Is digital identity and residence a new business way for Malta?

Why Estonia Is Letting Entrepreneurs Become “E-Residents”

Is digital identity and e-residence a new business way for Malta as well?

MALTA il paese leader in Europa nei servizi di #eGovernment per cittadini e imprese … come il Sud del Mediterraneo batte il Centro e Nord Europa

Maltaway is here to help you to relocate and invest in Malta, for yourself, your business, your wealth, your people….how can I help you?

maltaway digital residence malta

A common mistake governments make is assuming that a “more digital” economy will equal economic growth. But digitalization does not necessarily translate into growth.

For instance, in the HBR article “Where the Digital Economy Is Moving the Fastest,” the country with the fastest rate of digital development in the past, and the steepest trajectory for future digitalization, is Singapore. But, as the Singaporean government is slowly realizing, correlation does not mean causation, and digitalization does not mean growth. The Singaporean economy’s growth rate went from 6.2% in 2011 to 2.9% in 2014.

Many governments have been focused on both making themselves more efficient through digital technology (such as making it easier to renew passports through online portals) and making their countries more attractive to digital technology companies (by reducing the cost of doing business within their borders). As the examples of Singapore and many other countries illustrate, these steps are not enough.

If the public sector is to realize the full potential of digital technology to transform public finances and even kickstart national economic growth, governments will have to move beyond streamlining services and cutting red-tape for entrepreneurs.

Let’s look at the lessons from the private sector. As students of disruption realize, a new technology is never a disruption on its own. It’s an enabling condition, arguably even a necessary one, but it is not a sufficient condition. For a new digital technology to deliver a disruptive innovation, a new technology must leverage two things:

A new route to market. All disruptive innovators in business have capitalized on a channel of commercialization where the leading firms are not present. For instance, Dell sold directly to consumers, as did Salesforce, Skype, and eBay.

A new business model. Disruptive innovators usually change the revenue architecture — how you hire a car or plan a trip, for example. It’s really hard for incumbents already deeply invested in an existing business model to follow suit, which explains the success of free newspapers, Zipcar, TripAdvisor, and Lending Club.

So what would this look like in the public sector?

One example comes from Estonia. The small European nation has made it possible for entrepreneurs to become “e-residents.” Anyone in the world who wants to operate out of Estonia can become a “resident” of the country — without living there. While e-residents don’t have full rights as citizens (they don’t vote, for example), the government will grant you, for a flat subscription rate, a digital identity that grants you full rights to do business in Estonia and in most European countries, depending on the industry. This enables the Estonian government not only to foster entrepreneurship in their economy but to generate revenue through the e-card subscriptions. Even better for public finances, e-residents are not physically in the country (they just pay taxes there), which means they don’t generate the expenses that normal citizens impose on a country.

Note how this initiative is not about using digitalization to make the process of entrepreneurship more efficient or faster, which is one of the key metrics on how countries are measured worldwide, but instead leverages a new model (in this case, a new model of citizenship) to capture new net growth.

As with disruption in the private sector, Estonia’s e-residency program offers both a lower price and fewer features while simultaneously creating a new route to market. In this way, Estonia is suddenly making it possible for a whole new cadre of startup founders to operate in Europe at a fraction of the cost of living there.

Marc Andreessen, the prominent venture capitalist, once said that software is eating the world. He’s not wrong, but it’s more complicated than that. Technology is just one part of the story. No matter how innovative a new technology is, it’s not automatically profitable. To truly create economic value, a digital technology needs a new channel of commercialization and must offer the possibility of creating a new business model.

Once governments realize that digitalization does not automatically mean growth but can act as a powerful enabler, they can use disruptive principles to create new net growth.


MALTA your new SWITZERLAND, your Northern Europe but in the middle of the Mediterranean Sea, inspired by Island City-State Model of SINGAPORE

Apart from the desire to be here in Malta now , that this picture arouses , answer these questions :

How do you see the future of Italy , of a person or entrepreneur , honest , not parasitic , competent , creative , motivated to grow and create ?

Which country offers a quality of life , gorgeous weather 12 months a year , cost effectiveness , frequent connections and low cost flights (max of 2 hours from your city) , a stable country system of rules and tax, very competitive in the global arena and in Europe as well?

Where you can find an open large international community and a Regulations’ model designed to attract great people , companies , ideas and capital, able to grow together in a multi-cultural country ?

We, after a long and in-depth comparison of experience and analysis, we have the answer !

MALTA is the best place to move in, with an Anglo-Saxon Business Culture and Regulatory environment in the middle of the Mediterranean Sea, to prosper, develop and protect the Business and the Assets of a Corporation and HNWIs…with a plan to be the next SINGAPORE of the MED SEA


Which country offers exceptional quality of life, gorgeous weather 12 months a year, low cost of living, frequent and low cost flights to a maximum of 3 hours from your EU city, a system of rules and competitive tax around the world ?


MALTA is your new SWISS and your Northern Europe but in the middle of the Mediterranean, stable and secure, inspired by the model of the City – State of the Island SINGAPORE


Zero inheritance tax, ZERO capital & wealth tax, ZERO capital gain tax, ZERO real estate tax, 5% corporate tax


Where you can find an open international community, with country regulations shaped to encourage and to attract people, companies, ideas and capital ? These are the rare and valuable resources from the world that MALTA needs to grow together


Malta FinTech, a true hub of Finance and Technology from eGaming and eCommerce to eFinance and eBanking, valuable solutions, services and support for the Consumer and Corporate world



Malta is strategically located at the heart of the Mediterranean with very close ties to mainland Europe, North Africa and the Middle East. The island is considered the best choice for investments in knowledge based sectors and high end manufacturing. Due to its excellent port infrastructure, Malta is also considered an ideal logistical hub. This, together with EU membership, makes the country a perfect gateway to the Euro-Mediterranean region and further.

Flights duration to main business hubs

Algiers Amsterdam Berlin Brussels Dubai Dublin Edinburgh
 1:15  3:10  2:55  2:55  5:00  2:55  3:00
 Libya  London  Madrid  Milan  Moscow  Munich  Oslo
 1:30  3:00  2:55  2:00  4:00  2:30  4:00
 Paris  Prague  Rome Stockholm   Vienna  Warsaw  
 2:45  2:45  1:30  3:50  2:15  3:50


Malta has undergone an incredible transformation in the few decades since independence was gained in 1964. Four decades later, with a fully functioning open market economy, joining the EU in 2004 was seen as a natural step towards securing the economic future of the country. The adoption of the Euro in 2008 ensured that the economy would not be vulnerable to currency fluctuations and would allow the nation to be more competitive.

Progress and flexibility are key factors in the success of Malta’s ability to react quickly to international trends and the global market place. Our pro-business government continually seeks to strengthen Malta’s attractiveness as an open market economy. The exogenous shocks of the global recession inevitably had an impact on the local economy. However, it should be noted that Malta was one of the last countries within the European Union to enter the recession and it was also one of the first countries to rebound from the economic downturn. In essence Malta showed great resilience and emerged in a strong position.


The country’s national language is Maltese but both the latter and English are official languages in Malta. This certainly adds to the destination’s appeal for visitors, traders and investors. Practically all Maltese are bilingual and many are also conversant in Italian. Some may also have at least a working knowledge of French or German. Foreign language fluency as a percentage of the population is as follows: English 88%, Italian 66%, French 17% and German 6%.


The success of a business is not achieved by financing or technology but is ultimately determined by people power. The labour force in Malta is a very productive one, highly educated and extremely flexible with an excellent work ethic. Our people are our greatest natural resource and the country has good availability of professional, managerial and technical staff as well as a ready supply of top graduates most of whom are technology-experienced. The link between education and industry is vital for our competitiveness. Education and HR-related strengths top the criteria for choosing Malta as an investment destination.


Malta is now an internationally recognised financial services hub. However, due to the sector’s traditional and conservative approach it never experienced a real financial crisis. Indeed, the strength of the financial services sector was a critical contributing factor to the speedy emergence of Malta’s economy from the recession. In fact, the reputation of the Maltese financial services sector improved considerably due to the resilience and stability it showed during the financial crisis. This did not go unobserved in the global scenario and the impeccable reputation of the local financial services is expected to fuel further growth in this sector.


It has always been considered strategically important to the country’s human and economic advancement to be well connected with the rest of the world. As such there has been a great deal of investment and consolidation in order to create and ensure a reliable Information Communication Technology (ICT) infrastructure.

Malta’s fully liberalised and developed ICT infrastructure has certainly contributed to the island fast becoming a regional centre of excellence in ICT and financial services.


A long-standing, full imputation tax system has existed in Malta since 1948. The rate for corporate taxation in Malta stands at 35%; however upon distribution of dividends, shareholders may qualify for a refund generally equivalent to 6/7th of the tax paid, thus resulting in a paid tax rate of 5%.


There are many reasons why investing in Malta makes good business sense but it is not enough for the figures to add up and the stars to be aligned. In this day and age – where time, health, safety and true quality of life are precious commodities – Malta scores highly on all these aspects. Travelling distances are minimal, the healthcare facilities, which rank among the best in Europe, are first-class in both public and private hospitals and the crime rate is very low. However, the biggest selling point of the island nation is undoubtedly the lifestyle that investors and their families enjoy in the country. Indeed, those thinking of investing in Malta are highly recommended to visit the nation to explore and experience for themselves the wealth of history, culture, hospitality, bars and restaurants. That way they can also get a real taste of the flavoursome Maltese and Mediterranean cuisine that the country offers.


MALTA 4 ICT business and Jobs,  Mobility crucial to solving technology-led jobs crisis

MALTA 4 ICT business and Jobs,  Mobility crucial to solving technology-led jobs crisis

Millions of jobs stand to be lost thanks to advances in technology such as robotics, artificial intelligence and 3D printing, according to the World Economic Forum (WEF), but mobility is one of the key solutions to the growing problem.

To Relocate you or your business in Malta, MALTAway is the way

The WEF’s Future of Jobs report, released alongside the organisation’s annual meeting in Davos, says that more than seven million jobs are at risk from redundancy, automation or disintermediation thanks to technological change.

The report, which covers 15 of the world’s largest economies including Australia, Brazil, China, France, Germany, India, Italy, Japan, Mexico, South Africa, Turkey, the United Kingdom and the United States, predicts that the losses will occur by 2020.

White collar office and administrative roles will be worst hit. The losses will be offset somewhat by the creation of 2.1 million new jobs in fields such at computing, architecture and engineering.

“These predictions are likely to be relatively conservative and leave no room for complacency,” the WEF said in its announcement.

Women will fare worse than men, the WEF said. While the burden of job losses from the so-called ‘fourth industrial revolution’ will hit men and women roughly equally (52 per cent and 48 per cent respectively), the WEF adds that, “the fact that women make up a smaller share of the workforce means that today’s economic gender gap may widen even further than the current 40per cent.”

Women will lose five jobs for every job gained, compared to men losing three jobs for every job gained.

This can be partly explained by the fact that some of the roles at risk from automation and disintermediation, such as office and admin positions, are disproportianately performed by women.

Women are also under-represented in the job growth areas, however, with the lack of women in science, technology, engineering and maths (STEM) fields an ongoing issue.

There was some cause for optimism, though. The WEF said that “According to our survey, while traditionally employers have struggled to retain women colleagues beyond the junior level, respondents expect to see an increase of 7-9 percentage points in the share of women in mid-level positions by 2020 and an 8-13 percentage point rise in the number of senior positions being held by women as retention becomes ever more important in the face of key global talent shortages.”

The three sectors that will see the strongest increases in numbers of female workers between now and 2020 are energy (22 per cent – 30 per cent); basic industries and infrastructure (20 per cent – 27 per cent) and healthcare (41 per cent – 48 per cent).

Healthcare, however, also falls into the category of worst-hit sectors in for jobs thanks to technological disruption. The healthcare industry is likely to see the greatest negative impact in terms of jobs over the next five years, followed jointly by energy and financial services.

Unsurprisingly, the sector expected to create the most new jobs over the next five years is information and communications technology, followed by professional services and media.

“Without urgent and targeted action today to manage the near-term transition and build a workforce with futureproof skills, governments will have to cope with ever-growing unemployment and inequality, and businesses with a shrinking consumer base,” said Klaus Schwab, founder and executive chairman of the World Economic Forum.

Supporting mobility was listed as one of the most popular practices for dealing with the huge changes. Employers also said that re-skilling workforces, job rotation, attracting female and foreign talent and offering apprenticeships were key strategies. Hiring more short-term or virtual workers are much less popular responses.

Furthermore, companies that report satisfaction in their future workforce strategy are twice as likely to be targeting female talent and significantly less likely to be planning to hire more short-term workers.

The biggest driver of change across all industries is the changing nature of work itself, specifically in terms of ‘anytime, anywhere’ work leading to companies breaking up tasks in new ways and fragmenting jobs, as well the spread of internet-based service models. The so-called ‘gig economy’ is the most visible manifestation of this change.

There are causes for optimism, however, as fields such as big data, mobile internet, robotics and the ‘Internet of Things’ create new employment opportunities. The biggest expected drivers of employment creation, however, are socio-economic and demographic. Specifically, survey respondants said that young demographics and rising middle classes in emerging markets as well as the growing economic power and aspirations of women in developing countries present opportunities for job creation.

Not Just in the U.S: Contractors or Employees? People are now digitally located, from Malta as well!

Not Just in the U.S: Contractors or Employees? People are now digitally located, from Malta as well!

There’s been a flurry of news lately about misclassifying workers — hiring people as contractors when they’re really employees. Recent examples are Uber and FedEx. With 40% of the U.S. workforce having contingent jobs, there will surely be more cases to come.

There is the same problem overseas and this is very important. I’ll explain why later. For clarification, I’m addressing local nationals here — not expats.

When a company wants to hire overseas there are two situations:

1) Hiring someone in a country where the company already has an existing operation. There is no problem unless the person is hired as a contractor when actually an employee.

2) Hiring someone in a country where the company has no formal corporate presence.

Let’s talk about #2 because it’s the most complicated. No formal corporate presence means there is no registered branch, subsidiary or representative office — therefore no license to do business. There is no local taxpayer identification number either. Without that a company isn’t able to issue a legal payroll — either internally or through a local payroll provider.

Companies may use a creative work-around like paying the local employee from the U.S. payroll. The downside is there is no local tax/social security reporting/withholdings/contributions on the employee’s behalf and s/he is not eligible for government benefits. And oh — this violates the law. Bottom line, in a new country a company cannot hire anyone as an employee.

The most obvious strategy then is to hire a person as an independent contractor. That sidesteps local payroll and employment laws entirely. Here is where misclassification rears its ugly head. This is where situations #1 and #2 above have the same problem.

Contractor misclassification claims are probably more common and monitored more closely overseas than in the U.S. Tax and social security agencies around the world increasingly target multinational contractor misclassifications. The cost liability ranges from the hundreds of thousands, sometimes millions of dollars.

How is misclassification defined in other countries? Actually the list of definition factors looks similar from country to country including the U.S. The overarching legal issue behind all the various tests is autonomy. The best rule of thumb to use is that if a contractor relationship would fail the “smell test” in the U.S., expect that it would also flunk the smell test overseas.

The best solution is to hire the contractor as a leased employee or secondee. A local company like Kelly Services hires the contractor as its employee on its own payroll and then “seconds” him/her in a business-to-business contract with the U.S. company.

Now — why is this overseas contractor vs. employee issue such an important one? With the “war for talent” continuing to be hot issue, there seems to be a belief that companies should hire workers anywhere they can find them. If companies can’t find the right skills in the U.S., they need to search worldwide. I have seen many articles promoting this.

“Find the very best performers in every individual country around the world and let them work remotely in their home countries.”

Comments like this give me the “willies.” Sounds good. There are 190+ countries in the world — surely skilled people can be found somewhere.

But let’s look at an example of what this might look like: A company might find critical programmers with a very unique programming language in Bolivia, Latvia, Uganda and Nepal. So they hire them. Multiply that by hiring in multiple countries for many other hard-to-find skills. A company could end up with 500 employees working in 150 countries — each country with one or two employees working from home!

I’m exaggerating to make a point. It’s just not going to happen due to tax, legal and other complications. And the odds of getting caught are much greater than 50%. But it’s a very attractive solution to many hiring managers desperate to find talent.

Watch out for that “hire them wherever you can find them” mentality in your company. It might make sense in the U.S., but it’s not a logical strategy overseas.

From discretionary to systematic, how trading changing in the next 10 years

From discretionary to systematic, how trading changing in the next 10 years

At the end of the day, the business of investment management is the business of information management. I think the algorithmic approach is very good approach to do it.

Here from Malta and UK, we have research and solutions based on these concepts

Leda Braga, 48, is considered the most powerful female hedge fund manager in the world.

In January, she launched her fund, Systematica Investments, a computer-driven fund.

With $8.8 billion in assets, Braga manages more than any other female hedge fund manager and more than many other funds run by men.

Before heading out on her own, Braga spent 14 years managing BlueCrest’s biggest fund — the computer-driven BlueTrend fund.

Before that, she worked with BlueCrest’s founders at JPMorgan as a quantitative analyst on the firm’s derivatives research team.

The Brazilian-born portfolio manager, who holds a Ph.D. from Imperial College, joined BlueCrest when she was 34-weeks pregnant.

In the male-dominated world of Wall Street, Braga said she hasn’t experienced difficulties.

“What can I say? Me, personally, I’ve always liked to work,” she said at the CNBC Delivering Alpha Conference held at the Pierre Hotel in midtown Manhattan on Wednesday.

“She’s so impressive,” one attendee was overheard saying.

The Future of Trading

The “queen of the quants,” as Braga is sometimes known, told the room that in the next ten years, the systematic approach the trading — the one she deploys — will prevail.

When it comes to making trades, there are two contrasting approaches —discretionary and systematic. Discretionary trading relies on the fund manager’s own decision-making. Systematic trading uses computer models, research firm Preqin explained.

“I think in a world where there’s regulatory pressures, investor pressure for lower fees … I think the systematic approach will prevail in the long run. I think the next ten years for sure,” Braga said.

During her talk, Braga shared an anecdote from a previous conference where an audience member questioned the merits of algorithmic trading.

A man sitting in the front row challenged her method, saying: “All you’ve got to forecast to the future is the data.”

Braga rebuked him, saying, “You think the discretionary guy has what? A crystal ball?'”

“At the end of the day, the business of investment management is the business of information management. I think the algorithmic approach is very good approach to do it.”

Braga conceded that systematic trading does face a “stumbling block” — something called “algorithmic aversion.”

Research from UPenn’s Wharton has found that even if an algorithm consistently outperforms a human forecaster, people are more likely to lose confidence in the algorithm than the human after they both make the same mistake.

The reason, according to an HBS paper on the research, is that there’s a belief the human forecaster can make improvements and learn from the mistake.

But Braga says algorithms can improve too.

“[We] know these things work and yet we shy away from them,” Braga said. “We scrutinize the algos with a lot less tolerance than we scrutinize human action.”

Braga thinks that over time people will become more “amiable” toward algorithms — especially since we live in a world full of them, from Apple to Uber.


Africa’s ticket to wealth is the garment industry and MALTA is perfectly located in the middle of the MED sea and EMEA area to connect supply and demand

Africa’s ticket to wealth is the garment industry and MALTA is perfectly located in the middle of the MED sea and EMEA area to connect supply and demand 

Maltaway is your gateway to Malta with a performing country system and the largest Logistics and Digital platforms in the Med

Should Africa follow Asia’s development model?

If Africa wants to get rich, a good place to start is probably the garment trade.

Historically, the path to wealth for nations has run through manufacturing. Manufacturing gives you a way to quickly move a lot of people from low-productivity farming to higher-productivity jobs without requiring that they pick up lots of new skills first. And the garment industry fits the bill admirably; it does not not require lots of expensive infrastructure or a skilled population that can supply and maintain fancy machines, and it does use lots of low-skilled labor. Once you get people through the factory gates, their higher productivity and earnings will support improvements in infrastructure, education and services, that can fuel further growth. Eventually, one hopes that your country will get too rich to support much garment manufacturing, because workers will be able to command wages too high for low-margin, hypercompetitive garment factories. Then the workers move into higher-wage jobs, the factories move to a lower-wage locale, and everyone enjoys a higher income through the magic of Ricardo’s theory of comparative advantage.

Over the last few decades, we’ve seen the dazzling effects of this as economies moved up the value chain from simple products to fancy ones. There was a time in America when “Made in Japan” was a standard joke denoting cheap schlock, but the Japanese had the last laugh, as they leveraged their tchotchke dominance into a global manufacturing juggernaut that started competing to make our cars and televisions. Japan, in turn, shed its low-skill jobs to neighbors like South Korea and China. And now China is getting rich enough that other countries are luring away some of the lower-skilled work.

But normally, we think about that work going to Vietnam or Bangladesh, not Africa. That may be starting to change; the Wall Street Journal notes that “Ethiopia was recently identified as a top sourcing destination by apparel companies, according to McKinsey & Co., which surveyed executives responsible for procuring $70 billion of goods annually — the first time an African country was mentioned alongside Bangladesh, Vietnam and Myanmar.” With Asia getting richer, global corporations are looking farther afield. A garment worker in China, the Journal says, gets anywhere from $150 to $300 a month; that same worker in Ethiopia makes only $21. Those those kinds of wage differentials are quite enticing, as Americans have learned by watching manufacturing jobs move abroad.

That said, there are still a lot of hurdles to overcome. African manufacturing is currently a blip on the radar compared to China, and it will take a long time to see the kind of revolution we’ve seen elsewhere. Catch-up growth takes quite a while to take off. There’s a lot standing between Africa and that goal, such as some basic infrastructure; it doesn’t matter how low your wages are if there aren’t any good roads to get your products to port, or if there are no good ports.

Armed conflict is obviously another. Corruption usually makes this list as well, and at a certain level — say, where Iraq was a few years ago — it seems clear that it’s going to choke off growth. But I doubt you need Swedish levels of corruption control to get economic growth, either. Corruption is a huge civic issue, but quite a lot of Asian countries have managed quite a lot of growth without anything like the corruption control and “good government” that I used to assume would naturally boost a country’s economic prospects. So I’ve gone back to loving good government for its own beautiful self, rather than its economic benefits. Economically, I’m much more interested in whether you have reliable electric power and somewhere nearby that a container ship can dock.

The remaining question is, of course, whether we should be rooting for profit-seeking global corporations to take manufacturing jobs to Africa if they will pay such pitifully low wages. You’ll probably not be surprised to hear that my unequivocal answer is “yes.” Just consider what the alternatives must be if people are willing to slave in a factory for $21 a month. So moving jobs to Ethiopia, or elsewhere in Africa, does good for dreadfully impoverished people.

Sure, you say, a $21-a-month manufacturing job might be an improvement, but why settle for such a small improvement? What if we just raised the garment factories’ initial wages a little, or mandated some basic worker protections? The problem is that any such measures add costs to employing workers there. Garment factories are a classic “footloose” global business; because they are relatively low-tech, and relatively labor-intensive, they look very hard at the price of employing a worker … and if the price is not low enough, they keep looking. Manufacturers might well take a chance on Africa only if the wage differential were quite high. Otherwise why uproot the operations in Bangladesh that pay workers $67 a month?

This is not an argument for permanent low wages. It is an argument for some improvement for African workers, as a step toward many bigger improvements. The hope is that Africa would eventually experience what we’ve seen in Japan, South Korea and now China: As the economy develops, garment factories will move on from country to country, until every country has industrialized to the point where no one in the world is working for $21 a month.

These jobs aren’t great on any absolute scale, but compared to local alternatives, they provide an above-average standard of living. The richer Africa gets, the more its citizens’ wages will rise — and the more its citizens will be able to invest in things like a cleaner environment, more years of education for their children, better worker protections and more leisure, just as workers have done in the west.

Of course, not all the Chinese garment workers would necessarily agree that this movement is beneficial, any more than American garment workers were pleased to hear that everyone was getting richer in China. But this process does have a natural stopping point, and that’s when Africa industrializes. If Africa can manage the same kind of growth that Asia has managed in the last 70 years, then eventually we can look forward to a much more equal and much more wealthy world. That’s obviously not the only possible future, but it’s one possible future. Definitely the one to push toward.

Malta at the top spot out of all 28 EU member states for broadband coverage

Melita internet thrusts Malta’s digital performance up top

Melita welcomes results announced in the European Digital Agenda scoreboard placing Malta at the top spot out of all 28 EU member states for broadband coverage.

Maltaway, when a MED country perform better than North Europe

Melita’s continuous multi-million Euro investment in Fibre power internet service has thrusted Malta in the number one position amongst EU countries for coverage of Next Generation Broadband. Melita has facilitated access to speeds of 100 Megabits per second or more wherever and whenever customers need it around Malta and Gozo, without requiring complex installations or changes to wiring.

Malta has also climbed two places in the amount of subscriptions for broadband connections of 30 Megabits or more. This comes as a direct result of Melita’s upgrades to all its domestic customers, back in 2014, to a minimum of 30 Megabit per second connections and business broadband connections starting from 60 Megabits per second.

“The results achieved by Malta and Melita are the result of a clear strategy supported by multi-million Euro investments aimed at delivering the best broadband experience, nationwide to Malta. Our strategy remains based on converged services, where entertainment and communications increasingly depend on fast and high quality broadband internet. Statistics published by the EU encourage us. But we are also delighted to note that Maltese consumers and businesses have voted Melita as the ‘Best Buy Award’ for both fixed and wireless broadband internet”, commented Andrei Torriani, CEO at Melita.

Investments in fixed and wireless broadband for Melita continue relentlessly as the company recently also announced upgrades to its 3G+ mobile network, now delivering speeds of up to 42Mbps on mobile internet. Moreover, melitaWIFI offers speeds of up to 100 Megabits per second and this is being rolled out in more hubs around the country. Neighborhoods have access to even higher home internet speeds reaching up to 250 Megabits per second. These investments form part of Melita’s five-year €70 million rolling investment program.

Melita has also been confirmed as Malta’s fastest broadband internet provider by OOKLA – the international independent operator of the site After thousands of tests performed directly by customers from their own computers or devices, results show that Melita customers, on average, experience internet speeds twice as fast as those of other local operators.

MALTA has now a mobile digital finance platform solution

MALTA has now a mobile digital finance platform solution…in English and Italian as well

Calamatta Cuschieri launches mobile online trading platform
The company has also announced some major developments, including its intention to take the platform to overseas markets.

Calamatta Cuschieri has unveiled the mobile version of its live online trading platform, CCTrader.

The company has also announced some major developments, including its intention to take the platform to overseas markets.

Other developments include lower costs on US Market Trades, which now start from $9.99, and the extension of trading desk support hours to US markets close at 10pm. US stock quotes are also live – rather than subject to a 15-minute delay. The platform now also features advanced HTML5 charting.

CCTrader was designed and is being developed entirely in-house, representing a considerable investment in IT.

Commenting on the Internationalisation, Calamatta Cuschieri’ s co- CEO, Alan Cuschieri said : “There are a number of reasons why CCTrader is generating international interest; it is a multi-asset platform which includes a number of customised functions which are very popular, but ultimately we believe its success is due to customer service.

“We have a growing number of overseas clients who are finding the platform to be user-friendly and competitive. We already have an Italian version of the platform as well as fluent trading desk and customer care staff. The company will be now establishing more dominant presence internationally, further details on this development will be announced in due course”.

CCTrader covers all the major investment classes, ranging from mutual funds, bonds, and savings plans to equities and ETFs on 35 exchanges. The platform provides access to over 30,000 instruments, including all local investments such as government bonds, IPOs and local retail funds.

No deposit is required to open an account. The platform can be accessed directly via

Calamatta Cuschieri group had just 20 staff when it launched the platform in June 2011; it now has over 60.

Calamatta Cuschieri pioneered the local financial services industry in 1972, is a founding member of the Malta stock exchange and is licensed by the MFSA.

UBS Turns to Artificial Intelligence to Advise Clients

Sqreem Technologies Pte. Ltd. beat some 80 teams competing in the Innovation Challenge, a contest organized by Switzerland’s biggest bank that offered S$40,000 ($30,000) and a potential contract to the winner. Their task: Extract the information most relevant to an individual client from an explosion of data and deliver this tailored content to clients’ mobile phones, iPads and other digital devices.

“Banking is one of the most rudimentary industries when it comes to digitalization,” Dirk Klee, chief operating officer for UBS wealth management and responsible for digital initiatives, said in an interview. “EBay, Amazon – everything is getting more and more digital. The question is how we translate this into a similar experience for our clients.”

Big global banks like UBS are turning to technology to mine data for insight on its customers that could help lenders stay competitive in the digital era. The introduction of mobile payment systems offered by Internet giants like Google Inc. (GOOG) and Apple Inc. has alerted traditional banks to the potential threat from tech companies with vast databases and the knowhow to exploit them.