Imprese e Individui a MALTA, 4 passi insieme per internazionalizzarsi davvero

Imprese e Individui a MALTA, 4 passi insieme per internazionalizzarsi davvero. Relocate your Mind!

Ecco il nostro pensiero e le nostre azioni, in un intervista con Francesco Carbone in un podcast de Il Truffone

I confini, i permessi, i dazi, i passaporti, i visti, la moneta ecc. sono costrutti pensati da uomini per controllarne altri …. la vera ed unica utilità delle barriere è quella di far capire quando queste crollano che cosa sia la libertà di movimento di persone, capitali, beni e servizi….. ricordatevelo

Siate diversi, cogliete le opportunità di un mondo grande ma sempre piú facile e vicino e si può davvero fare in perfetta regola e rispetto delle norme internazionali, FATELO !!!

http://iltruffone.com/it-030-individui-e-imprese-ecco-4-idee-da-cui-partire-per-cominciare-a-internazionalizzarsi/

Il processo di internazionalizzazione è oggi alla portata di molti e andrebbe sfruttato come possibile, ovviamente nel rispetto di quelle norme internazionali che da tempo hanno dichiarato fuorilegge l’offshore ma che ancora lasciano ampi spazi di manovra al movimento di persone, capitali, beni e servizi. Anche gli individui e le piccole e medie imprese possono infatti, a loro modo, replicare alcune strategie di successo adottate dalle corporation godendone gli indubbi vantaggi. Con l’aiuto di Alberto Balatti vediamo le 4 idee fondamentali dalle quali partire: 1) spezzare residenza e cittadinanza 2) avviare alcune attività all’estero ottimizzando, eventualmente, anche la tassazione 3) diversificare i propri asset al di fuori del paese d’origine 4) acquisire competenze necessarie per integrarsi col processo globale e rivendibili all’estero (corsi Inglese, Laurea ed MBA in Inglese).

L’ospite della puntata

Alberto Balatti, fondatore e Managing Partner di MALTAway.com, ha oltre 35 anni di esperienza internazionale nei settori di Management Consulting, Servizi Societari, Consiglio di Amministrazione, Governance, Investimenti e Relocation

Link a fonti utili

Malta for EU companies a place to be, pubblicato su Maltaway

Paradisi Fiscali: nuovo modello Europeo a punti paesi blacklist, pubblicato su Maltaway

Dal TAX HAVEN al TAX COMPLIANT con MALTA way, pubblicato su Maltaway

MALTA, il paradiso dove trasferire la pensione INPS, pubblicato su Maltaway

Malta, Italia, Europa: estero e mancata iscrizione AIRE per cittadino Italiano, pubblicato su Maltaway

Boards Must ensuring companies change quickly enough to face competition and not just risk protective

Boards Must ensuring companies change quickly enough to face competition and not just risk protective

When you have a Board role, remember this post and keep your focus straight on the shareholders’ interest … MALTAWAY BOARD GOVERNANCE AND NON-EXECUTIVE DIRECTOR (NED)

maltaway_balattiboardmember_BoardEngagement

Boards of directors play two roles. They must protect value by helping companies avoid unnecessary risks, and they must build value by ensuring that companies change quickly enough to address emerging competitive threats, evolving customer preferences, and disruptive technologies.

With technology and business model cycles becoming shorter and companies facing unrelenting pressure to innovate or suffer the consequences, more and more boards need to focus on the second of these roles. To do so, they must be willing to challenge executive teams and stress-test their strategies to ensure they go far enough and fast enough. For boards used to preserving the status quo, this shift can be uncomfortable. Here are four ways boards can become better challengers and champions of change.

Confront Unwelcome News and Trends

Changing strategy is extremely difficult, especially for successful businesses. In the early 1990s Blockbuster commissioned a study on the future of video-on-demand technologies and how they would impact traditional video rentals. The report concluded that expanded cable offerings and broadband internet would begin to impact video rentals around 2000, and would grow rapidly thereafter. The good news was that Blockbuster had a good 10 years to prepare for the new environment. But the shift never happened: Management ignored the study’s findings and continued with the same strategy, supported by the board. In September 2010 Blockbuster filed for bankruptcy protection. In this case, value protection was not enough. The company had clear advance notice that seismic change was coming.

The board’s role was to acknowledge the warning signs and challenge management’s lack of action — even if it meant contention and dispute in the boardroom.

Make Sure You Have Challengers in Your Midst

Boards will be far more effective in their challenger role if they offer seats to individuals with professional experiences and viewpoints that are very different from those of the executive team. Directors can learn to be more direct with management, but it’s hard to fake contrarianism when everyone is of the same mind. When a board resembles the CEO in mindset and outlook, it’s a recipe for a gatekeeper board, not a challenger board. But when boards mix it up by bringing in members with different perspectives, they can effect powerful strategic changes, something I have seen many times in my work with corporate boards.

Often, these “challengers” will be tech-savvy young executives from digitally disruptive companies who can press their fellow directors and senior management about potential blind spots related to digital disruption. But disruption is not always about technology. For example, one highly successful, privately-held producer of canned foods actively sought a board member who could challenge management to think differently but who would still fit with the company’s family-oriented governance culture. The successful candidate was the CEO of a well-known, family-owned California wine business that catered to consumers who would not dream of buying canned food. The board member helped the company “think outside the can” to identify new product forms that would broaden their customer base and appeal to health-conscious consumers.

In another instance, a leading chain of retail pharmacies appointed as vice chair someone with a background in health care manufacturing and pharmacy benefit management. The new board member helped management better understand the efficiency advantages of mail-order pharmacies, which rely on automation. As a result, the company added low-cost automated pharmacy services to its existing retail outlets, giving it a competitive advantage over traditional retail pharmacies.

Stay Fresh with Term Limits and Checks and Balances

Beyond accessing the right expertise, boards can maintain a challenger perspective by ensuring they don’t become complacent and drift toward an approver role. One of the most effective ways to do this is to establish mandatory term limits as a part of the board’s bylaws. Term limits can help boards maintain a level of independence between the outside directors and executive leadership.

Moreover, if the CEO and chair roles are separated, the chair can take more active responsibility for ensuring that alternative views and perspectives are brought before the board. Separating the roles is a common practice in Europe, and it’s becoming more so in the United States. Another option is to appoint an independent lead director, a less drastic change that can have a similar effect. In fact, the New York Stock Exchange essentially requires listed companies with nonindependent chairs to appoint one of their independent directors as lead director. The lead position, among other duties, is responsible for scheduling and helming board meetings that take place without management. Today the majority of S&P companies with combined CEO and chair roles have chosen to counterbalance this arrangement by appointing an independent lead director.

Turn Courage and Candor into Core Competencies

Having directors with valuable insights is worthless if they do not feel comfortable sharing their perspectives and debating issues with management. A recent study by Women Corporate Directors and Bright Enterprises found that more than three-quarters (77%) of director respondents believed that their boards would make better decisions if they were more open to debate, and 94% said that criticism can help bring about change when it is used properly.

Nevertheless, board members are often hesitant to offer criticism, especially to CEOs. The same survey found that only about half (53%) of respondents felt that the CEOs of their companies take criticism well. This is not surprising. As a board member it is much easier to empathize with a CEO under pressure than with an abstract group of shareholders. One way to address this issue is to offer board members training in giving and receiving constructive criticism. Board members need to understand that failing to confront difficult issues will not help the CEO. If a CEO’s first indication that the board is dissatisfied is hearing they are searching for his or her replacement, then the board is not fulfilling its responsibilities.

Challenger boards are those with the strength to put the hard questions to management and to poke holes in suboptimal strategies. They bring a diversity of perspective that can help management understand the company’s vulnerabilities and how to overcome them. For companies struggling to exist in a world where disruption is rapidly becoming a business constant, challenger boards may well be one of their most important survival tools.

https://hbr.org/2017/01/boards-must-be-more-combative

Executives and Salespeople Are Misaligned and the Effects Are Costly

When you have a Board role, remember this post and keep your focus straight on the shareholders’ interest … MALTAWAY BOARD GOVERNANCE AND NON-EXECUTIVE DIRECTOR (NED)

U.S. companies spend over $900 billion on their sales forces, which is three times more than they spend on all ad media. Sales is, by far, the most expensive part of strategy execution for most firms. Yet, on average, companies deliver only 50% to 60% of the financial performance that their strategies and sales forecasts have promised. And more than half of executives (56%) say that their biggest challenge is ensuring that their daily decisions about strategy and resource allocation are in alignment with their companies’ strategies. That’s a lot of wasted money and effort.

So what’s the problem?

According to an assessment of over 700 sales professionals and senior executives conducted by GrowthPlay — a sales-focused consulting firm where one of us is Managing Director — the problem stems from gaps between the perceptions, attitudes, and information flows between executives and sales reps.

The assessment asked respondents — executives, middle managers, and sale reps from companies of all sizes in a variety of industries such as consumer goods, telecommunications, manufacturing, wholesaling, and travel/hospitality — to answer a series of questions about how well their companies’ strategic directions inform six critical elements of their sales approaches: their target customers, the sales tasks generated by those customers’ buying journeys, the type of sales people best suited to perform those tasks, how the firm organizes its sales and other go-to-market efforts, and the cross-functional interactions required to sell and deliver value to customers.

The results show that executives feel that they have a high level of understanding of their companies’ strategic priorities, while sales reps — who aren’t typically in the planning meetings, on the conference calls, or roaming the halls with the people crafting strategy — said they did not.

There are other gaps, too. For example, leaders sees deficiencies in most categories related to core sales tasks and sales personnel. The only category in which executives rate more positively than salespeople is compensation, which isn’t surprising since executives determines pay policies!

 

From these results, a broad story emerges: Senior leaders have a better relative understanding of the company’s direction than sale reps, but are concerned that they don’t have the right sales processes and people.

For their part, salespeople are confident in their abilities to execute, but admit they have little understanding of the strategic direction, and its implications for their behavior, at their respective companies.

To add to that, the groups are far apart on basic elements such as recruiting, hiring, training, and role alignment. You can see why a simple statement —“I’m from Corporate and I’m here to help you”— is one of the oldest jokes in many firms.

If and when leaders want to make changes, misalignment sets up a costly and frustrating cycle.

The sales force gets better and better at things that leaders and customers value less and less while remaining unclear about performance expectations.

Companies fail to get the most out of the $12 billion a year they spend on sales enablement tools and the billions more on CRM technology.

And hiring the right candidates also becomes a problem, especially as new buying processes, driven by online technologies, reshape selling tasks. If information isn’t flowing between senior execs and front-line customer-contact people, leaderswon’t be able to keep up with the new skills and sales tasks they should be hiring for.

If any or all of these steps are taken without improving the sales team’s understanding of the company’s business objectives, the result is a “competency trap”: the salesforce gets better at their routines, but these same routines keep the firm, and its top team, from gaining experience with procedures more relevant to changing market conditions.

In order to achieve alignment, companies need to break these routines and treat causes, not symptoms. This is often difficult because multiple stakeholders across functions must invest in a new approach while still meeting their own obligations to keep the current business running. But good planning and proper leadership support can help.

Consider a large home energy provider in a mature, commoditized market where deregulation is driving down revenue and profit. To spur growth, the company committed to a strategy of diversifying their product offering. This meant transforming a salesforce, which had been conditioned to sell on price, to sell value-added services.

Here is what the leadership team did:

They linked strategy to behaviors. Beginning with conversations with frontline salespeople and managers, they asked, “Are the salespeople having a conversation that helps customers see the value of these services?” In the cases where reps weren’t, the team identified the selling behaviors that needed to be abandoned and then established a new sales process and set of sales tasks that needed to be clarified and executed.

They changed their approach to training. They also committed to an intensive effort that spread the learning out over a series of weeks, allowing the incumbent salespeople to apply behaviors gradually rather than trying to learn the entire process at once.  The process was tweaked for the new hires and incorporated into their on-boarding. This is aligned with what research tells us about the importance of deliberate practice in training for results. Acquiring new behavioral skills (versus concepts) requires repetition; people must try a new behavior multiple times before it becomes practiced enough to be comfortable and effective.

Simultaneously, sales managers went through a series of development sessions to develop their coaching skills. The goal was to focus performance conversations on how sales people were serving their customers and the value-selling process inherent in the strategy.

They revamped their compensation and performance evaluations. Commissions were adjusted to reflect the importance of the value-added services, and additional incentives were added to reward those sales reps that exhibited the behaviors required to execute the strategy, not only the revenue outcomes. Further, adherence to the sales process was added to the salesperson’s evaluation scorecard and, perhaps most important, reviews were now taken seriously — by managers and individual reps — as a strategy execution and development tool, not only a compensation discussion.

They changed their hiring/recruiting efforts. The biggest personnel shift related to front-line sales managers.  The company began evaluating potential managers based on their ability to coach and reinforce the process, not simply on their performance as a salesperson.

Sales performance and competitive positioning have improved significantly for this company. Its leadership articulated the firm’s strategy in a clear and consistent manner and analyzed the gap between the current sales tasks and those required to meet the new strategic objectives. And while their approach involved elements of training, compensation, performance reviews, and hiring practices, it was the sequence in which they addressed those areas that drove alignment.

https://hbr.org/2017/01/executives-and-salespeople-are-misaligned-and-the-effects-are-costly

Firms Give More Stock Options When They’re Committing Fraud

Firms Give More Stock Options When They’re Committing Fraud

board-compensation-committee

When you have a Board role, remember this study and keep your focus straight on the shareholders interest …MALTAWAY BOARD GOVERNANCE AND NON EXECUTIVE DIRECTOR (NED)

 

Whistleblowers can play in a big role in uncovering financial misconduct. For example, look at Sherron Watkins, formerly of Enron, and Cynthia Cooper, formerly of WorldCom. Both women helped uncover massive frauds inside their organizations that ultimately cost investors billions of dollars.

Research suggests that employees are often in a position to discover and expose wrongdoing in organizations. This may be why the 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act encourages employee whistleblowing: Section 922 of the Act promises to protect whistleblowers from retaliation and offers monetary awards for disclosure, which range from 10% to 30% of monetary damages collected from the company. Since this program was established, the Securities and Exchange Commission (SEC) has granted more than $111 million in awards to 34 whistleblowers, with the largest award of $30 million granted in September 2014.

While protection and rewards may encourage more employees to come forward, firms may be able to counter these incentives by making it beneficial for employees to keep quiet. In a study recently published in The Journal of Accounting and Economics, we examined whether firms use financial incentives to discourage whistleblowing. Although there are many kinds of financial incentives, we focused on stock option grants to rank-and-file employees, as this data are more readily available. Further, since the value of stock options is directly tied to the value of the firm’s stock, and because whistleblowing allegations result in an immediate decline in the firm’s stock price, employees stand to lose financially when they blow the whistle. In addition, employee stock options typically have vesting terms that require employees to wait a few years before they can exercise their options, which may act as a disincentive to blowing the whistle before they’re able to exercise their options.

Using a Stanford Law School database, we identified a sample of 663 firms that were alleged to have engaged in financial misreporting and were subject to class action shareholder litigation in U.S. federal court from 1996–2011. We examined the number of stock options granted to rank-and-file employees during the period of alleged misreporting, and we found that these firms granted more stock options during the misreporting period than did a benchmark sample of 663 similar firms that were not being investigated for financial misreporting. Option grants by these misreporting firms varied over time. Specifically, misreporting firms granted 14% more stock options to rank-and-file employees when they were allegedly misreporting their financials, but the number of options they granted decreased by 32% after they appeared to stop misreporting. These findings suggest that these firms granted additional stock options strategically during periods of alleged misreporting.

We also found that these efforts are effective. Misreporting firms that granted more stock options to rank-and-file employees were less likely to be exposed by a whistleblower. Approximately 10% of the firms in our sample were subject to a whistleblowing allegation. Firms that avoided a whistleblower granted 78% more stock options than these firms did not.

Because our sample consists only of misconduct that was discovered, our findings can’t speak to firms that engaged in financial misconduct without getting caught. In addition, our evidence is circumstantial, in that we cannot directly observe the underlying motivation for employers’ stock option grants or employees’ whistleblowing decisions. Nevertheless, while Dodd-Frank encourages employee whistleblowing by offering financial incentives of up to 30% of recovered damages and penalties, our findings suggest that firms may offer their own financial incentives to discourage whistleblowing.

Although we examine stock options grants as the primary mechanism for employers to discourage whistleblowing, there are others tactics firms can use as well. In fact, recent media reports indicate that the SEC is investigating other ways in which firms subvert whistleblowing, including having employees sign confidentiality agreements and creating severance contracts that prevent employees from contacting regulators or benefiting from government investigations. As legislators evaluate the efficacy of whistleblowing regulations, they should remember that the firms they are trying to regulate are not silent bystanders — companies can take action to discourage employees from speaking up.

https://hbr.org/2017/01/research-firms-give-more-stock-options-when-theyre-committing-fraud

MALTA, rating alzato ad A-, Debito sceso al 60%, Deficit allo 0,5%

MALTA, rating alzato ad A-, Debito sceso al 60%, Deficit allo 0,5% (dopo un surplus per 2 trimesti consecutivi), meglio delle previsioni di Eurostat

Se sei in un paese a rischio, con un debito enorme, con un sistema bancario a rischio, tu, il tuo business, i tuoi assets sono a rischio …. non ci sono fiduciarie o fondi patrimoniali che tengano, la vera ed unica alternativa e averei propri assets in paesi stabili, solidi, sicuri.


The third quarter of 2016 saw the national debt fall to 60.4% of GDP, its lowest level since 2008, according to a government press release.

“Over the course of the last legislature, national debt went from 60.4% to 71.5%, an increase of 11.1 percentage points. Under this administration, this increase has been completely erased,” read the statement.

It added that “in the last year alone, a reduction of almost 2.5 percentage points was registered” and that according to Eurostat, Malta had the fifth largest reduction in national debt.

“At the time when the leader of the Opposition was the deputy leader of the party in government, the national debt had increased at a rate of €103m a month, or 3.5% of the of GDP. This was the largest increase in national debt ever registered over a period of three months,” read the statement.

Moreover, according to Eurostat, the country register red a deficit of 0.5% in the third quarter of last year, on the back of two consecutive quarters where a surplus was registered, the government said.

“An analysis of the number shows that this is the first time that the country registered a surplus in two consecutive quarters. The surplus observed in the second quarter of 2016 is the best financial result obtained by the government since Eurostat started publishing statistics for Malta in 2000.”

According to the government, the results explain why Standard and Poor’s chose to upgrade Malta’s credit rating to A-. In addition to this, it said that without having to resort to austerity measures, the government has succeeded at bringing about strong economic growth, which is being used to strengthen public finances.

http://www.maltatoday.com.mt/business/business_news/73719/national_debt_down_to_604_of_gdp#.WIb1l7YrJo4


MALTAWAY: INVESTIRE A MALTA NELLE ACQUE TRANQUILLE DI UN PAESE STABILE E SICURO

Trasferire a Malta la residenza, la tua vita, i tuoi familiari, il tuo business, il tuo patrimonio, significa migliorare la gestione del tuo rischio

Corporate & Assets Governance, World Class, MALTA, Worldwide

Quantitative Reasoning Skill and quantitative methodology are very rare on the market

Quantitative Reasoning Skill and quantitative methodology are very rare on the market

The “scarcity of yourself” with MALTaway Education and Relocation

The world’s most popular job profiles by 2020

The Fourth Industrial Revolution brings artificial intelligence and machine learning in the foreground of a changing work environment. To get on the bandwagon, employers have to adapt to mobile internet and cloud technology, update their employees’ skills, and look for STEM (Science, Technology, Engineering, and Mathematics) educated candidates.Vesselina Stefanova Ratcheva, Data Analyst for the World Economic Forum, shares with Expat.com her vision of the future of jobs, and gives us some tips to excel in the developing employment market.

Vesselina Stefanova Ratcheva

About the author

Vesselina Stefanova Ratcheva is Economist from the World Economic Forum. She answers Expat.com questions on the Future of Jobs report issued by the organization in 2016.

What is WEF’s definition of the Fourth Industrial Revolution, and when is it about to start?

The First Industrial Revolution used steam power to mechanize production. The Second used electric power to create mass production. The Third used electronics and information technology to automate production. Now a Fourth Industrial Revolution is building on the Third. It is characterized by a fusion of technologies that are blurring the lines between the physical, digital, and biological spheres.

 

Industrie 4.0 la nouvelle révolution industrielle

In its scale, scope, and complexity, the transformation will be unlike anything humankind has experienced before. The technological advances indicative of its arrival are slowly gathering momentum. We expect that the coming years will see an acceleration in the emergence of advanced technologies.

How businesses, governments, and individuals are expected to react to these developments? Has the competition started?

Governments and businesses are increasingly aware that there is a wider arena in which to both compete for emerging technologies and plan effective governance. This landscape presents a variety of challenges, especially when it comes to attempts to meet the talent demands which can effect wider economic growth.  Great initiatives currently in place include Singapore’s Skills for the Future programme, Finland’s distinctively future-ready foundational education system, as well as Germany and Switzerland’s exemplary approaches to technical and vocational education.

Where should students go to find the best studies in genetics, artificial intelligence, robotics, nanotechnology, 3D printing, and biotechnology?

No one institution or indeed country can be said to have the education capacity to develop the full sweep of the many emerging technologies. More importantly many emerging technologies are not likely to be taught in universities, but on the job, through wholly new certification models, or through micro-courses. Our work with education experts has highlighted that the education systems of the future will need to be agile to adapt to the emerging landscape and there will be similar demands placed on students themselves. Those embarking on new courses should not consider their education to be bounded in time and restricted to their degree programme. Increasingly students will need to think with a broad horizon, expect to learn throughout their lifetimes and be flexible in their outlook.

As with other developments before them, there will be the potential for many new companies to emerge to fill gaps in the industry landscape. Yet in an increasingly multi-focal world, these new enterprises could emerge in a variety of environments, only limited by the entrepreneurial nature of the populations at hand.

Facing a shortage of skilled people in several sectors, what is /will be the most popular profile among talent hunters, both in terms of soft skills and hard skills?

Technical skills vary significantly by industry and with the pace of change in technologies. Overall STEM skills will be in particular demand. When it comes to soft skills, Complex Problem Solving, Critical thinking, Creativity, People management and Coordinating with Others will be some of the key skills in 2020.

What jobs will be the most popular?

The future of work will particularly require professionals skilled at building the tools of tomorrow professionals such as Mechanical and Electro-technology Engineers. Many high growth roles will be the ones leveraging STEM skills to the benefit of a variety of industries, including those dealing with new materials, extraction and processing such as Mining and Petroleum Plant Operators, Materials Engineers, as well as Industrial and Production Engineers.

Retaining their popularity are the recently booming Data Analysis, Software and Applications Developers and Analysts professionals.  In addition, we expect to see an ongoing appreciation of those professionals that can understand and shape our increasingly complex economies: Economists, Management and Organisation Analysts, Supply Chain and Logistics Specialists.

Fourth Industrial Revolution

Will the Fourth Industrial Revolution have an impact on the most traditional jobs doctors, teachers, lawyers, blue collars? What about the impact on the mobility market?

Our projections suggest significant changes to traditional blue collar jobs and to the law profession in its current form, requiring wide-scale adaption. Medical jobs should see a more stable outlook, as should teaching roles, although the latter will also see some disruption in the type of work being done.

Most companies expect recruitment to become even harder, and the skills needed will undoubtedly be more high-level, suggesting that there will be a move towards seeking new talent pools. However, it remains to be seen whether companies will leverage the opportunity of new technologies, and make wider use of remote working, whether they will import talent, or will end up looking closer afield.

The rise of flexible work and new formats of working could enable more worker flexibility in terms of mobility, but wider geo-political factors will be potentially a constraining factor to more optimistic scenarios.

http://www.expat.com/en/expat-mag/782-the-world-most-sought-after-skills-by-2020.html

MALTA Dreams Road in moto

MALTA Dreams Road in moto

Oggi da non perdere questo video, cibo per gli occhi, la mente e la passione di guidare una moto nella storia, cultura e panorami straordinari di MALTA, per tutto il resto ci siamo noi di www.maltaway.com

http://www.rai.it/dl/RaiTV/programmi/media/ContentItem-5a4b7cd9-58a2-4543-a756-8bdfc85ffbd7.html

MALTAWAY: INVESTIRE A MALTA NELLE ACQUE TRANQUILLE DI UN PAESE STABILE E SICURO

Trasferire a Malta la residenza, la tua vita, i tuoi familiari, il tuo business, il tuo patrimonio, significa migliorare la gestione del tuo rischio

Corporate & Assets Governance, World Class, MALTA, Worldwide

VIAGGI MALTA E NEL MONDO CON MALTAway TRAVEL

MALTAway TRAVEL è un CONSULENTE DI VIAGGIO SPECIALIZZATO SU MALTA, paese ove viviamo e che conosciamo nei suoi aspetti più diversi, ma sempre con soluzioni nuove e competitive ovunque nel mondo

Scegliere Maltaway Travel per un viaggio a Malta vuol dire prenotare un hotel a prezzi web ma in più avere i consigli giusti e gratis di chi ha visto e selezionato gli hotel , di chi conosce l’isola per suggerirti la location ideale , di chi sa dirti cosa fare e vedere. E poi puoi anche trovarci qui al tuo arrivo.

Per chi viaggia per affari vuol dire avere un servizio in outsourcing con il tuo esperto a prezzi web e ovunque nel mondo

CONTATTA Maltaway Travel per un preventivo per un viaggio.

LA TUA AGENZIA ON LINE CON UN VOLTO E UNA VOCE PER OFFERTE A PREZZI WEB + TANTI CONSIGLI GRATIS

VIAGGI, IL MARE DI MALTA: leggi la nostra guida aggiornata e con i dettagli e le informazioni di chi vive sull’isola

VIAGGI, STORIA, CULTURA E TRADIZIONE A MALTA: è un paese ricco di storia lunga 7000 anni e di cultura con templi neolitici, cittadine medioevali , pittoreschi villaggi , imponenti palazzi, chiese e cattedrali ma anche stupendo dal punto di vista naturalistico con il suo mare azzurro, le lagune caraibiche, le sue spiagge, le sue scogliere che rendono l’isola una location davvero unica e completa.

YACHTING: Noi di MALTAway TRAVEL, ti possiamo organizzare la tua vacanza in barca a vela a Malta perchè i tuoi sogni e desideri possano realizzarsi. .. e svegliarti nella Laguna Blu di Comino per un bagno in solitaria nelle sue acque azzurre e cristalline, o attraccare nella baia di Xlendi a Gozo, o partendo da Malta ovunque nel Mediterraneo Perché dovresti scegliere NOI di Maltaway Travel ?


I VANTAGGI DI PRENOTARE LA TUA VACANZA E I TUOI VIAGGI CON MALTAWAY TRAVEL

  •         Perché non hai tempo di trovare l’hotel, raccogliere informazioni  , capire la location giusta per te, scomodarti ad andare in agenzia a prenotare. Noi sappiamo  consigliarti offrendoti posti selezionati a costi competitivi, come TUO CONSULENTE DI VIAGGIO
  •        in PIU’ saremo il TUO PERSONAL TRAVEL  per avere iconsigli giusti sulla tua vacanza , senza costi aggiuntivi.

Tu non dovrai preoccuparti di nulla prenotare un Viaggio con Maltaway  Travel è semplice, in soli 3 passi:

  1. CONTATTACI : Tu non dovrai preoccuparti di nulla, contattaci via mail , Skype , Voip per valutare insieme le tue esigenze, per costruire il viaggio su misura per te, avere da noi suggerimenti sulla miglior location e il miglior hotel senza costi aggiuntivi, i consigli sono gratis.
  2. PREVENTIVO : ti mandiamo on line un preventivo per una vacanza negli hotel o residence selezionati o per i voli da te scelti per il tuo viaggio,  come fa la tua agenzia viaggi vicino a casa ma senza scomodarti
  3. PRENOTAZIONE : per confermare la tua scelta inoltri un  bonifico in tutta sicurezza al Broker di Viaggio italiano serio e affidabile da noi scelto, senza far uso della carta di credito, e tispediamo i voucher e/o i biglietti aerei (compreso il check in per i voli low cost) direttamente via e- mail .

CONTATTACI PER UN PREVENTIVO  senza impegno e per vedere le offerte che facciamo, noi di Maltaway Travel siamo qui a Malta ad aspettarti!

Siamo o non siamo analfabeti: analfabetismo funzionale, informazione , analisi e critica

E’ sconcertante leggere i dati di questo articolo che sta girando in questi giorni riguardo l’analfabetismo funzionale definito da WIKIPEDIA come” l’incapacità di un individuo di usare in modo efficiente le abilità di lettura, scrittura e calcolo nelle situazioni della vita quotidiana”

Il 70% degli italiani sono analfabeti funzionali?

http://www.cultora.it/analfabetismo-funzionale-profondo-rosso-colpisce-70-cento-degli-italiani/

L’articolo definisce  analfabeti “funzionali” quelli che ” si trovano in un’area che sta al di sotto del livello minimo di comprensione nella lettura o nell’ascolto di un testo di media difficoltà.”

L’articolo ci fornisce dati impressionanti:

”Più del 50 per cento degli italiani si informa (o non si informa), vota (o non vota), lavora (o non lavora), seguendo soltanto una capacità di analisi elementare: una capacità di analisi, quindi, che non solo sfugge le complessità, ma che anche davanti a un evento complesso (la crisi economica, le guerre, la politica nazionale o internazionale) è capace di una comprensione appena basilare.”

Per molti l’unico strumento di informazione e’ solo la televisione ed ora aggiungerei anche i social Network con Facebook in testa

”L’ultima indagine Istat racconta che il 18,6 per cento degli italiani – cioè quasi uno su 5 – lo scorso anno non ha mai aperto un libro o un giornale, non è mai andato al cinema o al teatro o a un concerto, e neppure allo stadio, o a ballare. Ha vissuto prevalentemente per la televisione come strumento informativo fondamentale..

asini

Gia’ nel 2014 i dati e le critiche erano analoghe (anzi oggi forse solo ricopiate dai nostri giornalisti da altri vecchi testi )

http://www.wired.it/play/cultura/2014/04/11/nuovi-analfabeti-usano-facebook-ma-non-sanno-interpretare-la-realta/

dove si scriveva tra l’altro

”Non esiste cura, se i primi a rifiutare la complessità e l’approfondimento sono i nostri insegnanti, i nostri manager, i nostri politici.”

 

Una riflessione che condivido pienamente e’ il dogmatismo della scuola italiana dove l’importanza dello studio e’ basata sulla quantita’ di poeti e letterati studiati, sul numero di pagine dei libri letti per l’esame universitario e non sulla capacita’ di analisi e critica degli studenti.

La scuola italiana, da sempre fondata sul dogmatismo, ha visto annullate le proprie spinte verso un insegnamento diverso, riducendosi alla trasmissione di competenze inutili, perché si dimenticano il giorno dopo l’interrogazione, e che non insegnano a capire, ad analizzare, a criticare, a soppesare, a riassumere.

Mi sono trovata a vivere in diretta con mio figlio e altri ragazzi l’esperienza di conoscere metodi diversi di studio, e realta’ differenti e ritengo che si possa concludere con questa riflessione

”Un analfabeta può anche imparare a memoria che Napoleone Bonaparte nacque ad Ajaccio il 15 agosto del 1769, e che nel 1805 si promosse re d’Italia, ma non per questo avrà gli strumenti per accogliere ed analizzare la complessità della società in cui vive.”

…rischiamo di diventare, come diceva Leonardo da Vinci, transiti di cibo più che di conoscenze, idee, sentimenti di partecipazione solidale.

http://www.greenreport.it/news/comunicazione/addio-tullio-de-mauro-faro-lanalfabetismo-funzionale-italia/

Spunti di riflessione da Maltaway Education

Lloyd’s of London a Malta, Un grande game-changer, Tu che aspetti, la tua Brexit?

Lloyd’s of London a Malta? Un grande game-changer! Tu che aspetti, la tua Brexit?

PERCHÈ MALTA?

MALTA è la tua nuova SVIZZERA e il tuo Nord Europa ma in mezzo al Mediterraneo, ispirata dal modello della Città-Stato dell’Isola di SINGAPORE. Con Maltaway Malta non avrà segreti per te

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PAESE LEADER

MALTA è la tua nuova SVIZZERA e il tuo Nord Europa ma in mezzo al Mediterraneo, stabile e sicuro,  ispirata dal modello della Città-Stato dell’Isola di SINGAPORE

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MALTA, EUROPA, COMMONWEALTH, MONDO

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MALTA FINTECH HUB

Malta FinTech, un vero hub della finanza e della Tecnologia dell’ eGaming e eCommerce, servizi di eFinance e eBanking a supporto del mondo Consumer e  Corporate

Malta in pole position for Lloyds of London subsidiary post-Brexit

Malta emerged as the favourite location for a post-Brexit subsidiary of insurance firm Lloyds of London, sources said.

Lloyds made it clear some months ago it wanted to open an office in another EU member state as soon as British Prime Minister Theresa May set Article 50 in motion to negotiate Brexit – meant to be by the end of March.

Lloyds chief executive Inga Beale had originally said the company was considering Dublin, Paris and Frankfurt, but by October, she said Malta and Luxembourg had been added to the list.

The sources said Lloyds had sent a delegation to Malta last month, as a result of which the island was put in pole position.

Lloyds intends to keep its 328-year-old base in London but will most likely move its top management to the new subsidiary, which will have to be capitalised separately, running into tens of millions of euros. The other – clearly more costly – option would be to have a branch in each of the member states, a possibility believed to have been all but ruled out.

The issue is passporting, that is, having the ability to conduct business from one jurisdiction in all the other member states. Passporting rights represent around four per cent of the company’s total premiums.

“The impact on Malta of hosting such a prestigious brand cannot be underestimated. It would be a game-changer in terms of attracting other big names,” the sources said.

http://www.timesofmalta.com/articles/view/20170112/local/malta-in-pole-position-for-lloyds-of-london-subsidiary-post-brexit.636259

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CORSI INGLESE, LAUREA e MBA A MALTA: CATALOGO 2017 MALTAWAY

Maltaway Education inizia il nuovo anno con il suo nuovo CATALOGO 2017 per CORSI INGLESE, LAUREA e MBA a MALTA.

Proposte selezionate per aiutarvi a scegliere nell’ampio panorama dei Corsi di inglese a Malta  con un ampio ventaglio di corsi di inglese, vacanze studio , corso di Laurea o Mba rivolti a bambini, ragazzi, adulti e executives o managers d’azienda.

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