search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
Start-up accelerator schemes as well as benefits to attract companies should be initiated in order to ensure new ideas and projects hit the market. Overall, if Malta becomes a start-up hub for Europe it will already attract brilliant minds to it. That demands real long-term programmes in specific industries.


for talent comes not without its consequences, and a worrying trend emerges which shows the bubble is about to burst.


According to a study conducted by the Central Bank of Malta in 2019, the exit rate of foreigners from the island is at a higher rate than observed in other similar economies. Te report estimates 45 per cent of foreigners who were engaged in the workforce left Malta after two years, and 25 per cent of foreigners left the same year as they joined. One major reason is the rise in living costs, such as rent.


Living costs were not the only factor determined to influence expats exit rate. Worries about future career prospects, low wage employment compared to other countries and securing a better future for their children were also among the top reasons.


Growth is highly dependent on the long-term prospect of the workforce and the industry itself, as everything we do impacts the future of the market and the country. Relying on one industry alone, which is estimated to account for 12 per cent of the national GDP in Malta, offers only limited growth.


One of the determining factors of productivity and growth has to do with the accumulation of human capital and knowledge over time, also called learning-by-doing. On site professional training and guidance, combined with learning- by-doing, gains valuable experience for the employee and raises overall productivity for the company.


Te lack of diversity in industries brings with it a tight cap on the type of talent that flows into Malta, and one determining factor for


innovation on a market level is the diversity of ideas and projects. Te more ideas entrepreneurs bring within the same market over time, the better that sector grows and learns.


So, what can we do now to ensure a better future for the Maltese economy?


Tere are no quick fixes and a real effort should be made by the authorities for the long-term future of the island. On one hand, the government and official authorities should come up with better subsidies and programmes for professional education and training for expats and local talent. Tis can ensure the knowledge stays in the market and lowers the turnover rate, giving better prospects for talent.


Start-up accelerator schemes as well as benefits to attract companies should be initiated in order to ensure new ideas and projects hit the market.


It takes just one big start-up breakthrough to create an entire wave of attraction for talent on the island. Overall, if Malta becomes a start-up hub for Europe it will already attract brilliant minds to it. Tat demands real long-term programmes in specific industries.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110