Malta, in the Top 12 Citizenship by Investment Programs

Malta, in the Top 12 Citizenship by Investment Programs, just a few in the Schengen area

In light of this growing importance, a 2017 study conducted by the Financial Times’ PWM and led by researcher James McKay ranked the top citizenship by investment programs throughout the globe.

Thx to TaxLinked

The twelve programs looked at were ranked based on either their “overall performance and desirability,” or seven fundamental “pillars” consisting of freedom of movement, standard of living, minimum investment outlay, mandatory travel or residence, citizenship timeline, ease of processing and due diligence.

The table below lists the citizenship by investment programs analyzed by Professional Wealth Management based on their final scores and overall ranking.

Citizenship by Investment Index

Source: CBI Index (

A Closer Look at the Best Citizenship by Investment Programs

Several conclusions can be drawn from the Professional Wealth Management’s results.

First of all, in terms of freedom of movement, the four European Union programs ranked higher than those in the Caribbean, Africa or Oceania.

As stated in the report, “of these four, the highest ranking were also members of the Schengen Area, which, for the most part, operates under a common visa policy.”

Same sort of logic applied to standard of living with the European nations far surpassing their Caribbean, African and Oceania counterparts in key factors such as life expectancy, real GDP growth, gross national income, relative safety and education, to name a few.

In terms of minimum investment outlay, the Europe-based programs fell short considering their hefty investment requirements.

For instance, Cyprus requires a 2 million Euro investment, while Malta calls for one amounting to 1.2 million Euros.

On the other hand, programs like those in Comoros, Vanuatu, Saint Lucia, Grenada and Dominica offer HNWIs citizenship for less than 200 thousand dollars.

Furthermore, most countries except more Malta scored fairly high in the mandatory travel or residency requirement thanks to their flexibility in terms of how much time must be spent there.

Malta, however, scored very poorly as a result of its “more complex physical residence requirements” and a “genuine link test” that “only provides some flexibility to how an individual can demonstrate residence on the island.”

Saint Kitts & Nevis and Vanuatu ranked highest in terms of the application’s turnaround and how fast citizenship is awarded to the HNWI. Both of these countries award citizenship in less than a month.

Comoros, Dominica, Grenada, Cyprus, Antigua & Barbuda, Cambodia and Saint Lucia also ranked highly in the citizenship timeline requirement with passports being issued in between one and five months.

When it comes to ease of processing, the Caribbean programs outranked their counterparts.

According to Professional Wealth Management’s research, “the Caribbean was awarded the highest number of points for its ability to offer applicants streamlined and clear procedures to apply for citizenship. This reflects two important points regarding the region. Firstly, the requirements imposed on applicants in the Caribbean each follow the same model, and secondly, these nations have all committed to making their procedures transparent.”

Finally, in terms of due diligence, “Dominica, Malta, and St Kitts and Nevis scored equally to take first place, owing to their unique data collection and due diligence features.”

For the full research project, have a look at the CBI Index and feel free to download the report.


Maltaway to access to Malta, have a look here

Malta is an archipelago located in the central Mediterranean Sea and composed of three major islands: Malta, Gozo, and Comino. Maltese architecture reflects the many cultures that, throughout history, called the country home, with buildings drawing inspiration from differing styles ranging from Italian and French Baroque, to the British Neogothic and Victorian styles.

The country’s official languages are Maltese and English, contributing to Malta’s international character. Despite being one of Europe’s least populated nations, with around 415,000 citizens and only 300 km2 at its disposal, it is also one of the most densely inhabited.

Valletta is the capital of Malta and is often frequented as a political space for European meetings and conferences. It hosted, for example, the 2015 Valletta Summit on Migration, where European and African heads of government met to discuss the European migrant crisis. The city is recognised as a UNESCO World Heritage Site for its concentration of historical sites, particularly dating to the period in which Malta was governed by the Order of St John – also known as the Knights Hospitaller.

A European Union Member since 2004, and a member of the Eurozone since 2008, Malta has a healthy economy. The International Monetary Fund (IMF) forecasts Malta’s real GDP growth rate as 4.1 percent for 2016. Travel and tourism made a total contribution of 27.7 percent of GDP in 2015, expected to grow to 33.8 percent by 2026. Other significant sectors of Malta’s economy include wholesale and retail trade, especially by naval transport, and hospitality services.


History & Law

As the European Commission’s first recognised citizenship by investment programme, Malta’s Individual Investor Programme is a strong contender on the European scene. Moulded in its current form by Legal Notice 47 of 2014, the Programme is capped at 1,800 successful applicants.

Investment Options & Key Fees

The Individual Investor Programme has a single three-tier investment strategy for applicants interested in obtaining citizenship of the island.


First, the applicant must make a €650,000 non-refundable contribution to the Malta National Development and Social Fund, a separate legal entity administered by a Board of Governors charged with using the funds to advance education, research, innovation, social purposes, justice and the rule of law, employment initiatives, the environment, and public health.


Applicants can then either purchase real estate at a minimum value of €350,000 or rent property at a cost of at least €16,000 per annum.  Whether the applicant chooses to purchase or rent, the real estate must be maintained for a period of five years, during which time it may not be let or sublet.


To complete the investment portfolio, the applicant must also acquire Government bonds, stocks, or special purpose vehicles for a value of €150,000, to be retained for a period of five years.

As well as meeting a qualifying contribution for investment, applicants must also pay due diligence fees, used to assess their suitability for citizenship. They must also purchase global health insurance, to be prolonged indefinitely.

Timeline & Processing Body

Applications for citizenship of Malta are processed by Identity Malta, a procedure that takes at least one year as applicants must show 12 months’ residence on the island. A residence card is issued to enable applicants to live on the island prior to gaining citizenship.


Maltese citizenship does not come at the price of one’s previous nationality, as dual nationality was allowed in 2000. It brings a number of benefits including the right to live and work in the European Union, and visa-free travel to the Schengen Area and a total of over 165 countries and territories


Transfer to Malta your residence, your life, your family, your business, your wealth and assets, means improving your risk mitigation strategy

Corporate & Assets Governance, World Class, MALTA, Worldwide


No sheep, No leaders

Less sheep you have, more peripheral the leaders are.

maltaway governance sheep leaders
This is the best biologically performing models in nature, corporations and human organizations.
Learn from reality, not from manipulated human world the great Governance

Active Board, First advisor for the CeO

Active Board, First advisor for the CeO.


Apart Compliance, Advisory matters!

How CEOs Can Work with an Active Board

At companies of almost all sizes, across all sectors, boards are undergoing a profound transformation. Largely as a result of intensifying shareholder intolerance of mediocre or poor corporate performance, the ceremonial boards of the past are being replaced by active boards that are more demanding of managers and more intrusive in their affairs.

This change can be daunting and frustrating for CEOs. However, based on our experience of advising CEOs, operating as CEOs, and sitting on boards, we have found that executives can be effective in the new environment by revamping their interactions with their boards. It consists of four approaches.

Work with board members individually as well as in the group — and selectively seek their help.

It’s remarkable how many CEOs focus mainly on formal boardroom relationships. Yet by investing the time in regular one-to-one informal interactions, a CEO will help address the new active board members’ sense of duty to get close to the business. Through a personal dialogue, the CEO can better enlist them in important initiatives and address issues before they become crises. In addition, by creating a personal bond with the individual directors, the CEO lessens the odds that they will undermine or blindside him.

It is especially important to create a bond with the lead director and/or the chair. As boards have become more active, the lead director and board chair hold the keys to setting productive agendas and managing issues with the total board or individual members. One of us served on an active board that included members who frequently threatened to derail agendas and process with counterproductive questions. The CEO quietly recruited the lead director and chair to restore order, which they did. As boards have become more active, the lead director and board chair hold the keys to setting productive agendas and managing issues with the total board or individual members.

CEOs should consider recruiting one board member as an informal advisor. This must be done with great care and an ear for political nuances. For example, as one CEO we know discovered, a prospective board advisor actually had his eye on the CEO role for himself — hardly the right confidant! By using already-scheduled one-on-ones to assess board members for this advisory role, the CEO can better identify an appropriate advisory board member. This board member can be of great value as a sounding board and a guide to working effectively with the rest of the board.

Communicate less formally, more intensively, more often.

Many CEOs and their teams still deliver traditional 80-slide PowerPoint summary presentations at board meetings. But given that today’s boards increasingly want a substantive dialogue, we advise replacing the presentation with a thoughtful, verbal review and Q&A around critical updates, challenges, and opportunities. (Further background can be provided in brief pre-reading material.)

This will show that the CEO is  using his or her face-to-face time with the board for serious discussion. It will focus board activism on topics where the CEO will benefit from directors’ insight and counsel. And by taking the lead in inviting the board to engage on business-critical matters, the CEO can better manage the process and avoid one of the biggest downsides of the active board: disruptive interference by board members in business operations.

It may seem obvious that CEOs should communicate with board members regularly and substantively between board meetings. But in reality, CEOs often communicate mainly when there is a problem. Many also have difficulty regularly addressing a balanced mix of important topics.

One very effective approach to this issue is regular CEO letters to the board. The management of this letter should be delegated to a top lieutenant such as the head of communications or the COO. A monthly rhythm has proven effective with many boards. To assure balanced, relevant content, the letter should routinely address a fixed set of regular topics (e.g., business-environment trends, business updates, people/talent news, and early warnings of potential upside and downside developments).

Expose Level 3 and 4 managers to the board.

While boards in the past were typically focused on CEO succession planning and the talent among the CEO’s direct reports, active boards are also very interested in the levels below. They rightly see these executives as the future leaders and the operational leaders of today who should be driving performance. Active board members will therefore seek to get to know them.

Some CEOs feel this is overly intrusive or worry that the lower-level executives are not ready for board exposure. But, in fact, it’s positive to have board members engaging with deeper levels of talent. They learn more about the business and the next generation of the company’s leaders. Board members can also give the CEO valuable feedback about the people they meet and their view of the company’s overall bench strength. And for the executives, the right kind of exposure to board members is a great development opportunity.

The CEO should take the lead with the board in driving the engagement process, which will allow him or her to have greater influence over it. She can select the highest potential individuals for the interactions and organize the interactions so that they are most productive — for example, by holding them as one-to-ones over a breakfast or dinner. She can also brief the executives in advance on the style of the board member and potential question areas and brief the board members on the executives they will meet.

Handle strategic planning… strategically.

Older-style boards typically become involved only at the end of the strategic-planning process — typically in a board meeting devoted to review and approval of the strategy. By contrast, active boards often push to be involved from the start because the strategy is so important to the company’s performance.

The notion of involving the board in strategic planning can make CEOs anxious and defensive. They fear that the board may undermine the planning process due to insufficient knowledge about the business. They also worry that board involvement in strategic planning will be the thin edge of a wedge and lead to board interference in day-to-day management of the company.

The key to navigating this challenge is to keep strategic planning in the hands of management but to invite the board to provide advice and feedback from the beginning. One good way to do this is to involve the board early in deciding on the right, big-picture, strategic direction for the company, without getting into the details. The CEO and her team can develop and present to the board several options to the board, explaining why each has merit. Then the executives can solicit board input on each but not ask for a vote. In this way, the CEO and her team can gain valuable board perspective that will strengthen all the choices that are developed and obtain early board buy-in for both the options and the ultimate strategic plan that’s chosen.

The CEO can then provide periodic updates on the strategic-planning process through letters to the board and board meetings. This allows the board to stay engaged and provide input but keeps the control over the actual process with the executive team, where it belongs.

Business English Jargon, from Malta to the real world

Business English Jargon, from Malta to the real world

Don’t say this at work

For the research, Morar Consulting surveyed 1,061 US employees working in offices with at least 5 people.

Curious about what other jargon the respondents identified really didn’t like? Take these from the survey. and use them or not at your discretion

Blue-sky thinking

Thinking creatively.

In the weeds

Too detailed.


When you add up the pros and cons, this is the answer.




Add numbers to improve the analysis.


Put into action.

Let’s parking lot this


Siloed thinking

Forgetting to consider the impact on other teams or parts of the company.


Let’s stop thinking of it this way and think about it this other way.

It’s time to eat a reality sandwich

Back to the real world for a second.

It’s time to put the soup through the strainer

There’s a lot of junk here we don’t need.

From Ladders…

MALTAway Business English solutions here, in Malta


and How to escape the lost productivity bubble

As for the excessive meetings, Taylor said that managers shouldn’t invite employees to ones they don’t necessarily need to be a part of.

But each team member should also “think and act like a leader”

by using their judgment when deciding if they need to attend, instead of constantly asking their bosses.

Malta, the FILM VALLEY in the Med Sea, Studios, school and funding

Malta, the FILM VALLEY in the Med Sea, Studios, school, and funding


The film commission has publicly presented the new 2018 funding regime, the film school and new Studios projects, to shape the new Film valley in the middle of the Mediterranean sea…kissed by the famous …

Maltese Golden Light.

The new scheme will be much more attractive, holistically speaking, than the one you can see in a wrap up below

The objective of the Malta Film Fund is to nurture and back the development and production of Maltese films and scripts (i.e. Feature Films, Short Films (production only), Creative Documentaries, and High Quality International TV Series), which in turn contributes towards building an Indigenous Film Industry. The fund offers three funding strands, one for development (Writers’ Grant and Development Grant) and one for production (Short Film Production for New Talent, Short Film Production, Production) and a third one for distribution, with a total budget allocation of €300,000. We welcome applications for film and script projects in all genres (including animation) from both new and established film-makers that aim to promote Maltese storytelling, Maltese stories and Maltese cinema and by doing so improve the structure and ultimately create a self-sustained Maltese film industry. An independent evaluation panel of highly esteemed professionals including foreign experts from the film industry are brought together to assess and review applications and to administer awards. As administrators of the Malta Film Fund and other schemes, The Malta Film Commission are working towards an alignment and coordination of various film support measures that will help support Maltese film making talent.

Malta Film Fund 2017 Schedule 

Types of Support Maximum Grant Percentage of Project Cost
Writers’ Grant  €5,000 Up to 100%
Development Grant  €30,000 Up to 80%
Short Film Production – New Talent Grant €2,500 Up to 100%
Short Film Production Grant €20,000 Up to 100%
Production Grant  €120,000 Up to 50%
Film Distribution Marketing Grant €10,000 50% match-funding
International Film Festival Fees Grant €300 (Short Films)
€500 (Feature Films and
50% match-funding


Transfer to Malta your residence, your life, your family, your business, your wealth and assets, means improving your risk mitigation strategy

Corporate & Assets Governance, World Class, MALTA, Worldwide