to reach at the time, was €100,000 or Lm40,000 in the currency used back then. These figures now seem derisory, but even they seemed impossible at the time for a start-up. One of the first things Winston had done was to check how many catering companies were operating at the time – a staggering 124 – all competing for a market share that seemed amply saturated. Winston’s plan of action was implemented, Island Caterers was born, and at the end of a gruelling year, the revenue generated over-reached the figure forecast by Lm20,000. Today Island Caterers Limited (ICL) has moved on to much higher targets and offers a much wider range of services, catering for a huge variety of clients and venues. But the ethos of the company as embraced by the two Winstons and adhered to by all the members of management and staff has remained the same: giving the client good value and providing a different product in a friendly way with impeccable service. The revenues generated by Island Caterers have also significantly increased over time. Since inception, ICL has managed to grow from year to year and can now cater for in excess of 5,000 dinners in a single day, figures undreamt of and unheard of back when the event catering concept was born. “But all has been strategically planned and developed according to the original plan, and the result has only been possible through the hard work of a large amount of people. We have always kept our feet on the ground
Mario Caruana
and never said we are the biggest or the best. Ultimately we are only as good as our clients think we are. What we say about ourselves is irrelevant if our clients think otherwise”, Winston Jr assures me in his usual relaxed and winning-smile mode. To start with, ICL was just an experiment, catering for some private parties of friends. All the work was done by a few key people led by Mario Caruana, the Group Executive Chef today and the Executive chef of Bugibba Holiday Complex at the time. While Mario ran the kitchen side of the operation, a number of event managers looked after the front end of the company, ensuring service delivery was at its best. At that time there were a number of well-established and very good caterers operating in the catering field. ICL never wanted to take over the sterling work done by the competition: they wanted to complement them and work wherever possible in harmony with them. And for all these years, relations, with the leading caterers have been very good. Winston’s smile beamed a bit more when he talked about his excellent relations and discussions with most of the
caterers who have been around far longer than his has. In no way does he try to insinuate that their fare is not good, as he feels that this is not professional and everyone’s efforts should be respected. They are in fact competitors he respects. From experimentation and friends to hard reality and clients was one short little step. The whole team felt capable of extending their offering to the market so they dived into the world of catering with all the gusto needed. Winston here tells me: “I have always been lucky to have had a marvellous team who have worked wonders over the years, rising to one challenge after the next. Nothing was ever too big or too complicated for them. All the success was a team effort and everyone contributed immensely to reaching our goals and further.” What sparked the growth, besides the excellent service provided, was the “yes I can” attitude Island Caterers adopted. Whatever was flung at them, they accepted. Although he still contends that all was done to a plan and that all was strategically mapped out, I still believe that it was youth and bravado and a dying belief in the organisation and the team of people behind it that made him go for
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Getting ready for the 4200 Oriflame Guests
innovative paths and accept seemingly impossible demands. The more event organisers saw ICL accepting challenges and making a real success of them, the more they raised the ante. And ICL responded by strengthening the team, purchasing newer and better equipment and making sure they were always a step ahead, not just of the competition, but of what the event organisers thought up. “The way forward,” says Winston “is by covering new ground and adding to what we can offer. We have added to the venues this year and we are now even offering a revitalised quarry as one of the venues available. The Limestone Heritage venue shows our versatility and our commitment to heritage in all its guises and enables us to offer something innovative to our international clients.” Another feather in ICL’s cap this year was the acquisition of 50% of Buttigieg Holdings, a very strongly positioned company in contract and retail catering. Winston says that “we could easily have gone into the market on our own and started from scratch. But Buttigieg Holdings was ideally suited to us, and the management of the company had objectives which matched our needs and vision. The chemistry
with the Buttigieg family is also excellent and forms a strong basis for even more growth. As a group, Island Hotels believes a lot in synergising with the right partners and associates, so it was a good step in our expansion. And more expansion and more market penetration is planned.” So watch out trade observers: we hereby announce that we’re in for more exciting stuff. This man knew what he was doing even before he had ever done much locally, so I imagine he knows a lot now after he has presumably got his fingers burnt — at least figuratively – if not in the kitchen whilst preparing together with his team. The future is unknown, but according to Winston one can plan for it, and planning well gives great satisfaction not just to the owners and board members but also to the employees, clients and suppliers. Once we are talking about expansion and plans, I ask Winston whether ICL would venture abroad. “It’s in the plans, when the time is right” says Winston. Again it all seems mapped out in his mind. The company that once depended on Winston’s and his executive chef’s input backed up by the Bugibba Holiday Complex team is now a
household name locally and abroad with nearly everyone who has been connected to catering in Malta. I ask him if ICL is still his favourite baby of the group. “Obviously I love it a lot. It was my own springboard to a hands-on career in this exciting trade. ICL might have come out of a little seed of thought, but without the large team around me that made it happen, the seed would not have evolved into what it is today.” And what is it today I ask? “At the core we are what we were when we started. But obviously a little bigger. Our same determination and commitment, our same vision guides us. I love people and I feel proud when I hear that our colleagues, both the long-term ones, who there are many of, and the new arrivals, all make it clear they feel that they are part of a family”. His mentioning of the family makes me ask the next probing question: how did he cope, and how is he coping, with his own father very much involved in the running of the business? “It was never a problem. In fact we work very well together. My father always made it a point to separate home from work. Once we are at work we are two colleagues, two board members, two people running a business. We can have our differences and our arguments. It’s just like anyone else in this situation except that with us it also happens that we are father and son. But then at home or when we meet out of the work scenario, all work is forgotten and there is never any mention of it. This makes our life so much better to live and enjoy. Besides sharing the same name, thankfully we have also shared the long-term vision for the group and we are still in sync with what we want to achieve. Maybe the paths we prefer are not always exactly the same, but then at board level, where we also have a majority of non-family members, we map out one path for the group which we all adhere to and champion.” I then ask Winston what his greatest achievements in the ICL history have been. He doesn’t
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seem too keen on mentioning any particular events, as all are a challenge and all afford a great deal of satisfaction when the client is happy. “Doing our best is hardly enough if the client is not fully satisfied in all ways. It was a great challenge organising the events for CHOGM. We served a number of heads of state, including Queen Elizabeth II – quite daunting – but the main satisfaction was being told that all the heads of state all enjoyed it. Receiving words of praise from most of the heads of protocol was the ultimate boost.” For sheer size the biggest dining event held in Malta was the Oriflame conference handled locally by Paul Selis and his team at On Site. Was that a success, I ask him, and did you hear good comments from the client? “No one in Malta had ever entertained so many people at one go. We had to cater for two gala dinners on the Granaries of 4200 in the space of three days. In addition to this, we had 15 other smaller events linked to the same conference running concurrently. The biggest event we had ever catered for till then was an event for 1800 people. We did believe in our capability and it never worried us that it would, or could, be a failure, though we were very aware that if that were to happen, Malta in general would have suffered. I am extremely proud of every single member of the group who participated in that event. “It was a magical night on the Granaries at Floriana, but for me the most satisfying moment was when the President of Oriflame said that it was the best event they had in the last 10 years. It is those words which make you feel the team has really delivered.” ICL might have started as a seedling of a young man’s dream. Today the seed has grown and its growth has been noted not just locally but also by leaders of industry abroad. Who knows what other dreams he has for himself, his group and his country?
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Raphael Cauchi
Meeting Raphael Cauchi Winston J Zahra is a man with a positive attitude, a yes-I-can style that seems to be transmitted to anyone around him. So when I speak to the COO of ICL I find myself asking whether he can be as positive as Winston Jr. I meet Raphael Cauchi at the Radisson Blu Resort, St. Julian’s, and am im-
pressed that he is not just courteous, but also handles everything calmly and easily while gushing as positive a feeling as Winston. Raphael has been with the group for 14 years, so it seems either that the Winstons choose their leaders from a pool of positive people, or the Winston effect must really be contagious.
Weddings are one of the top priorities at Island Caterers Limited
Raphael is at the moment Chief Operating Officer, at Radisson Bay Point in St Julian’s, the Coastline Hotel and ICL. Just like Winston, Raphael is impeccably dressed, incredibly effable and obviously in control. And although he must be unimaginably busy, he answers all my questions in a composed way, and when our allotted time for the interview is over, he does not hurry me out. Coping with all these things and remaining demonstrably unstressed must be a real attribute in any situation. In my notebook my most underlined piece is “I have to find out what time-piece these people use. Mine usually shows a 24-hour cycle to each day but these people seem to get it to last for 72 or more. Maybe a good idea would also be to get them
to lecture any aspiring executives on how to time-manage your life and work and still smile and act ever so friendly. I first ask Raphael about his new role. He was GM at the Golden Sands Radisson at its opening. How does it feel, I ask him, to come back to such a central position in catering? Raphael started out with Island Hotels Group in F&B so it is a bit of a return to old loves. “There is always a need for change in all we do, even if it is just cosmetic or internal. Otherwise we can get stale and not go head-on to meet challenges. It was great getting back to my old love, but really I never stopped being involved in the F&B operations while I was GM at Golden Sands Radisson.” He explains that logistically it is
better for him to be based at the St Julian’s Radisson. Taking over ICL when he was GM at the Golden Sands was rather a nightmare scenario, driving from one to the other. Raphael’s main brief is to look at all the operations of ICL, find out which areas are performing well, and tweak the ones which need improving. He will also review the resources being utilised, check whether they are being used properly and find out how the operation can be improved. “We are in a very competitive market so we need to be on the alert all the time. ICL’s results are very good but we have to be constantly ready to improve on results and the offering to remain market leaders. And if we are market leaders by an inch, we need to make sure that we not only keep that inch but increase it to a yard if possible. Our success will always depend on us striving to be more than efficient. As time goes by, the client is not just becoming more knowledgeable, but he also is more attuned to what is on offer in Malta and abroad. So he will only accept the best. And that is what we at ICL as a team have striven for ever since it started operating.” In fact, although the brief is to make ICL leaner and better, the product must never be less than excellent. Although, like Winston, a master at delegating in the right way at the right time, Raphael is very hands-on. And his love of anything to do with catering and food quite often gets him involved in what food items to use and what preparation to go for. “Even preparing a sandwich is important. If no passion and no love is shown, the sandwich can be a disappointment, and so all preparation is vital in the success story of ICL or any other enterprise. Whether one is catering for just a handful or an enormous number, the attention to detail is
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still essential. A satisfied client is a client who will come back and who will spread the word. A disappointed client will spread the word even faster that your setup is not up to scratch. And damage is done sometimes even with a sandwich which isn’t so appetising. So detail remains king”. The logistics of running a smooth operation are rather mindboggling. Having multiple venues with events happening concurrently is definitely not an easy task. But the ICL team is strong enough and experienced enough to cope with all eventualities and needs. As they have always been ready to say “yes” to any event or demand, sometimes they have to face daunting obstacles. Once they catered for an event at St Angelo and all food and material had to be hoisted on a crane to get it delivered properly. Five hundred guests at a wedding are normal numbers for anyone in the catering business, but ICL were entrusted with a wedding of 500 with a slight twist. It was a sit-down dinner at the Citadella in Gozo. So again the ICL team had to be super- efficient to deliver properly. Raphael says that having good staff who can cope under pressure is vital. However ICL is also a believer in investment in anything that can make the operation better: so investment in automation and software and equipment is ongoing. What, I ask Raphael, is a typically busy day? “Well, a typical day when we really had all engines firing at full blast, was the 28th of June this year when we had the Gary Neville testimonial dinner. There were 1200 guests at Manoel Island for the dinner; a local DMC had organised a dinner-time buffet for another 1200; we had 1000 being fed at the Brad Pitt film set and we also had two weddings, one of 500 and another of 400. This was
one day full to the brim. We can do it and do it well but obviously getting to the stage where this can happen every day takes some extra strategic planning. Here Raphael echoes Winston perfectly when he says “what sounds impossible today can be daily fare tomorrow if planned for properly.” The ICL phenomenon is still alive and expanding; but whatever has happened Raphael contends that the ICL team — from the board members to all the employees — have always kept their feet firmly on the ground. Humility and a need to learn more about what they can offer has been the backbone of the ICL success. Raphael feels that “we obviously all love the pat on our back by our clients and we do it to each other, as without the whole team ICL would not be what it is. But even while patting ourselves on the back, we keep in mind – and say it all the time — that we can be even better and more efficient. Competition, from wherever it comes, is not frightening: on the contrary, it helps keep us on our toes to keep giving a unique and specially designed service”. To stay on top, according to Raphael, you have to have excellent service and food and be ready to be flexible at all times. Raphael says that one of the things that ICL did and still does exceptionally well is the way venues, especially unique ones, have been utilised exclusively. As an example, he says that all Wirt Artna venues are now catered for by ICL. Thus, heritage and culinary heritage mix and mesh into one and the experience offered to the visitor or local attendee of events is quite memorable. According to Raphael, this blend bears fruit because the venues are appreciated more, they are looked after more and are used more instead of remaining just architectural gems. I ask Raphael one concluding
question: what is Winston Jr like to work with? He concludes by praising Winston and the whole team at Island Hotels Group. “Winston has great vision. And it’s a real joy working closely with him. We have had a great working relationship for a very long time and we are also friends. Winston is immensely loyal, especially to loyal colleagues. He lets you work independently. The group is very lucky to have a great team in all areas and also to have a vision that moves us to meet all challenges in a creative way.”
“Winston has great vision. And it’s a real joy working closely with him. We have had a great working relationship for a very long time and we are also friends. Winston is immensely loyal, especially to loyal colleagues. He lets you work independently.”
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The Use of Maltese Language in Computer Have you ever needed to type something in Maltese but could not find any fonts? Or have you downloaded a set of Maltese fonts but then realised that these were useless, since every time you send your documents to other persons the Maltese characters change into strange symbols which make them difficult to read? This happens because outdated fonts (like Arius, Tornado, Malta, Maltadel, Maltaard, Maltime, Maltnen and Maltv), which used to be downloaded from the internet or shared between users, are not compatible with every computer and cause undesired difficulties. Those receiving the document also need to have these fonts installed on their computers. Otherwise, they would find it hard to read your document.
All you have to do is activate the language bar or its equivalent. This is found in various operating systems and it enables you to keep on using the most common fonts (such as Arial, Calibri, Comic Sans, Tahoma, and Times New Roman) with Maltese characters. This is done through a straightforward procedure which you have to do only once. It will not slow down or crash your computer and you can still write documents and emails in English. Then you can use Maltese characters in documents, spreadsheets, presentations, websites, image editing applications, open source software, online forms, web browsers, chatrooms and social networks and even in your emails.
Is There a Solution? Typing Maltese does not require special keyboards, drivers or fonts. Today, all users are able to use such characters by adding another keyboard layout to their computer. This layout is based on the MSA 100:2002 Maltese Keyboard Layout Standard (pic1).
To help users type Maltese, the National Council for the Maltese language has published a second edition of the user-friendly manual. This includes a step-by-step procedure, with screenshots, of how to activate the language bar together with various FAQs (pic2).
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The manual can be downloaded as a pdf from: www.kunsilltalmalti.gov.mt/ filebank/documents/kompjuter.pdf . If you would like to receive a copy of this manual or have any queries, you can contact us on: kunsilltalmalti@gov.mt. You can also visit the Facebook Group of the Technical Committee for IT: Il-Malti u l-Informatika.
The National Council for the Maltese Language was founded in 2005 with the enactment of the Maltese Language Act. It is the government entity with the main function and duty to adopt and promote a suitable language policy and strategy, and to verify their performance and observance in every sector of Maltese life, for the benefit and development of the national language and the identity of the Maltese people.
MTA Wins Prestigious Award at World Routes Conference 2011 The Malta Tourism Authority’s efforts in the field of destination marketing have achieved international recognition by none other than the 2011 World Routes Conference recently held in Berlin. The MTA was recognised as the best national tourism organisation winning the World Routes - Best Destination Marketing Campaign Award. The MTA had been shortlisted together with the Las Vegas Convention & Visitors Authority, the Jordanian Tourism Board and the Greek National Tourism Organisation. This award was announced during the Gala Dinner held in the grounds of the new Brandenburg Airport due to open next year. The World Routes Conference is an annual event and is recognised as the leading gathering of the world aviation industry players, together with other stakeholders such as national, regional and city tourist authorities and boards. The announcement of the award explained that this was in recognition of the way the MTA works so well with the airport, the airlines and other operators. After personally collecting the award, the MTA CEO Josef Formosa Gauci, said: “this award recognised the continuous efforts of MTA to ensure adequate accessibility to our islands.” He thanked all the staff at MTA for their continuous efforts and also recognised the excellent cooperation with Malta International Airport, with whom MTA attended the Routes events.
Frankfurt, the MTA’s German Office was awarded the “Second Best Destination E-Learning Programme for Travel Agents”. For this year’s edition, around 1,500 travel agents from 500 German travel agencies again voted for the best tourist boards. The voting was additionally assessed by an expert jury, however it is the travel agents’ voting which reflects travel agencies’ opinions and their day-
to-day experiences with tourist boards. MTA Germany’s popular “Malta Academy” placed second among a total of 40 destination online training programmes and placed ahead of such big tourism players as Spain and Switzerland. German national travel trade magazine “touristik aktuell”, as well as leading partners from the tourism industry, again awarded the prestigious tourism trophy “Globus Award”.
And More Awards Additionally, on the occasion of the prestigious “Globus Awards” in
MTA CEO, receiving the World Routes Award
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The New EU Budget for 2014 - 2020 a Brief Insight into the Commission’s Proposals Omar Cutajar The discussions on the future EU budget covering the period from 2014 to 2020 kicked off at the onset of the vacation period in Brussels. The Commission proposals were in fact presented at a press conference held on the 29th June. The debate on who gets what is very much on, despite the low-key visibility and the relative lack of headline-grabbing items reporting the predictable member-states’ squabbling on multimillion cohesion funding, CAP subsidies and earmarked resources for financing research and innovation.
What is it all about? To put things into perspective, the future EU budget debate is about the EU’s financial expenditure capacity over a seven-year period starting in 2014, summing up in figures to a total cost of Eur 971.5 billion or a 1% equivalent of the EU’s gross national income (GNI). For a small member state like Malta, whose annual national budget expenditure does not exceed the Eur 2.9 billion, these are indeed staggering figures. From a business point of view, these figures are mouth-watering investment propositions. From a Maltese business perspective, they certainly whet the appetite, especially given the inclination for the debate in Malta to focus almost exclusively on the eventual cohesion-related allotments obtained by the country once the final budgetary package is approved. However, it is important to keep in mind that the EU budget is not simply a matter of financial disbursements and the distributive allotment of funds via cohesion policy.
Omar Cutajar is the Permanent Delegate of the Malta Business Bureau in Brussels
This amounts to a short-sighted and over-simplistic understanding of what’s at stake for the EU’s future economic development post-2013. The new multiannual financial framework for 2014-2020, as the EU jargon for the budget is referred to in official documents, presents an array of innovative developments, new concepts for the organisation of EU funds and overall a clear linkage between expenditure and the competitiveness-related objectives of the Europe 2020 Strategy.
What is New about the Proposed EU Budget for 2014-2020? There is nothing substantively novel in the structure of the new EU budget in so far as the new proposals replicate to a great extent the same five-tier budgetary headings as in the previous multiannual financial framework for 2007-2013. In fact the proposed EU budget is organised within five broad thematic headings: Smart and Inclusive Growth covering cohesion policy, Sustainable Growth referring
to agricultural expenditure, Security and Citizenship covering costs related to justice, home affairs and border control, Global Europe mainly relating to the recently-launched EU’s diplomatic service and, finally, administrative costs for running the EU institutions themselves. The budgetary structure does not herald anything radically new. Indeed, a closer look needs to be taken at the content of the proposals, in particular at the reallocation of financial resources to new policy priorities. On the day of the presentation of the budgetary proposals, Commission President Barroso invited citizens “to look beyond the traditional headings and focus on how throughout the budget [we] will deliver the Europe 2020 goals that [we] have collectively defined.” The link between the new EU budget and Europe 2020 could not be made clearer than by baptising the new financial framework as “A Budget for Europe 2020”. This shift in priorities by linking a concentration of financial resources to the delivery of the competitiveness imperatives of the Europe 2020 strategy is clearly discernable. Clearly, a substantial chunk of the new EU budget is earmarked to deal with the financing of cross-border European infrastructure, impact-intensive budgeting for research and innovation programmes and a re-focus on the development of human capital in the field of education and lifelong learning. In brief, what is novel with the next EU budget is the way it is being suggested the money be spent. In this respect, the new EU budget prescribes greater emphasis on results and performance by introducing new concepts in the financial programming underpinning several key EU policies. These include, for
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instance, stronger conditionality in the allotment and final expenditure of the EU’s structural funds in the context of cohesion policy, the so-called ‘greening’ of direct payments to farmers under CAP and the establishment of a new crossborder infrastructural development initiative called ‘Connecting Europe Facility’.
Bringing Added Value – A Preliminary Maltese Business Assessment The latter financing programme truly embodies the purported aims of the EU budget, which is to bring added value at a pan-EU level. The ‘Connecting Europe Facility’ has been elaborated to finance the missing infrastructural links in energy, transport and information technology within the EU’s internal market. A practical example, amongst the several proposed projects for EU financing, is the part-financing of the underwater electricity inter-connector between Malta and Sicily. On cohesion policy, the major development of interest to Maltese business is the proposal to introduce a new category of region – ‘transition regions’ to replace the current phasing-out and phasing-in system. This category will include all regions with a GDP per capita between 75% and 90% of the EU-27 average. Malta will most likely fall within this new category given the current GDP per capita standing at 81% of the EU average. In practical terms, this new category will limit the reduction in aid intensity that would otherwise occur should Malta drop from its current “convergence region” to “competitiveness region” status. In this regard, the Commission is proposing that “transition regions” would retain two-thirds of their previous allocations for the incoming budgetary period. This is a balanced proposal as it would be politically counterproductive to reduce EU funding for those member states and regions which have exceeded the 75% of GDP threshold
but are currently facing economic restructuring challenges. It is important for Malta to retain the best possible receipt levels of EU funds. The proposed increases in the EU budget for research and innovation purposes is a commendable move, however, given the specific realities of Malta’s economic structure, it is pertinent to note that growth and jobs are mostly created in those sectors linked to service activities such as tourism, financial services, ICT and i-gaming. Therefore appropriate funding support should be dedicated in proportion to the different sectors’ potential and recorded performance in actively contributing towards Malta’s GDP growth.
Specifically, with regards to tourism, the best added value for the hospitality sector in Malta will undoubtedly remain the ability for the Maltese Government to draw down EU cohesion funding for infrastructural upgrades and the possibility to further develop the Tourism grant aid schemes managed in recent years by the MTA. The growth in the budgetary allocation as well as in the scope of the EU-funded activities that could potentially be undertaken by Maltese tourism operators would be greatly welcomed by all stakeholders. A novel concept of ‘conditionality’ is also being introduced in relation to the implementation of cohesion policy. Cohesion funding for “transition regions” is targeted to a number of priorities, with the entire ERDF allocation to be devoted to energy efficiency, renewables, SME competitiveness and innovation. This is somewhat of a curb on the member states’ ability to decide on their own funding priorities. Flexibility should be retained as much as possible in order to ensure that the infrastructural development gaps across the internal market are effectively bridged. Consequently, in the
case of Malta, public investments in environmental and waste management projects should still be able to benefit from EU co-financing support. The conditionality test should be respectful of subsidiarity and the recognition that different regions and member-states have varying investment deficits.
The Way Forward The launch of the Commission proposals at the end of June marked the start of what is likely to be a longdrawn-out debate between the EU institutions and the member states represented in the Council. This initial stage amounts to the presentation of the proposed budgetary policy approach by the European Commission. The substantive details that will determine the shape and final course of the intense negotiation process involving member states’ governments are yet to be unveiled. At the time of writing, the Commission has chartered the timeframes for the publications of the draft texts of several regulations dealing with the management of different EU funding instruments, such as the ERDF, ETC (European Territorial Cooperation) and the ESF. The more controversial items dealing with the creation of ‘own resources’ for the EU, namely the proposal for a financial transactions tax and a modernised EU VAT system, remain too contentious even at planning stage for more details to be known about them yet. However, the Commission’s commitment to submit the necessary legislative texts in order to allow enough time for the Council discussions to take place with the intent to adopt the new multiannual financial framework on time on the 1st January 2014 is a pledge that the EU institutions are keen to be seen strictly delivering upon. For more information on EU affairs related to business, contact the MBB on 21251719 or email info@mbb.org.mt You can also visit www.mbb.org.mt
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The inner room - the oldest part of the building
Birgu’s Best Known Secret Marika Azzopardi Things do happen for a reason. I had never stepped inside Birgu’s Del Borgo, so once there to meet joint owners Ingrid Dalli and Alan Mercieca Bons, I could savour it as any other first-time visitor would. Chancing upon the wine bar cum wineshop cum café on a quiet morning as both owners sit quietly sipping coffee, I can marvel at the place’s character in relative peace. Del Borgo sits unobtrusively in an alley just inside Vittoriosa. The entire space it occupies was originally the servants’ quarters of a grand old palazzo that has, for several years been the premises of St Dominic’s
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Band Club. The band club had utilised the vacant servants’ quarters as a store and these were eventually completely transformed seven years ago when Del Borgo was born. Alan Mercieca Bons says,
“The first time I clapped my eyes on these quarters, I was involved in marketing after having done a fair stint at ITS and in catering in Malta as well as in Scotland. My marketing job brought me in touch with this
“We have found that clients like to take some wine back home to share into the night. The idea of offering retail-priced wine for them to buy there and then has worked well.”
Hobza mimlija Maltija
building and I was involved in trying to assist the band club in selling the space. Nobody seemed interested, especially since, at the time, Birgu was as yet not as popular a location as it is today. I visualised ideas that would help me sell the space and slowly I managed to convince myself that I could take it on myself.” He did not need to do much convincing when it came to Ingrid, whom he took along one day “just to see”. After having worked in the insurance business and then in the beauty business, she was titillated by the idea of co-owning such a
daring new venture and it was a sure-fire ‘yes’ from the word ‘go’. “I could immediately feel that there was potential here, and when Alan told me of his idea – to take it over and turn it into a catering establishment I knew it was what I wanted to do too.” What she lacked in catering experience, she made up for in dedication and instinctive entrepreneurship. The old building has been cleverly and undeniably transformed whilst retaining its rustic quality and traditional layout. Although seemingly small, Del Borgo has
been ably styled to comfortably hold a grand total of 80 covers and can welcome up to 200 standing guests. Even at its quietest moments, when it is void of its usual miscellany of clients, the place is abuzz with energy and it is easy to appreciate why. Colour and lively design fill up the space, aided also by curious modern furniture pieces that are included as part of a promotion courtesy of Domestica, with the Fat Boy and Kartell brands. It helps to have good drink and food on the premises. There is the well-stocked bar which is surprisingly grand for such a small place, and the retail section that includes a range of quality traditional local foods available for sale to clients. Consider the wine. Del Borgo boasts 300 different wines on its wine list, including Maltese, Italian and French wines, along with some recently added varieties hailing from Austria, Lebanon, New Zealand and Portugal. Then there are another 200 varieties of wine ready to be purchased at retail cost. “We have found
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Interested Interested about about what what is is happening happening in in the the Tourism Tourism Industry? Industry? So So are are we we The hotel industry is facing challenging times. The hotel industry is facing challenging times. More than ever, access to deep, current market More than ever, access to deep, current market intelligence is vital for strategic decision making. intelligence is vital for strategic decision making. The BOV MHRA Hotel Survey by Deloitte offers the The BOV MHRA Hotel Survey by Deloitte offers the latest information on hotel performance and market latest information on hotel performance and market trends. trends.
Deloitte Services Limited Deloitte Services Limited Deloitte Place, Mriehel Bypass, Mriehel BKR3000 - Malta Deloitte Place, Mriehel Bypass, Mriehel BKR3000 - Malta Tel: +356 23432000 Tel: +356 23432000 Fax: +356 21318196 Fax: +356 21318196 E-mail: mhrasurvey@deloitte.com.mt E-mail: mhrasurvey@deloitte.com.mt © 2011 Deloitte Malta © 2011 Deloitte Malta
Why participate? Why participate? • Understand the trends in the tourism and • Understand the trends in the tourism and hospitality industry. hospitality industry. • Obtain a copy of detailed results. • Obtain a copy of detailed results. • Confidentiality - you are assured of complete data • Confidentiality - you are assured of complete data confidentiality. confidentiality. • Subscribe to the detailed Benchmarking reports • Subscribe to the detailed Benchmarking reports that give you the opportunity to compare your that give you the opportunity to compare your hotel’s performance against other hotels in the hotel’s performance against other hotels in the sector. sector. • Additional information focusing on the regional • Additional information focusing on the regional areas within the Maltese islands as well as areas within the Maltese islands as well as international data pertaining to similar locations. international data pertaining to similar locations. The BOV MHRA Survey by Deloitte runs as an industry initiative by MHRA, so there is no charge for hotels that take part. All participants are entitled to receive The BOV MHRA Survey by Deloitte runs as an industry initiative by MHRA, so complimentary electronic copies of the report for the quarter they participate in. there is no charge for hotels that take part. All participants are entitled to receive Benchmarking reports are also available on request, at a charge. To participate in complimentary electronic copies of the report for the quarter they participate in. the survey please send an email to mhrasurvey@deloitte.com.mt. Benchmarking reports are also available on request, at a charge. To participate in the survey please send an email to mhrasurvey@deloitte.com.mt.
The menu is definitely not a restaurant menu but offers a healthy mix of eating options to tantalise most palates including glutenfree requirements and diet-fads. There are platters, chiefly Maltese and Greek; food to share; Tapas to nibble on; salads; traditional Maltese and Gozitan foods and fried stuff.
that clients like to take some wine back home to share into the night. The idea of offering retail-priced wine for them to buy there and then has worked well,” explains Ingrid. But who are the Del Borgo clients?
Importers and Suppliers of Fresh Fruit & Vegetables for Restaurants, Hotels, Supermarkets and Ship Chandlers. Stores: 9 Valletta Road, Qormi Office: 10 Valletta Road, Qormi Tel: 21486642, 21486635 Fax: 21486646 Mob: 99491263, 99421955 Email: davidvellatrd@onvol.net
“Most are locals, and we reckon some 75% of our trade is thanks to repeat local clientele. However we get lots of tourists passing through and these walk up from the marina routinely, even late at night when they want to take something delicious to nibble back on their boat. Even in this regard, we do get repeat visitors. Just recently we had a student visiting with her family after she had been here with her friend last year. It’s a pleasure to know that whilst these visitors pass through several different ports not only around the Med, they choose to return here and enjoy it every time.” Establishing a working regimen that involves both of them opening up shop each and every evening from 5pm till late has not been easy. They both admit the first two years were the hardest, as they both worked around new ideas, to establish Del Borgo firmly within its category. Alan says, “It was high risk setting up a wine bar back when wine appreciation was still in its infancy here in Malta. It was an even higher risk establishing such a wine bar in Birgu. But it worked out well. We attempted to not only offer excellent wines but also to complement these with some light but fine dining.” The menu is definitely not a restaurant menu but offers a healthy mix of eating options to tantalise most palates, including gluten-free requirements and diet-fads. There are platters, chiefly Maltese and Greek; food to share; Tapas to nibble on; salads; traditional Maltese and Gozitan foods and fried stuff. There are rich combinations of tastes, such as the Parmiggiano and honey concoction, or the home-made Ravjoli, and some delicious ‘Fagottini di pere e noci’, which are caramelised for that distinctly different taste. Ingrid admits she has taken to the kitchen with relish even whilst the job of managing and running Del Borgo calls both of them to be hands-on, whatever needs to be done. “The kitchen is a very small one but we work excellently with our very effective small team. It is impor-
Del Borgo’s 6th Anniversay - the yearly event
tant to have the right kind of people working together and we have found this of great support. Then again, we like to be part of great events such as the BirguFest which is yet another great invention of Birgu’s mayor Mr Boxall – it has certainly worked well to promote both the location and local businesses such as ours. We have had two weddings and two engagements celebrated here and every year we celebrate our July anniversary with a huge party that spills out into the street and welcomes close to 400 guests.” Del Borgo can definitely become busy, not only during big events. Alan admits that sometimes he has to refuse people at the door, especially during the weekends, when he recommends people pre-book to avoid disappointment. The fact that the Del Borgo Facebook page enjoys some 3000 friends is proof that there is more to Del Borgo than just wining and dining. Perhaps it is the charm of the place, the charm of the owners, the charm of Birgu at night, or all three combined.
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GO Makes Multi-Million Investment in Mobile Network GO – Malta’s leading quad-play communications operator – will soon be able to offer faster mobile broadband and more reliable voice services to its subscribers. GO is revamping its existing GSM and 3G networks through the replacement of the current infrastructure and doubling the number of base stations to provide high quality network and reliable voice and mobile data connections both indoors and outdoors. GO has selected Nokia Siemens Networks to provide the new radio mobile backhaul network and related services. The agreement was signed by David Kay, GO’s Chief Executive Officer and Joao Picoito, Head of the South East Europe Region Nokia Siemens Networks in the presence of The Hon. Charlo Bonnici, Parliamentary Secretary in the Ministry of Infrastructure, Transport and Communications. Speaking about the benefits of the new network, David Kay, GO’s Chief Executive Officer said: “The ambitious project entails massive expansion of the 3G mobile coverage footprint, making it the widest in Malta, working with the latest technology that will ensure high network quality as well as reliable voice and fast mobile data connections seamlessly across Malta and Gozo.” “The project will involve the replacement of the entire existing GSM and 3G radio infrastructure with stateof-the-art equipment from Nokia Siemens Networks. The quantity of mobile transmission sites will also be significantly increased, giving GO’s customers the benefit of a superior mobile experience, for both voice and data, the latter being the main area of growth in mobile communications today.” “With a broadband penetration
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higher than the European Union average, Malta continues to witness an increasing demand for improved data services, especially from companies and organisations. Additionally, more than a million tourists who visit the country every year make a very attractive potential customer base,” said Joao Picoito, head of the South East Europe region, Nokia Siemens Networks. “It is, therefore, important for operators such as GO to prepare their networks to offer high-speed mobile broadband services and to withstand any surge in data and voice traffic.” Nokia Siemens Networks will replace GO’s existing radio mobile network with its energy-efficient, compact Flexi Multiradio Base Stations. In addition, the company will add new sites to expand coverage and improve network performance. GO will deploy Nokia Siemens Networks’ NetAct network management system to efficiently monitor, optimise and configure its network. GO’s customers will experience an improved performance on mobile voice calls as well as higher mobile broadband speeds for their smartphones and mobile laptops.
In addition to providing industryleading performance upon deployment, the platform chosen by GO will provide a stable base for the introduction of the next generation of mobile technology, such as 4G, as it becomes available. GO has taken the opportunity to opt for a ‘green’ technology that is substantially more energy-efficient than the one it is replacing, thus contributing to the fulfilment of the company’s social responsibility objectives. The replacement of a live network is a challenging project, but is being planned in such a way as to limit the inconvenience to customers – and to third parties that host GO’s base stations - to the very minimum. The project is expected to be completed in slightly more than a year, but customers will benefit from improved performance earlier, as specific phases of the project are completed. Earlier this year GO completed the replacement of its network core which switches calls. So this project means a complete overhaul of the infrastructure launched by GO mobile in 2000. This investment forms part of the €100 million that GO is committed to investing over a 6-year period.
From left: Joao Picoito, Head of the South East Europe Region Nokia Siemens Networks and David Kay, Chief Executive Officer, GO plc shake hands after signing the agreement for GO’s multi-million investment in mobile network. The Hon. Charlo Bonnici (far right), Parliamentary Secretary in the Ministry of Infrastructure, Transport and Communications looks on.
Delicata 2011 Harvest Ends and Re-Grafted Vines Flourish All the grapes from the 2011 Maltese and Gozitan grape harvest have now been pressed at Delicata’s state-of-theart fermentation hall at the company’s winery on Paola waterfront. The last variety to be pressed this year, on the 15th September, was Malta’s indigenous white grape variety Girgentina and a few days before that Gellewza, Malta’s indigenous red. All the grapes accepted at the Delicata winery this year are of either D.O.K. or I.G.T. quality. Pressing at the Delicata winery began on 4th August with the two white grape varieties Sauvignon Blanc and Chardonnay. In total 18 different Malta- and Gozo-grown grape varieties were pressed by Delicata during the 6-week pressing period. In general, the 2011 Maltese grape harvest was low-yielding, but as is usually the case in these circumstances, ‘when the volume is down the quality is up’, which is always good news for the consumer. Other than a few days in mid-July, when temperatures exceeded 35 degrees Centigrade, this year’s night and daytime temperatures, during the ripening period, were relatively cooler than in recent years. And the good news for the indigenous varieties was that the good weather continued right up until the last grapes were hand-picked in midSeptember. The resulting wines this year should turn out to be more fruitdriven, more concentrated and have pronounced varietal characteristics. Another highly important viticultural activity that took place this year was a re-grafting exercise to rebalance the shortfall of white grapes grown on Malta and Gozo, against the surplus amount of reds growing. Due to significant market changes during the last decade, many of the Maltese winemakers find themselves
Re-grafted Sauvignon Blanc vines after just 12 weeks
in a position whereby there are too many red grapes being grown in Malta and Gozo and not enough whites. To re-plant more white vines would not only have meant waiting four years for grapes, at a significant extra cost to the farmer, but this would not have solved the problem the farmers faced to sell the red grapes that are surplus to requirements! Whereas with re-grafting, if done properly, only one year’s production should be lost. So to help address this problem, funds to subsidise a regrafting project were allocated by the government, covering all expenses for the farmers who re-grafted. Prior to the re-grafting exercise each vigneron had to clean and prepare the identified vines, and irrigate and maintain them once re-grafting was completed. In all over 60 tumoli, planted with approximately 33,000 vines, were re-grafted using t-bud and chip-bud grafting techniques. Under this project, the Delicata vines that were re-grafted in June this year have flourished and the company has achieved an above 98% success rate with its re-grafted Chardonnay, Sauvignon Blanc and
Moscato grape varieties. This is thanks to the after-care service of its contracted vignerons under the close supervision of Delicata’s viticultural team. Particular credit, however, must go to the professionalism of the French company that performed the re-grafting exercise, Worldwide Vineyards, which did such a good job and freely transferred the knowledge required on how to re-graft successfully to the Maltese and Gozitan growers. More red vines, covering an additional 130 tumoli, are scheduled to be re-grafted over the coming two years and, thanks to their newly acquired skill, this will be carried out by local vignerons. Delicata’s re-grafted vines should reach full production by next year, ready for the 2012 grape harvest. The additional white grapes will allow Delicata to increase its production levels of popular white wines, where demand outweighs supply, wines like D.O.K. Malta Gran Cavalier Sauvignon Blanc, Medina Sauvignon Blanc and Victoria Heights Chardonnay made from D.O.K. Gozo grapes to mention just a few.
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The Dolmen Resort Hotel embodies the powerful lure of the island, fusing past and present seamlessly, with plentiful bars, 5 pools, an all night casino, conference centre, watersports, spa and clubs all swirling around an authentic Neolithic Dolmen that stands undisturbed in the landscaped gardens. Like Malta, The Dolmen Resort Hotel can offer you everything for every mood and welcomes guests to bask in this perfect sun haven.
The Oracle Conference Centre is one of the largest, first rate, purpose built conference centre ready to accommodate 1200 delegates. Conference style is flexible with a choice of a theatre layout or smaller meetings split into a main hall and 5 sound - proofed syndicate rooms. The Oracle Conference Centre is also transformed into a first - class banqueting hall for sumptuous events where attention is on every detail.
Experience it. T (356) 2355 2355 · F (356) 2355 5666 E sales@dolmen.com.mt · W www.dolmen.com.mt QaWra sEa FronT · sT. Paul’s Bay sPB2402 MalTa
Where the Ferrero story all started in Alba
From Alba with Love The Ferrero Story Victor Calleja The sweet taste of chocolate is one of the most gratifying and anything connected to the Ferrero group is just heaven − Nutella on bread, Ferrero chocolates. This is what heaven must be like: a chocolate-covered, guilt-free, zero-calorie, cholesterol-busting world where the more chocolate you eat the better you feel and no one as much as hints about tooth decay or some such problem. But just as eating only chocolate can’t be good for you so the modern way of turning all pleasure into a guilt trip must be wrong; woefully wrong for all those who deprive themselves of chocolate in all its various guises and distinguishing
characteristics. Chocolate, in fact, if indulged in moderation, can have salutary effects on our body. The added effects of giving energy, helping moods and being a great snack, need to be emphasised more in a world where it has become
normal to be obese or wafer-thin. Today Ferrero, besides chocolate favourites like Nutella, Ferrero Rocher, Mon Cheri and Kinder, produces various other ranges like Estathe, Gran Soleil, Tic Tac and other non-chocolate, but delicious
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stuff, to make any diet-freak break into a sweat and enjoy the bit of heaven Ferrero dishes out on earth. Ferrero is loved the world over and the company just loves Malta. Not because we have a terribly sweet tooth but because we are a great testing ground for their products, including their ever-growing range of products developed or tranformed for a hot climate. As all chocoholics know, summer and chocolate aren’t the best buddies but the everinventive team at Ferrero are slowly managing to make chocolate products more heat-resistant. Malta is a particularly good sounding ground for Ferrero products as consumer tests held here are found to be quite effective and dependent when the product is then launched in other, bigger markets. Malta is small, easily reached and marketing can be monitored more easily than in places like Sicily or mainland Italy. The good mix of foreigners and tourists in Malta makes it ideal for these tests and Ferrero executives have found that Malta has a market which is very reactive, therefore any product which is launched and advertised here produces very valid indicators for other, more widespread and bigger, markets. Since 2005 Ferrero have tried and tested various products in Malta. We are seen as savvy and have good advanced consumer patterns. Another very important factor which Ferrero believes in tremendously is agency loyalty. Ferrero has been represented by P Cutajar & Co for the last 44 years. Throughout these years Ferrero has found P Cutajar to symbolise high quality, not just in the quantity of Ferrero products sold in Malta and Gozo, but also in the way the products are handled, marketed and distributed. Ferrero’s story is definitely a fabled one. Roald Dahl’s Charlie and the Chocolate Factory is a great favourite with kids of all ages. But unlike the Dahl one, the Ferrero story isn’t a part of fiction and fable but a real one with sweetness and,
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true to life with also a sad bitter part: this year 47 year old Pietro, the heir to the Ferrero dynasty, died of a heart attack while cycling in Cape Town in April 2011. This tragedy adds poignancy to a story of resilience, resourcefulness, great taste and individuality. The whole story of the Ferrero brand starts in a little cake shop in Alba back in war-ravaged 1942-Italy. Ferrero was subsequently transformed into a huge multinational company employing 20,000 people, with a revenue of over 6 billion Euros and a wide range of exquisite products synonymous with quality the world over. In 1942 Pietro Ferrero opened his first laboratory in Via Rattazzi in Alba, Piedmont Italy where Ferrero still has one of its biggest factories. While Pietro went to his laboratory to develop tasteful delicacies that have been the hallmark of Ferrero, his wife remained running the confectionery shop which was used as a good base to sell the newlylaunched chocolate products. War does not encourage the sweet industry at all as even the most essential of ingredients are scarce and although necessity, as the cliché goes, is the mother of invention, during the starving war years anything connected to food, especially sweets, seems a definite mirage. Pietro Ferrero looked around, saw the abundance of hazelnuts in Piedmont and used them as a base to develop the first Ferrero product: the Gianduja Pasta which was delicious on bread and cost a trifle compared to normal chocolate. This was the first step towards getting even the underprivileged to experience something as good as the delicacies available at confectioneries which at the time seemed elitist and expensive. Pietro Ferrero with his Gianduja changed all this. From there the Ferrero tradition of creating good products marketed in a most original and effective way was born. Pietro’s younger brother
Giovanni was the one who moved the sought-after Pasta Gianduja further afield from Alba to the soonto-be-thriving metropolis of Milan. From a company with a few trucks to an enterprising and ever-growing company, was one short step. In 1949 Pietro died at the young age of 51. His brother Giovanni took over as head of Ferrero and moved the Ferrero name into the fifties, where it soon became highly recognised and a market leader. New ideas kept being developed and the first precursor of Nutella was successfully marketed--Supercrema would then change name and take the world by sweet storm. In the fifties Pietro’s son Michele joined the company and his vision and entrepreneurship eventually turned Ferrero into the multinational company it is today. Behind his uncle’s back, Michele promoted Sultanino, a small chocolate stick. Giovanni was not convinced about Sultanino, but Michele, even then with a nose for innovation and market research, secretly contacted some wholesalers,
Ferrero launched what must be one of the most loved, innovative and successful brands. Nutella hit the markets and was an instant success, a success which has even led sociologists to study its rationale.
and the day after the first orders started piling in. In 1956 Ferrero established its first base out of Italy, in Germany, where it was an instant success. It then launched one of its most successful and loved products: Mon Cheri, a praline made of delicious Ferrero chocolate with a cherry at its heart. This was initially marketed for the German taste buds but eventually achieved global success. When Giovanni died, Michele took over in 1957. Michele was a great innovator not just in the product range and at the workplace but also in his promotional methods. Ferrero always believed in a good product marketed well. These two ingredients definitely make the best pillars for creating brand equity which lasts. The Italian economic boom of the sixties saw Ferrero grow exponentially, opening its French base and using machinery that produces chocolate at an unbelievable rate. At this point, Ferrero even started encouraging farmers in the south to cultivate hazelnuts, one of Ferrero’s fundamental ingredients. In 1962 Michele married Maria Franca and they had two sons, Pietro and Giovanni. The Ferrero machine conquered various other countries including Britain, and in Piccadilly Square Mon Cheri was one of the lit-up highlights. Later years saw the giant advert changed to Tic Tac and Ferrero Rocher, two other big brands in the Ferrero stable which have really captured world renown. In 1964, while Malta launched into its new-found independence from its colonial past, Ferrero launched what must be one of the most loved, innovative and successful brands. Nutella hit the markets and was an instant success, a success which has even led sociologists to study its rationale. Michele had shown his genius by turning the previously successful but hardly iconic Supercrema product into a brand that has been an
unbelievable and enviable success for nearly 50 years. Success for Ferrero was unstoppable. Michele asked all his top managers to meet and together establish the vision for making the Ferrero group a pan-European entity. He foresaw the globalisation phenomenon and was more than prepared to be, not just part of it, but a mover of it. By this time Ferrero had already surpassed every other sweet producer in Europe in scale, availability and recognition. In 1967 the Malta connection was born. A successful company like Ferrero would not choose just anyone and the choice fell on one of the most prestigious companies in Malta: P Cutajar & Co, a company founded way back in 1861, with a strong reputation and excellent trading history. The Kinder Cioccolato was now established with the winning slogan of “piu latte meno cacao” (more milk less cacao) which managed to enter the psyche of most Italians through the now all-pervasive advertising, especially on TV. If this worked for children why not adults? Same good taste, same pick-me-up feeling was put into the idea of Pocket Coffee, a chocolate coating with a coffee centre. This was a real success in Italy where coffee and good taste are vital—so in the absence of a real “café” the next best thing is a tiny power-packed chocolate with coffee inside it. Tic Tac was introduced in 1969. The Ferrero brand could easily go from chocolate and nuts to other foods and tastes. Later Ferrero also branched out into beverages. The Tic Tac packaging was another first: a small dispenser which gave just one sweet at a time was hailed as a
real marketing winner worldwide. Tic Tac was the ideal product to penetrate the lucrative US market. Ferrero had now gone beyond the ocean and into another continent. New York and the rest of the States were slowly, but surely, falling in love with Ferrero’s tasty offerings and savvy marketing. Estathé, a tea infusion which also won an outstanding market share, was launched in the seventies. This was followed by Kinder Sorpresa, another product which was highly marketable in 1974 and still is. The Seventies kept seeing worldwide expansion for Ferrero and in 1980 Ferrero Int BV became the holding company. The eighties saw new developments and in 1982 one of those special chocolate gems was born: Ferrero Rocher, a whole hazelnut covered in a wonderful chocolate and wafer concoction. In its near-thirty year life Ferrero Rocher has given consumers a joy to eat and to give out as a really memorable present to turn sweet any soured encounter or relationship.
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It was apt that in 1983, just a year after the launch of Ferrero Rocher, the Ferrero Foundation was born. The guiding principles of the foundation are: working, creating, giving (“lavorare, creare, donare”). Ferrero’s ideal, since its inception, was not just to create wealth for the owners, and worthwhile and dependable work for its employees, but also to give social assistance wherever possible. Ferrero took a more worldwide image in the nineties with marketing that was closely tied to world events like world cups, and the advertising and merchandising further contributed to the enjoyment of the football itself. More products like Kinder Bueno and Raffaello and a whole range of yogurt-based products—the Yogo Brioss--were launched successfully. In 1996 Ferrero celebrated its first 50 years. By now they were in most countries and leaders in confectionery nearly everywhere, but the passion of the first fifty years remained consistently the same: to make life a bit sweeter for everyone. 1997 saw the entry of the new generation: Pietro and Giovanni came in and became joint CEOs of a company with a great story behind it. The new millennium was ushered in with Ferrero becoming
a more established multinational with ever growing revenues all over the world. In 2003 Kinder Happy Hippo hit the markets: it was the first Kinder product which was not chocolate-based and the first product specifically targeted for children. In 2004 Nutella celebrated its 40th grand year of making humans appreciate life’s sweet parts even more than ever before. In 2005 Michele Ferrero celebrated his 80th birthday and the reserved innovator and leader was made Cavaliere di Gran Croce, the highest honour the Italian state can give a citizen. Ferrero then further consolidated itself and Ferrero Gran Soleil was launched in 2006. The product is quite revolutionary as it is a
dessert in liquid state available and sold in shops and kept at normal room temperature. Once bought Gran Soleil can be frozen and transformed into a delicious cold dessert. Adopting a unique and patented technology which uses only natural ingredients, the product is easily transported and delivered. It is low in fats and high in wholesome ingredients. It is an ideal end to any meal. It is also a great way of appreciating a real Italian taste with less troubled eyes being cast by the diet-watchers. In 2009 Ferrero was chosen as the most recognisable brand in the world and the most dependable. This enviable reputation was backed by the Reputation Institute of New York after surveying over 60,000 people in 32 countries. A truly deserved endorsement for a firm which has put all its efforts towards keeping its brands as the best possible. 2011 was the year when tragedy hit the family:Pietro Ferrero died. Leading personalities from Italy and all over the world flocked to his funeral. The family that gave so much joy to the world was plunged in sadness. But the Ferrero spirit of resilience goes on even after the tragedy. The Ferrero story moved on and the world is assured of some great tastes with a sweet touch to soften the most hardened and soured people around.
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Tough on dirt gentle on the environment
ecoforce – sustainable cleaning without compromise Delivering outstanding cleaning results, all products are independently certified by the European ecolabel to be better for your health, have lower environmental impact and contribute to a sustainable economy. For more information about our full range of ecoforce products please contact us at:
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The advantages of having a Green Washroom Going green is no longer simply about using recycled products. Being “green” is about using products that create a healthy living and enhance the working environment. Green products consider all aspects of their production process. Bay West is the first UK brand to provide a range of accredited environmentally preferred washroom products. Over a year, a busy washroom consumes a vast amount of paper products. Whilst recycled paper products and improved dispenser designs have gone some way to creating a greener environment this is not enough. The Bay View range has attained the stringent EU Eco label in every part of the manufacturing process and therefore using this range in your outlet will guarantee you will have a truly green washroom. Speak to us, we have the right green solution for you. In great-looking dispensers which need not be green in colour.
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Mnajdra, Neolithic Temple in Malta.
Future Development Tourism at Tertiary Level: A Look at the Institute for Tourism, Travel and Culture – University of Malta Nadia Theuma Malta has been an important destination for travellers since time immemorial. It formed part of the Grand Tour itinerary and was a must-see for travellers and chroniclers of European history. In modern times, Malta, like Spain and southern France, has been at the forefront of tourism activity since the early 1950s. With Malta being a British colony at the time of foreign currency restrictions, the ‘Britain outside home’ status gave it a headstart over other destinations; Britons could spend as much as they wanted here. Other attractions include the highest concentration of heritage outside Rome, seven World Heritage Sites, an eclectic culture, gastronomy and language. As an economic activity, tourism is the main pillar of the Maltese economy. It affects various sectors – accommodation (and consequently the construction industry), transport, retail, arts, culture and
heritage, health, agriculture and the environment. Despite this, tourism education in Malta has been rather slow to take off. Training in the tourism and hospitality sector was seen primarily as a means to an
end, and little research or in-depth study was carried out. Tourism was first offered at tertiary level in Malta 15 years ago; the University, through funding from the then Parliamentary Secretary for
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As an economic activity, tourism is the main pillar of the Maltese economy. It affects various sectors: accommodation (and consequently the construction industry), transport, retail, arts, culture and heritage, health, agriculture and the environment. Despite this, tourism education in Malta has been rather slow to take off.
Tourism, established the Tourism Unit within the Faculty of Economics, Management and Accountancy (FEMA). ITS students graduating with a Higher Hotel Diploma could continue studying at University and obtain a B.A. (Hons) in Tourism Studies. In 2000 the University of Malta started to offer a full BA (Hons) Course, continuing its access to ITS students. In May 2008, the Department of Tourism Studies was set up, followed by the Institute for Tourism, Travel and Culture (ITTC) in 2010. Within a few months of its establishment, the Institute has achieved major milestones in the area of Tourism education at Tertiary level. This article will focus on the work conducted so
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far and the future plans for tourism education in Malta of this young but dynamic institute whose main aim is to put Malta on the map of international tourism education.
Background – From the Beginning to Today The work completed in the past 15 years has been of major importance. Over 300 students have graduated to date with a BA (Gen) and a BA (Hons) Tourism, including a good number of foreign students. Most of these graduates are now employed in national or private entities in the tourism (policy, hospitality), travel and heritage sectors. In the area of post-graduate studies at MA level, in partnership with Heritage Malta, the Master’s Programme in Cultural Heritage Management was created in 2005. And in October 2010, the Institute launched the Master’s in Tourism, a programme of taught study-units, practical research and practicum, and researched dissertation. The Institute also offers a Ph.D programme – there are currently two doctoral students registered with the Institute. Other programmes include the part-time Diploma in Gastronomy. Plans are in hand for a Master’s in Food Studies, a Master’s in Hospitality and a CPD programme of courses aimed specifically at employees in the hospitality, heritage and culture sectors.
The Future At a time when an international economic crisis is forcing a number of tourism enterprises to close down their businesses, the Institute for Tourism, Travel and Culture is in expansion mode - investing new energies in designing new courses and upgrading the current ones. Time of crises is also time for regeneration – we need to be equipped for the new wave of tourism that will emerge following this crisis. Our multi-disciplinary approach
Mnajdra, Neolithic Temple in Malta.
looks at the five pillars of tourism: culture, heritage, travel, marketing and management, and policy and development. In addition, our courses also address elements that are essential in creating a new tourism culture, namely innovation, branding and entrepreneurship. The often-repeated criticism of universities as ivory towers does not really apply to this fledgling Institute. The road to travel is long indeed, and it is important that we keep our feet firmly on the ground. Working with traditional bureaucracies is not always easy and at times a new idea takes time to develop and materialise. However the culture is right, there is backing from the University administration as well as the respect of stakeholders in the industry, and we are confident that our work will help to make Malta a destination of choice, by contributing towards a well-educated workforce, providing guidelines for policy through our research activity and by helping the industry to embrace innovative ideas. Further details about ITTC programmes, C P D courses and entry requirements can be obtained from www.um.edu. mt/ittc, or email ittc@um.edu.mt
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Gastronomy Essentials Training
Three new “high-level” seminars for professional Chefs and Cooks from all over Europe will take place in November in Limassol, Cyprus. These seminars will focus on New Culinary Techniques (2nd level molecular cuisine – advanced), Greek Creative & Mediterranean Cuisine and Buffet Decoration
Methods, used by leading hotels and restaurants in the world. The support of the Cyprus Tourism Organisation and the Cyprus Hotel Association, which have placed “Gastronomy Essentials Training” under their auspices, underlines the importance of the events and the contribution that food tourism makes to Cyprus. Chefs from all the Mediterranean countries are expected to attend. Well-known food journalists from wide circulation gastronomy and tourism magazines in Europe and the Mediterranean have been invited to the seminars. Moreover, the purpose of setting up the “Gastronomy Essentials Training” programmes is to turn Cyprus into a “Training Hub for Culinary Arts in the Mediterranean”, keeping abreast of all the latest developments in the
field of Culinary Arts and Pastry worldwide.
For reservations or additional information please contact Mr. Harry Haralambidis Tel.: (+30) 6972444820 or via e-mail to gastronomy_essentials@ mail.com
Travel in luxury, style and comfort. Whether you’re travelling on business or pleasure, the La Valette Club offers a haven of peace at Malta International Airport. Lounge facilities are also available on a one-off basis for as little as €29. Price includes: • Comfortable Atmosphere
• Telephone & Fax Services
• Complimentary Snacks and Refreshments
• TV, Newspapers & Magazines
(Alcoholic and Non Alcoholic) • WI-FI Zone & Internet Terminals
• Flight Information Monitors • Smoking Area
Contact us now for more info. We look forward to welcoming you!
Malta International Airport plc., Luqa LQA 4000, Malta Tel: (+356) 2369 6292 / 6016 Freephone: 8007 6666 Fax: (+356) 2124 3042 Email: info@lavaletteclub.com www.lavaletteclub.com
Tourism Zone Upgrade with Urban Landscaped Urban Spaces and Other Facilities On the 6th of September Parliamentary Secretary for Tourism, Environment and Culture, Dr Mario de Marco inaugurated the extension of the St Paul’s Bay Promenade, a project of €1.4 million co-financed by the EU through the European Regional Development Fund and implemented by the Malta Tourism Authority. The project, which is only part of a broader development plan for the area, has extended the existent promenade by 1km and has added an 80m cantilevered balcony. Extensive works were required for this project to be concluded, including the investigation, reorganisation and repairs (where necessary) of underground water culverts, utility services and sewers. This project is only one of a series of initiatives carried out with the objective of enhancing the Maltese tourism product. The
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promenade is another open space that may be enjoyed by locals and tourists who visit the area. The investment in the tourism product in the Northern part of Malta is necessary to improve and upgrade the tourism offer in this area and the overall project stands at a cost of €20 million, which is co-financed by the European Union. The embellishment of this area marks the start of other projects which are lined up for the coming months. In fact the tourism product offer will benefit through initiatives such as the development of a Public Aquarium and Marine Attraction in Qawra which will be carried out through a private-public partnership agreement. Other projects in Pembroke include the restoration of the Madliena Tower and its surrounding military structures, the garigue heritage park, the construction of a cycling/walking trail and the land-
scaping of a public area which will be transformed into lush gardens in order to enhance the surrounding environment. Works on these projects have already started. As works on the promenade were being carried out, an old military WWII machine gun post was uncovered. This was an unforeseen event that was amongst the factors that delayed the completion of the project. Being considered as a part of Maltese military heritage, the post had to be surveyed, excavated and documented, and will now be restored. This will offer an added cultural attraction which visitors to the islands and the Maltese public can enjoy. The MTA recognises the potential of this tourist area and has secured EU funding and investment to upgrade parts of it, and will endeavour to continue to strive for the satisfactory conclusion of these various projects.
Malta Enterprise Energy Audits: Helping Maltese Tourist Operators Become More Energy Efficient Research shows that businesses can save an average of around 20% of their energy costs with smarter energy use, with tourism-related activities standing to benefit even further in view of their large energy consumption. By implementing energy efficiency measures, operators in this industry will see good returns on investment and an increase in profitability, whilst in doing so they would also be taking initiatives in favour of the environment and consequently increasing their green credentials. The need for tourism establishments to become more competitive by cutting down on their energy bills is all the more important for this pillar of the Maltese economy, which today contributes to a substantial share of over 20% of Malta’s GDP. Being a responsible tourism operator and running an energy efficient business will give you an edge over competitors who are not as environmentally minded. Needless to say, such initiatives also look good on one’s marketing material. In order to entice Maltese enterprises to reduce their energy bills, Malta Enterprise has over the past few years been offering Energy Audits. These audits form part of the Business Advisory Services offered to organisations to recognise and deal with the challenges of running a business, as well as identify strengths and overcome weaknesses in specific areas. Once an enterprise requests an Energy Audit at its premises, Malta Enterprise will contract an energy
expert on the enterprise’s behalf and conduct an audit within a period of four weeks. The said audit will collect detailed information about the facility operations and performance, together with a detailed evaluation of energy conservation measures. Utility bills are collected for a 12 to 36 month period in order to allow the auditor to evaluate the enterprise’s energy demand rate structures and energy usage profiles. Additional metering of specific energy-consuming systems is often performed to supplement utility data, while meetings with key personnel are conducted so as to provide a better understanding of major energy consuming patterns. An overall financial analysis is also provided for each energy-saving measure proposed. Options for improvements are costed so that the enterprise can weigh the cost of improvements against future
energy savings and prioritise according to those that offer best value for money. Typically, for every euro invested in an energy audit, approximately 7 euro worth of energy efficiency savings are identified.This alone should entice businesses to undergo such an audit, but the fact that the general Energy Audits provided by Malta Enterprise are offered at no cost to the enterprise should make it a done deal. It is therefore up to tourist-oriented entities to be proactive and apply for such audits. In order to apply for Business Advisory Services, interested applicants should fill in the dedicated application form which can be downloaded from: http://support. maltaenterprise.com/index_files/advisors. htm. For further information, interested individuals may also contact Malta Enterprise on 2542 2020 or send an email to advisory@maltaenterprise.com.
View of Sliema at Night
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Continues from page 5 innovative ideas into a commercially viable project can be a complicated and daunting experience. There can be enormous pressures in managing one’s own business. Yet, a strong entrepreneurial spirit, backed up with good planning and market research, in conjunction with a bank that understands the needs of small and medium size enterprises, makes all the difference.
BOV SME Advisory Service BOV has a dedicated EU and SME desk that handles the initial and ad hoc requests that SMEs might have. These requests might concern business planning, financing packages and opportunities, European Union funding, local Government and agency incentives, general business development, export and import ventures and any other projects SMEs might have. Bank of Valletta, through its EU and SME desk, offers business planning and mentoring services on a request basis.
Furthermore, the bank regularly organises information sessions on European Union funding opportunities with business stakeholders and Government agencies and ministries. BOV’s EU and SME desk has also developed a number of financing and co-financing packages linked to Grant Schemes for rural development, fisheries, tourism and manufacturing amongst others, under the EU Structural and Cohesion Funds for Malta for
the programming period 2007 to 2013. Other services offered by the Bank’s EU and SME desk include information about local Government incentives and European Internal Market and European Union business opportunities and market research. The fact that all these services are offered in conjunction with a bank that understands the needs of small and medium size enterprises, makes all the difference.
Without A Shared Purpose No Family Business Can Survive Mario Duca In our approach to family business education and consulting we view a family enterprise diagrammatically as a ‘House’. This means that a family enterprise is a tangible entity, built on a foundation, which would need renewal and maintenance due to the passage of time and due to exposure to the sometimes uncontrollable changes going on around us. From time to time the occupants are obliged to undertake this refurbishment work, otherwise the house will not be fit for use for future generations. Family businesses revert to family business advisors for varied and challenging reasons. People seek help and advice when they are anxious about something, so as to seek out and listen to expert advice and opinions from someone they feel able to trust. Whatever the issue or issues presented by the client, the underlying challenges family businesses face relate to any one, two or all three of the following questions: a) Why do we want to stay together in business as a family? b) What kind of family enterprise do we want to be? c) How do we get organised?
The Shared Purpose The lithmus test for the continuity of a family enterprise is when the members of any family in business have a good enough reason to want to continue in business together for the foreseeable future. Without this shared purpose and with the passage of time, there will just not be enough ‘glue’ to bond the family to each other and to their common family investments
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through the family enterprise. Whilst it is important to have the support(financial and emotional) of the wider family, it is imperative that the group of people who hold the ultimate power of ownership and executive control have a common and defined Shared Purpose. This is the key group for the family enterprise and without their engagement and commitment to the common shared purpose the family enterprise will not be able to function properly in the long term.
The Glue By ‘glue’ we mean the emotional investment needed to make the commitment required to create or continue in a business or activity or to be an effective Manager, Governor or Investor of the family enterprise. It is similar to the emotional commitment a parent needs to make to bring up a child. Without an authentic emotional bond, the exercise will either fail or lead to some type of dysfunction within the family and/or the family enterprise. It goes without saying that a strong business can continue for some time with dysfunctional Creators/Managers/Governors or Investors, but sooner or later it will start to limp along like the walking wounded, sure to topple. In the case of a strong business, this dysfunctional team can be masked from facing the reality that they are shying away from. Hence, if there is no good enough Shared Purpose that binds the family together, it is only a matter of time before a radical intervention and major changes are required. Although many a family enterprise facing these issues can
appreciate what is being discussed in this article, it is often hard for them to embark on and to undertake the work required, as it forces those members holding control of the family enterprise to face up to the reality that change is needed or even wanted by the next generation. It is important to remember that what is being invested in a family enterprise goes beyond finance, it also includes: • People’s inheritances (different classes of shares) • Often their careers or an important part of their professional life • Their identity to the extent that it is defined by the family enterprise as part of the family’s legacy • Their emotional attachment to the family business name, brand and reputation. The emotional commitment is ultimately a voluntary commitment to spend time with relatives making important decisions that will affect their own and other people’s lives. Not everyone would want to commit or be responsible for so much if there is no Shared Purpose. Mario Duca MSc(Ang), Dip.Lab., MIM is Managing Partner and Family Business Consultant with FBS2M Family Business Solutions, a division of 2M Management Consultancy Ltd. He has consulted for a number of family businesses and is also one of the international team of consultants with Family Business Solutions Ltd of Scotland. For further information Mario can be reached on tel: 21228264/5 or by email on: mariod@2mmanagementconsultancy.com
International Academy of Hotel Catering Studies Last July The International Academy for Hospitality and Catering Studies (IAHCS) & The Malta Association of Hospitality Executives (MAHE) officially launched an MSc in International Hospitality at the Le Meridien St Julians in collaboration with Napier University in Edinburgh. IAHCS & MAHE will be offering prospective students the chance to study for an MSc in International Hospitality with just a minimum of 5 years managerial experience. The Malta Association of Hospitality Executives was formed in May 2009 through the initiative of a number of hospitality professionals. It was felt that the local hospitality professionals needed an organisation to promote a higher quality of management in the industry. The aim of this project is to offer hospitality managers, airline executives and other executives from the industry the chance to further their education. Malta already boasts a variety of highly educated professionals in the tourism field, most of them currently employed with international chains. However this course will expand the talent pool to the already-growing local brands as well as other international chains which are adapting to this phenomenon. The degree will be awarded by Napier University in Edinburgh, which has agreed to offer tuition in a customised way in order to make the course more efficient for the working professional. Edinburgh Napier is an innovative and professional University located in Scotland’s beautiful capital city, which was voted the most student-friendly in the UK. A dynamic and forward-thinking institution, Napier is committed to the highest standards of excellence
in teaching, learning, research and knowledge transfer. They develop in individuals, organisations and communities, the skills and knowledge that will enable them to succeed. Though the full cost of this universally recognised Masters degree is around Eur11,500, up to 80% of the cost is refundable under an EU scheme, including costs of flights, vacation leave and transfers. The fund, namely the ETC TAF Scheme, is intended for the employer to invest in the career growth of both the employer and the employee. This fund runs until mid-2013 and is not guaran-
teed to carry on after this deadline. MAHE has even managed to negotiate a deal for favourable rates with a reputable hotel chain, to help students with accommodation costs. Duration is of 18 months and travel dates are specifically designed not to coincide with tourism travel fairs. The course is fully endorsed by the Malta Tourism Authority and starts in January 2012. Further details can be obtained from the MHRA office.
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Welcome to the Kingdom of Good Food.
Welcome to Trattoria Fiorino D’Oro, a typical trattoria with a fine selection of favourites, and a strong reputation for fresh fish dishes. Prices are reasonable, the atmosphere is relaxed and easy-going and the food is just what you want it to be.
It-Telgћa t’Alla u Ommu (road from Naxxar to Salina), Salina • 7947 7537 or 21 570 999 • Open for lunch daily and for dinner Monday to Saturday.
Entertainment & Culture
Venues
Blue Creek
The Restaurant on the Water’s Edge
The family-run Blue Creek Restaurant, overlooking Ghar Lapsi bay, opened its doors and began offering culinary delights eight years ago. The restaurant boasts unique breathtaking views of the islet of Filfla and the cliffs stretching to Wied iż-Żurrieq. Whilst admiring the breathtaking views from the restaurant terrace remember to order the signature dish - a thick fish soup. Fans of this scenic and elegant restaurant refer to the speciality as the essence of the Mediterranean Sea on a plate. The fish display reflects the daily catch, Maltese delicacies are all sourced from artisanal producers and the vast majority of the vegetables used by Blue Creek are grown organically. The menu ranges from fresh salads to mouth-watering pasta, and from meat to vegetarian specialties. The Blue Creek restaurant also stocks a vast selection of international wines to accompany the fantastic food. The philosophy of Blue Creek is the belief that service is of paramount importance. Thus, your dining experience will be enhanced by the unobtrusive but exceptionally friendly staff. Business lunches are ideal at Blue Creek if you want to impress a client and close that deal. On
a weekday the atmosphere is more relaxed, with the added bonus of enjoying the awesome views from the terrace. Blue Creek is open every day except Tuesday all day and Thursday evenings. Lunch is served from 12.00 until 15.00 (last order). Dinner Friday and Saturday from 19.00 until 23.00 (last order)
Blue Creek Bar & Restaurant, Ghar Lapsi, lo Siggiewi. Tel: 2146 2800, 2146 2786 Fax: 2168 2366 Email: info@bluecreekmalta.com
Mdina Dungeons
The Mdina Dungeons Malta’s only Dark Walk Crime and Punishment Museum attraction is located beneath the Magisterial Vilhena Palace just inside the main entrance gate to Mdina. Here, in a series of secret underground passageways, chambers and cells, a number of events and the often mysterious circumstances surrounding them, have been recreated to portray historic events from the dark and turbulent side of Maltese history. From Roman times to the Arabs, the Knights and even Napoleon, one will find episodes and characters from the ancient past portrayed in startling realism, revealing
stories sometimes too dramatic to be believed. The attraction contains full-size figures in period costume supported by display text panels in various languages. Whilst you wander at your own pace, you will discover at every turn, Drama, Mystery and even Horror from dark forgotten days, in an atmosphere of authentic Medieval Dungeons.
Location: St. Publius Square, Mdina Opening Hours: Mon – Sun: 9:30am to 4:00pm. Last Admission 3:45pm Tel: 2145 0267; Fax: 2132 2931; E-mail: thekeeper@dungeonsmalta.com Web: www.dungeonsmalta. com - Languages English, French, German, Italian and Maltese Stopping Time: Average stopping time 15 minutes to 20 minutes Groups, Conference and Incentives: There are special rates and benefits for groups of all kinds. By special arrangements, the premises can be opened during evenings subject to a minimum pre-determined number.
of bygone days, wooden beams, old plank flooring and shelves full of memorabilia for a walk through time. A relaxed atmosphere is always in the air at Fat Harry’s, which also has outdoor seating for summer or for the lovely Maltese winter days. Every night Fat Harry’s boasts some of Malta’s top entertainers besides a Big Screen showing various sports. One can also enjoy a game of darts, dominoes or cards. The Pub always has a fully stocked bar of local and world renowned beers on draught, wines, cocktails and shooters besides a very good selection of imported spirits competitively priced as house specials. Food prepared in house by our team of chefs using fine local produce and ingredients, is served all day. Fat Harry’s favourite is the Traditional Fish n’ Chips and Mushy Peas followed closely by the famous 200g Harry burger and some very tasty rice dishes.
Open every day from 12:00 - 02:00 at Bay Square, Bugibba. Tel: 2157 2163, 2158 1298
Mirabelle Restaurant Fat Harry’s Pub
Fat Harry’s pub has a unique British pub theme décor – walls cluttered with pictures
The Mirabelle restaurant has been operated by the Debattista family since 1980. In 1999 the restaurant was completely renovated and themed with a
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Azzopardi Fisheries - St Paul’s Bay Tel: (+356) 2157 2449, 2158 1109
Attard Fish Shop - Attard Tel: (+356) 2142 1796, 7905 4787
Pesceria San Gwann - San Gwann Tel: (+356) 2138 5633, 9929 3300
Gzira Fish Shop - Gzira Tel: (+356) 2131 1145, 9947 5519
Silvia Fish Shop - Ibragg Tel: (+356) 2138 2448, 9944 7740
Email: info@azzopardifisheries.com.mt Web: www.azzopardifisheries.net
cottage style interior, giving you a warm and relaxed feeling the minute you walk in. It is perfect for lunch with friends, a special celebration, or a romantic dinner for two. One can also dine alfresco, with St. Paul’s Islands just across the bay. One of the family, Godwin, is the head chef and he always uses fresh ingredients for the good selection of pizza, pasta, salads and succulent steaks. His Specials of the Day have become very popular with our guests. Quality of service is very important at the Mirabelle, and another member of the family is always around, helping out and making sure that all are enjoying their food.
Open every day from 9:30 - 23:30 at Bay Square, Bugibba. Tel: 2157 2163, 2158 1298
Blue Elephant
Enter the Blue Elephant Restaurant and experience Thailand! The Blue Elephant is themed on the setting of a traditional Thai village, lush greenery complete with a fast flowing stream. Add to this the renowned hospitality of our Thai staff and the famously fresh, healthy and finely spiced flavours created by our master Thai chef, and without doubt you will be transported to the Orient. Open for dinner all week. The Blue Elephant – A whole new authentic dining experience.
Location: Hilton Malta, Portomaso, St Julian’s; Tel: 2138 3383
Mink
Embark on a new adventure, boosted by innovation, brimming with bagloads of ideas and bolstered by one of the coolest venues on the rock. Mink is staring you in eye – and expects a friendly wink back. Dress to kill, let dust settle on your desk, dust off your dance moves and create new curves, booty shakin’ to the best of what our resident DJs have to offer. Décor, style, fabulous drinks offers – they’re all there for the taking. Now all that’s needed is you to add a bit more glimmer to this diamond.
Opening Hours: Friday, Saturday and Sunday from 11pm till very late Level 2, Baystreet Complex, St Julian’s Tel: 2372 2055
The Avenue
Right in the heart of Paceville is one of the busiest and bestknown restaurants in the area, The Avenue. The menu is varied and offers Pasta, Pizza, Burgers, Salads, Fish and Meat dishes. There is a choice of Grills and Chicken dishes as well as a good selection of large, genuine, mouth-watering Pizzas. The Avenue also offers
vegetarian Pasta and Pizza. A choice of Italian Desserts is the perfect way to finish off your meal. A must-visit restaurant where you will certainly not be disappointed. Ideal for parties. Mostly popular with locals.
Open daily from noon to 2:30pm and 6:00pm to 11:30pm. (Closed for Sunday lunch). Gort Street, Paceville. Phone: (+356) 2135 1753, (+356) 2137 8731 Fax: (+356) 2138 2407 E-mail: info@hotelvalentina.com
bar and comfy seating, either on the melt-into leather sofas or the bucket chairs. La Rive also caters for private functions.
Opening hours: Monday to Sunday From 10.00 a.m. to 01.00 a.m La Rive 33-34, Tigné Seafront, Sliema. Tel: 2131 8323, 9944 5102 email: info@larivecafe.com www.larivecafe.com
Tal-Familja
La Rive
Just a few steps away from the hustle and bustle of the Sliema shops, La Rive offers its clientele a chillout lounge serving exquisite food and wine. Its chic ambience presents a clean design with beautiful views of the high, well-lit bastions of Valletta and Manoel Island. This tranquil wine bar is wonderfully lit up by candles at night, perfect for enjoying a glass of wine and nibbles, and suitable for a quick getaway for a bite at lunch. An appetising selection of dishes varies from Ravioli Asparagi to crispy beef salad or Chicken Caesar to a delicious ciabatta. One may also choose from the extensive daily specials and vegetarian alternatives are available. La Rive offers an extensive wine list of 100 local and foreign wines as well a fully equipped
If you are looking for the freshest seafood, fresh fish and tasty Irish beef steak and you want to spoil yourself, Tal-Familja Restaurant is the place to dine. We serve a variety of seafood and shellfish that is brought in daily from local seafood markets. The restaurant’s most popular starter is the antipasti of shellfish and this is usually followed up with a grilled or poached fresh fish or a mouthwatering prime cut Irish beef steak accompanied with side dishes of roast potatoes, grilled fresh vegetables and freshlymade salad. Our home made desserts include panna cotta, crème brulée and hot chocolate pudding served with a scoop of ice-cream.
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?
alexia@falconalliance.com +356 2125 7127/8
Grill 3301
The Sun in Splendour
KuDéTa Lounge, at Le Méridien, offers a chic venue to meet up with friends. The pleasant smoking area is an asset for all, as it is also perfectly separated from the non-smoking main bar. KuDéTa terrace offers stunning views over Balluta Bay. The Lounge, sprinkled with contemporary art, provides a fashionably fun atmosphere for all. Browse through a healthy menu of salads, sandwiches and wholesome snacks; or indulge in a comforting moment with a sumptuous selection of wraps and cakes. Happy hours and other treats are available.
The newest eatery, Grill 3301 at the Corinthia Beach Resort, St. George’s Bay, has a charming, warm ambiance and stunning views of the bay. It’s a good place to relax and enjoy beautiful seafood and steak with a bottle of wine. The menu includes plenty of fresh seafood dishes, a fine selection of meats, including Aberdeen Angus, Wagyu style and Charolais and the menu also offers something for people of all budgets, including imaginative pasta dishes, from Atlantic lobster tagliatelle with cherry tomatoes to spaghetti bottarga with Sardinian grey mullet and Tuscan olive oil. The wine list covers the regions of Chile, Argentina, Australia, Lebanon, Spain, France, Germany and Italy. Divine desserts, including a refreshing sorbet medley with honey, orange and thyme, and the to-die-for Valrona chocolate tart with ice cream, won’t disappoint. Along with the fact that there is always ample parking nearby and no children under seven are allowed, the Grill3301 has all the perfect ingredients to make a perfect restaurant.
The Sun in Splendour Pub is well known with the British, especially with the long-stays or ‘the golden oldies’ and the expatriates who served in Malta during the war. With the young generation of students (Maltese and foreigners) it is widely known as ‘The Beer Garden’. We offer reasonable prices on all drinks as well as happy hours on beer and spirits, nearly all day. The Pub is open from 11:00am till late evening, with live entertainment every Monday, Thursday and Friday – offering good music from the 60’s and 70’s and today’s music in a friendly atmosphere. Meet our local and foreign regulars who are part of the furniture like Mr. Magoo, Lilly (can’t cook won’t cook), Betty with two t’s, Peggy, taxi for Angie and Alice… ‘The Sun in Splendour Pub with The Beer Garden’
(Call 2311 2254 for more info). Open daily from 9am till 1am. 39, Main Street, Balluta Bay, St Julian’s STJ1017 Tel: 2311 0000 Email: infolmsj@lemeridien.com
Grill 3301, St. George’s Bay St. Julian’s. STJ 3301. Phone: 2370 2537 or 9999 3232 Email: grill3301@cbr. corinthia.com Open for dinner Tuesday to Sunday 7:30 till late.
Guests can choose to sit outside on the terrace enjoying country views or inside in cool air-conditioned comfort. Early bookings are recommended!! We are now accepting reservations for staff parties...have a look at our staff parties set menus on our website. You can also join us on Facebook.
Open Tuesday - Sunday 11.00 - 23.30 Mondays closed all day Triq il-Gardiel, Marsascala Tel: 2163 2161 - 9947 3081 Website: www.talfamiljarestaurant.com
KuDéTa Lounge Bar
Ross Street, St Julian’s. Tel: 2138 1959 / 2137 3387 Email: bgarden@maltanet.net Open every day from 11.00am till late
La Pappa
A newly opened family restaurant in Qui-si-sana, Sliema,
serving Pasta, Pizza, Salads and Grills accompanied by local and foreign wines. La Pappa is situated just off the Sliema front, overlooking the sea and offering a friendly atmosphere. The restaurant is split on 2 levels and can cater for 120 diners. It is open 7 days a week for Dinner from 17.00-23.30 and also for Lunch on Friday, Saturday and Sunday from noon till late. For bookings please contact Desmond on:
Qui-si-Sana, Sliema SLM 3110 Tel: 2722 1122 Mob: 9983 1607 Email: info@lapappa.com
Bottega del Vino
Situated within the Oceana Restaurant at the Hilton Malta, the Bottega del Vino offers a rustic and informal ambience where tasty Mediterranean meals complement the extensive selection of wines, specialising (as the name suggests), in a variety of labels from the finest vineyards worldwide. When it comes to choosing a wining and dining venue, the Bottega del Vino makes for a great choice, given its extensive world wines, tempting food menu and the décor, which is reminiscent of all one can desire from a five-star hotel wine bar.
Opening Hours: Monday to Sunday 12:30 till 23:00 Hilton Malta Portomaso, St. Julians Tel: 2138 3383 October 2011
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Fontanella Tea Gardens
Fontanella Tea Gardens has been famous for the last 30 years for delicious teas and coffees, together with mouthwatering delights and delectable home made cakes. One can sit back and enjoy scrumptious treats while enjoying spectacular, panoramic views. Cosy indoor seating is also available for colder weather. Come and pay us a visit, we are open all day including Sundays. Also open in the evenings is our new wine bar which is open everyday from 8pm except Sundays.
Opening Hours : Summer: Mon to Sun 10.00-23.00 Winter: Mon to Sat 10.00-18.30 Sun 10.00-20.00 Tel: 2145 4264 Fax: 2145 0208
Browns
With its unbeatable location in Malta’s capital city, on the Valletta Waterfront, Browns Malta boasts stunning views of the Grand Harbour. On offer is a variety of tantalising dishes, and every Monday, Tuesday and Sunday evenings you pay only 50% of
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your total food bill. Browns also caters for all types of activities at very reasonable prices. The right venue for an unforgettable wedding, with the sun setting over the stunning Mediterranean Sea.
Open: 7 days a week 9.00 till late (kitchen open all day) After midnight Browns turns into the hottest club on the island. Bookings recommended. Tel: 2122 7410 Mob: 9949 2510 Web: www.browns.com.mt
The Tudor Inn Bar and Restaurant, Marsascala
The Tudor Inn is a seafront bar overlooking Marsascala Bay. It is a friendly English-style bar serving wines, spirits & cocktails. A selection of home-made food is also served from 12 till 6pm Wednesday to Sunday. A traditional Sunday Roast with Yorkshire pudding, roast potatoes and fresh vegetables @ 7.95 is served from 12 till 4pm. Booking is advisable on tel 27636301. Parties of up to 24 are catered for and Thursday is Quiz Night at 8.30pm. Live football matches are also screened.
Opening Hours: Monday 5pm till 1am Tuesday 4pm till 1am Wednesday – Sunday 12noon till 1am. 52, Salini Street, M’Scala Tel: 2763 6301 Mob: 9952 0844
Heat Bar/Diner
When one mentions the Valletta Waterfront the first name that comes to mind is HEAT as it was the first restaurant/bar that opened in this picturesque location in the Grand Harbour. HEAT bar & diner since the beginning of its operation has offered tasty food in casual surroundings at a price to suit all pockets. The selection on offer ranges from pasta to salads, grills etc. After midnight HEAT changes into a bar/club where one can dance all night long with resident DJs and amazing light effects.
Heat bar/diner Vault 16 Valletta Waterfront Open from 09:30am till 04:00am Breakfast-Lunch-Dinner Tel: 2124 2400 Email: heat@go.net,mt Web: www.heat.com.mt
Pepe Nero Restaurant
Pepe Nero is not one but two restaurant concepts, closely knit yet distinctly different. A Pizza-Pasta place flanks an à la
carte restaurant yet restaurant manager Ottavio Suda quickly underlines that this is no ordinary pizza place, or restaurant for that matter. The pizzeria aims at providing fun to its patrons thanks to a selection of truly mouth-watering pizzas that are flared by Luciano, a top pizzaiolo trained in Italy. His tricks lie in the dough he kneads, which is made of five types of flour including soya, as well as his eye-catching rotating log and gas oven, the only one of its kind in Malta, especially shipped from Verona. San Marzano tomatoes, fior di latte and bufala mozzarella also form part of Luciano’s ingredients. His oven bakes no less than 15 pizzas in two and a half minutes and as I browse down the pizza menu I also notice a small selection of gluten-free pizzas as well as white pizzas which, as their name implies, make no use of any red tomatoes. In steps chef Mark Curmi who stresses that no item on his à la carte menu is preprepared. All his dishes are freshly made, including the bread, with different types being baked every day, as well as the desserts. Cooked in real time, and served in the al fresco section or in the striking ambience of the dining hall, the main focus of the cuisine is meat and fish of fine Mediterranean quality. The Pepe Nero signature dish would undoubtedly be the Tegamino which takes its name from the earthenware pan that slowly cooks a selection of Scottish shellfish which is then covered with a soft, nicely baked pizza base that one may dip bit by bit inyo the tasty juices of this very attractive fish. Pepe Nero promises and delivers a culinary experience together with the promise of a forthcoming Champagne and Oyster bar.
Open hours: 11:00 to 16:00 - Lunch 19:00 to 00:00 - Dinner 7 Days a Week Valletta Waterfront Valletta Tel: 2122 2220 Email: pepenero@go.net.mt Web: www.pepenero.com.mt
Scirocco Restaurant
The mind awakens with innovative flavours at Le Méridien. Scirocco Restaurant reflects a warm Mediterranean scheme and a subtle contemporary touch. This 5-star restaurant presents an astonishing buffet, orchestrated by Executive Head Chef Ruben Grixti, with a focus on healthy living. Themed evenings include a Maltese Night on Wednesdays, live cooking on Thursdays and an amazing plated Fish Night on Saturday. Sunday lunch remains a classic, revisited with style by Le Méridien culinary team. Bookings are recommended for week-end nights and can be made by calling 2311 0000 or via email at infolmsj@lemeridien.com. Indulge in the Le Méridien dining experience.
Open daily from 6.30pm till 10.30pm. 39, Main Street, Balluta Bay, St Julian’s STJ1017 Tel: 2311 0000 Email: infolmsj@lemeridien.com
Trattoria Fiorino D’Oro
Trattoria Fiorino D’Oro is a family-run restaurant and we pride ourselves on serving a number of typical home-made dishes. We are also very careful with the selection of fresh products which we use daily, especially the fish which is brought in daily by a couple of local fishermen. Our menu features home-made fresh pasta which is unique on the island as well as a selection of freshly-baked desserts made on site as well as by relatives.
Fiorino d’Oro is open Monday to Sunday for lunch and Monday to Saturday for dinner. It-Telgha ta’Alla u Ommu (road from Naxxar to Salina) Salina. Tel 79477537, 79406653. email: xandrub@gmail.com
Pizza, Amore & Fantasia
Amore & Fantasia has launched an entirely different concept of what pizza is all about. We speak to the ‘Consulente Tecnico’, Gennaro, whose passion as a pizzaiolo is evident in his description of the work involved. Gennaro, hailing from Abruzzo in Italy (where else?) is himself a World Champion Pizzaiolo, a Championship held annually at the SalsoMaggior Terme, where pizzaioli from all over the globe are judged on a strict number of criteria ranging from technique to presentation. We ask Gennaro what makes his pizza so special. “Our pizza is made entirely of natural, fresh ingredients. In fact, that is the first thing our customers, which are increasing by the day, comment on. It is unlike any other pizza that is available locally. We work only with the finest raw ingredients and our dough, which we make inhouse, is leavened naturally in the traditional waY. The quality of the dough marks the difference between a good and an excellent final product.”
The Black Pearl, Ta’ Xbiex Marina, Ta’ Xbiex. Reservations: 21316000
The Pearl Lounge
206, The Strand Sliema (Opposite Manoel Island Bridge) Opening Hours: Mon-Sat 10.00 till 20.00 Tel: 2132 4544
The Black Pearl Having opened its doors to the public on the 4th December 2010, the quaintly named Pizza, Amore e Fantasia has already garnered a reputation for serving one of the very best pizzas in town. Located on the bustling Gzira Strand, just opposite Manoel Island, Pizza,
on our Upper Deck and enjoy our kitchen team’s specially designed menu complemented by international wines from our extensive wine list. Tourists visiting the Maltese Islands now have the opportunity to book a Maltese Culinary Experience before their lunch or dinner on our terrace, enjoying spectacular views of The Grand Harbour and the beautiful sea breeze. Our team will share the intriguing history of Maltese wines along with a tutored tasting of some wines we are most proud of. We also offer our specially prepared Maltese platter which includes homemade bread, local olive oil, honey, bigilla, sundried tomatoes, galletti, Gozitan cheese, Maltese sausage and other Maltese classics. A trip to Malta is not complete without a Black Pearl Experience.
One of Malta’s most loved venues, The Black Pearl welcomes you on board. Join us for lunch or an intimate dinner
Situated in the Corinthia Hotel St George’s Bay, Pearl Lounge is the ideal place to start your evening in style with an exciting menu of champagne cocktails, Bellinis and fine imported and Maltese wines. The Pearl Lounge signature cocktail is called Perlaverda. It is a unique blend of Grey Goose vodka, Midori, Blue Curacao and coconut and lime juice served in a special take-home
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hand-made Mdina Glass flute. Sophisticated and unabashedly chic, the Pearl Lounge offers discerning guests a unique five-star atmosphere and service.
Pearl Lounge Corinthia Hotel St George’s Bay, St Julians STJ 3301 Phone: 2370 2684 Open daily from 6pm-1am
Sensations Wine Bar
Valley Road, Birkirkara. We welcome you to our place where you will enjoy a lively, friendly atmosphere. Start your evening in style with an exciting menu of Maltese and foreign wines. accompanied by a selection of mouthwatering platters, including our authentic Maltese platter, wraps, salads, Maltese ftiras and baguettes. The servings are generous and reasonably priced. At Sensations we wish you to enjoy the feeling!
Opening hours: 7pm onwards. Mob: +356 79203577 Email: sensationsbar@hotmail.com Web: www.sensationswinebar.com
Sensations Wine bar is a family-run wine bar on
Star of India
Established in 1977, the Beachaven Complex has always been a great location for fine dining and picturesque views out across Xemxija Bay. The Star of India specialises in excellent Indian cuisine. With a large selection of both freshly-prepared and mouthwatering dishes you are sure to find food of the highest quality. The experienced chef will accommodate any taste and will offer any dish as hot or mild depending on the client’s wish. The opportunity to
experience Indian cuisine while enjoying a beautiful seaview awaits you in Xemxija, St Paul’s Bay.
Open 6 days a week from 19.00 till 23.00 (closed Wednesdays) Open for Sunday lunch 12.00-15.00 Xemxija Hill, Beachaven Complex, St Paul’s Bay Tel: 2157 3682 Mobile: 99829292
Harnessing nature’s technology with our new biological range Chemex have invested in the innovation products which use enzymes to do the cleaning tasks traditionally done by chemicals.
For more information please contact Chemex Malta.
Fava Trading Ltd, Mro. Giuseppe Camilleri Street, Tal-Handaq, L/O Qormi QRM 4000. Malta Email: ftltd@go.net.mt | Web: www.chemexmalta.com
www.chemexmalta.com
Tel : ( +356) 2137 6929 | Fax:(+356) 2137 8190 | Mobile: (+356) 7944 2793
Suppliers
Assorted Biscuits
Breakfast Juices Café Bar (Malta) Ltd B8A, Industrial Estate, Bulebel, Zejtun ZTN 3000 Tel: 21692576/7 Fax: 21695936 Email: info@decomalta.com
Directory
Notabile Road, Mriehel BKR 3000 Tel: 21 472 552 Fax: 21 472 553 Email: info@ozosystem-malta.com Website: www.ozosystem-malta.com
Brinc’s Biscuits Co. Ltd 6b Triq is-Salib ta’ L-Imriehel Mriehel Industrial Estate B’Kara BKR 3000 Tel: 2144 0580 Fax: 2144 0967 Email: info@brincsbiscuits.com www.brincsbiscuits.com
Catering Supplies 54, St Francis Street, Qormi QRM 1805 Tel: 21 487 325 Fax: 27 485 493 Email: sadson@onvol.net
Car Hire
UB21, Industrial Estate, San Gwann SGN 3000 Tel: 21 332 391 Fax: 21 310 044 Email: info@goldenharvest.com.mt
Breakfast Coffee Café Bar (Malta) Ltd B8A, Industrial Estate, Bulebel, Zejtun ZTN 3000 Tel: 21 692 576/7 Fax: 21 695 936 Email: info@decomalta.com
The Cleaning Centre 27, Garden Street, Gzira GZR 1411 Tel: 21 322 153, 27 005 678 Mob: 99 430 944 Fax: 21 332 938 Email: info@thecleaningcentre.net Website: www.thecleaningcentre.net
S Sadson Co Ltd
Bakers
Golden Harvest Mfg Co Ltd
Cleaning Material, All Types
Cleaning Products JMP
Sikasa, Triq it-Torri, Msida MSD 1825 Tel: 2141 3154 Fax: 2141 3154 Email: info@jmpmalta.com Web: www.jmpmalta.com
Unicar
9, Empire Stadium Street, Gzira GZR 1300 Tel: 23458706 Fax: 21333171 Mobile: 79422421 Email: admin@chbartoli.com Website: www.unicarmalta.com
Chewing Gum Removal
Ozosystem
Vira Buildings, N/S off
10/11 Manuel Borg Gauci Str, Tal-Handaq, Qormi Tel: 21420849, 99007850 Fax: 21442695 Email: Spencemed@melita.net.mt
Coffee Importers Caffe Molinari Café Bar (Malta) Ltd
Gum Busters Carpet & Upholstery Cleaning
Spencemed Ltd
Vira Buildings, N/S off Notabile Road, Mriehel BKR 3000 Tel: 21 472 552 Fax: 21 472 553 Email: info@gumbusters-malta.com Website: www.gumbusters-malta.com
B8A, Industrial Estate, Bulebel, Zejtun ZTN 3000 Tel: 21692576/7 Fax: 21695936 Email: info@decomalta.com
Lavazza P. Cutajar & Co Ltd
Notable Road, Mriehel BKR 3000 Tel: 21 448 466 Fax: 21 447 678 Email: info@pcutajar.com.mt Website: www.pcutajar.com.mt October 2011
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Directory Conference Display/Stages
Zaffarese Signs + Display Ltd
“Zaffarese Buildings” San Gwakkin Road, Mriehel BKR 3000 Tel: 2148 4305/6 Fax: 2148 4307 Email: info@zaffarese.com Website: www.zaffarese.com
Digital Printing/ Flag Printing
Zaffarese Signs + Display Ltd
“Zaffarese Buildings” San Gwakkin Road, Mriehel BKR 3000 Tel: 2148 4305/6 Fax: 2148 4307 Email: info@zaffarese.com Website: www.zaffarese.com
Digital Printing, Signs & New Production
Suppliers
Papier Plus Studio Esperanto Street, Msida Tel: 21312257 Email: dave@papier.com.mt
Disposables & Food Storage
Di Rocco Ltd
Prince Albert Street, Albert Town, Marsa MRS 1045 Tel: 21 227 344 Fax: 21 227 345 Mobile: 99 431 051 / 79 478 222 Email: info@diroccoltd.com Website: www.diroccoltd.com
Finesse Ltd
A59C, Industrial Estate, Marsa MRS 3000 Tel: 21 239 831 Fax: 21 239 811 Email: finesse@maltanet.net
Flags & Banners
Frozen Foods
Food Works P. Cutajar & Co Ltd
Notable Road, Mriehel BKR 3000 Tel: 21 448 466 Fax: 21 447 678 Email: info@pcutajar.com.mt Website: www.pcutajar.com.mt
Garden Landscaping Maintenance
Calamatta Landscapes Ltd
Triq San Gwann talGhorghar, Ghorghar Valley, San Gwann SGN 2108 Tel: 22 018 000 Fax: 21 374 181 Email: info@calamattalandscapes.com Website: www.calamattalandscapes.com
Hotel Signage/ Safety Signage
October 2011
HoReCa Suppliers
PJ Sutters (Marketing) Ltd.
Valletta Road Luqa LQA3000 Tel: +356 2398 8000 Fax: +356 2189 5927 Email: info@pjsutters.com.mt Website: www.pjsutters.com.mt
Hotelware Crockery C & H Bartoli Ltd
9, Empire Stadium Street, Gzira GZR 1300 Tel: 23458000 Fax: 21 342 569 Email: import@chbartoli.com
Insurance Services
Gauci Borda & Co. Ltd
53/54, Msida Road, Gzira GZR 1400 Tel: 21 334 255, 21 313 748 Fax: 21 343 604 Email: info@gauciborda.com
Zaffarese Signs + Display Ltd “Zaffarese Buildings” San Gwakkin Road,
98
Mriehel BKR 3000 Tel: 2148 4305/6 Fax: 2148 4307 Email: info@zaffarese.com Website: www.zaffarese.com
GasanMamo Insurance Ltd
Head Office Msida Road, Gzira GZR 1405 Tel: 21 345 123 Fax: 21 345 377
Suppliers
Email: insurance@gasanmamo.com Website: www.gasanmamo.com
Directory
Outdoor/Indoor Display
Raw Coffee Importers & Roasters
Zaffarese Signs + Display Ltd
C & M BORG Co Ltd
Staff Badges/ Conference Badges
Middlesea Insurance p.l.c Middle Sea House, Floriana FRN 1442 Tel: 21 246 262 Fax: 21 248 195 Email: middlesea@middlesea.com Web: www.middlesea.com
Menu Holders/ Menu Boards
“Zaffarese Buildings” San Gwakkin Road, Mriehel BKR 3000 Tel: 2148 4305/6 Fax: 2148 4307 Email: info@zaffarese.com Website: www.zaffarese.com
105, St Joseph High Road Hamrun HMR 1017 Tel: 21487954 Fax: 21231029 Email: cmborg@maltanet.net
Security Systems Polishing of Tiles & Marble RTA Ltd
“Zaffarese Buildings” San Gwakkin Road, Mriehel. BKR 3000 Tel: 2148 4305/6 Fax: 2148 4307 Email: info@zaffarese.com Website: www.zaffarese.com
Oriental Sauces
J & E Griscti Ltd
Importers, General Merchants & Commercial Agents. “Minerva”, Quarries Street, Msida MSD 1103 Tel: +356 21 233 375, 21 230 071 Fax: +356 2123 6904 Mob: +356 9947 6732, 9949 9219 Email: grisctie@maltanet.net, grisctij@maltanet.net
Ozosystem
Vira Buildings, N/S off Notabile Road, Mriehel BKR 3000 Tel: 21 472 552 Fax: 21 472 553 Email: info@ozosystem-malta.com Website: www.ozosystem-malta.com
Zaffarese Signs + Display Ltd
“Zaffarese Buildings” San Gwakkin Road, Mriehel BKR 3000 Tel: 2148 4305/6 Fax: 2148 4307 Email: info@zaffarese.com Website: www.zaffarese.com
Uniforms
Dedicated Micros (Malta) Limited
BLB017, Bulebel Ind. Est., Zejtun ZTN 3000 Tel: 21 483 673 Fax: 21 449 170 Email: sales@dmicros.com.mt
Souvenirs of Malta
Balaji Ltd
Carina Store Reggie Miller Street Gzira GZR 1542 Tel: 2133 1095 Mobile: 9949 3975 Email: mohngilb@go.com.mt Contact: Gilbert Mohnani
Eagle K-wear Co Ltd Notabile Road, Mriehel BKR 3000 Tel: 21 442 329 / 22 581 100 Fax: 21 445 575 Email: info@eaglek-wear.com Web: www.eaglek-wear.com
In Design (Malta) Ltd. Zebbug Road, Attard ATD 9027 Tel: 2700 8080 / 2149 8860 Fax: 2149 4698 Email: corporate@idmalta.com Website: www.idmalta.com
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Directory Teas (Fresh Leaves)
Suppliers
Systems
Wines & Spirits
La Via Del Te Café Bar (Malta) Ltd B8A, Industrial Estate, Bulebel, Zejtun ZTN 3000 Tel: 21 692 576/7 Fax: 21 695 936 Email: info@decomalta.com
NM Arrigo Spencemed Ltd
10/11 Manuel Borg Gauci Str, Tal-Handaq, Qormi Tel: 21420849, 99007850 Fax: 21442695 Email: Spencemed@melita.net.mt
44/46 Old Bakery Street, Valletta VLT 1454 Tel: 21 223 755 Fax: 21 239 452 Email: alex.arrigo@nmarrigo.com
MHRA Advertisers Company
Pg
ABT 18 Artech 38 Azzopardi Fisheries 90 Bacchus 15 Bits & Bytes 90 BOV 76 Carmelo Abela Marketing 16 Charles Grech 39 Capital Pest Control Inside Back Cover Catering Centre 25 C&H Bartoli 14 Crown Cold stores 84 David Vella Trading 67 Delicata Back Page Deloitte 66 Dolmen 72 ECB Hotel & Catering 33
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Company ESS Falcom Fava Trading Ltd Fino Gastronomy Essentials GDL GO Good Earth Grand Hotel Excelsior iLink J&C Pisani Juanafil JMP Kempinski La Valette Malta Enterprise Maltatransfer Master Group
Pg 2 92 96 27 12 84 56 32 6 49 56 88 52 60 81 1 76 40
Company
Pg
MTA 70 Ozosystem Ltd 62 P Cutajar 10 Palazzo Parisio 8 Philip Pace & Sons 62 PJ Sutters 21,47,69 Scintilla 11 Simonds Farsons Cisk 29 Sky Telecom Inside Front Cover Snowhite Laundry 3 Spencemed 78 Studio Seven 85 Swan 4 Trattoria Fiorino D’Oro 88 Windsor Co Ltd 23 WJ Parnis England 84,100 Zengo/Café Bar 88 Zest 62
VOL 2 No 35 October 2011 A quarterly review of the hospitality industry VOL 2 No 35 October 2011
SYrAH
There is nothing nicer, during the cold winter months, than to tuck into a well cooked roast, accompanied by a full flavoured, soft, velvety red wine.
Medina Syrah is made using only the best Syrah grapes all hand picked from family run D.O.K. approved vineyards. This delicious, fruity wine is a result of the finest Syrah grapes, ripened under a hot Maltese sun and then painstakingly transformed into wine, with lots of tender loving care, by the Delicata winemakers.
Medina Syrah guarantees you that satisfaction, time after time. It is a red wine to rely upon. It has bags of ripe, concentrated fruit with a vibrancy that is a reflection of its youth and vitality.
delicata.com
newspaper post
Drink
A passion for food, good taste, gardens and people at Palazzo Parisio MHRA’s platinum partners