FONDO PATRIMONIALE E TUTELA DEL PATRIMONIO ? UNA SOLUZIONE LA FONDAZIONE A MALTA

IL FONDO PATRIMONIALE E’ ANCORA UNO STRUMENTO DI TUTELA DEL PATRIMONIO?

LE RECENTI SENTENZE MOSTRANO L’INUTILITA’ DELL’ISTITUTO.

UNA ALTERNATIVA LA FONDAZIONE MALTESE

E’ ormai certo che il fondo patrimoniale e’ uno strumento inefficace e superato

 

L’istituto del fondo patrimoniale è regolato  dall’art. 167 del Codice Civile italiano e può essere costituito da uno o da entrambi i coniugi con atto pubblico, o da un terzo, anche per testamento ed e’ un vincolo di indisponibilita’ con cui uno dei due coniugi o entrambi(ma anche un terzo)  destinano determinati  beni immobili, mobili registrati nei pubblici registri o titoli di credito , al soddisfacimento dei bisogni della famiglia.

E’ un istituto nel passato ampiamento utilizzato per la  tutela del patrimonio sia mobiliare che immobiliare  intendendo tutta quella serie di strumenti giuridici perfettamente a norma di legge  che consentono di porre in essere in via preventiva una salvaguardia del proprio patrimonio come mezzo di pianificazione e gestione dello stesso.

Esistono infatti strumenti giuridici  per porre al riparo il patrimonio ovvero i beni di famiglia da azioni  da parte dei debitori che sia il fisco o terzi, per distinguere il patrimonio aziendale da quello personale, per pianificare successioni o donazioni ecc.

Dette azioni vanno pianificate e poste in essere  in via preventiva perché è inutile porre in essere questi strumenti quando sono già in corso le richieste dei terzi creditori alla ricerca di vie di fuga illecite che non producono risultati, anzi spesso si rivelano controproducenti.

L’istituto del fondo patrimoniale risulta uno strumento sempre piu’ debole e inutile per la tutela del patrimonio sia in conseguenza delle sentenze che nel tempo ne hanno limitato ampiamente la tutela sia in seguito a modifiche legislative.

I creditori  non possono porre azioni nei confronti dei beni costituiti in fondo patrimoniale, come ad esempio pignorare la casa,  se i debiti sono stati contratti per scopi estranei ai bisogni della famiglia mentre sono pignorabili se il debito e’ stato contratto da uno dei coniugi per soddisfare i bisogni primari della famiglia.

Nel 2015 una riforma del codice ha pero’ modificato la normativa consentendo sempre la pignorabilita’ del bene costituito in fondo , anche per i debiti contratti per scopi estranei ai bisogni della famiglia, quando  il creditore trascrive, nei pubblici registri, il suo pignoramento entro l’anno successivo alla costituzione del fondo stesso.

La tutela del fondo che prima era immediata ora viene postposta di 1 anno durante il quale i beni rimangono in ogni caso attaccabili da ogni creditore.

Non bisogna peraltro dimenticare che per i crediti sorti anteriormente alla costituzione ed annotazione del fondo patrimoniale nell’atto di matrimonio , i creditori possono impugnare l’annotazione ed esperire azione revocatoria entro 5 anni volta a provare che  il debitore ha costituito il fondo stesso con l’intenzione di porre in essere un atto in frode ai creditori. Se si ottiene pertanto sentenza di revoca del fondo il bene e’ liberamente aggredibile dal creditore.

La Corte di Cassazione con la Sentenza n. 11862 del  9/6/2015 ha accolto l’azione revocatoria avanzata da un creditore nei confronti dei coniugi che avevano costituito un  fondo patrimoniale in considerazione del fatto che nel fondo erano stati inseriti tutti i beni della coppia.

La Cassazione con altra sentenza  20376/2015 ha ritenuto revocabile il fondo costituito dai coniugi che sono esponenti e fideiussori di due societa’  in quanto ritenuto volto a proteggere i loro immobili dalle azioni esecutive della banca.  

La costituzione del fondo, benche’ anteriore alla revoca degli affidamenti da parte della banca, ma intervenuta dopo 15 anni di matrimonio e poco prima della dichiarazione di ammissione al concordato di una societa’,  è stato ritenuto un atto gratuito volto ad arrecare un pregiudizio ai creditori e per tale motivo e’ stato possibile esperire vittoriosamente l’azione revocatoria.

La giurisprudenza peraltro sta estendendo in maniera significativa il concetto di bisogni della famiglia facendo rientrare debiti fiscali , con fornitori , fideiussioni per azienda familiare , debiti per attivita’ professionale  rendendo pertanto pignorabili i beni costituiti in fondo da una folta schiera di creditori , anche successivamente al termine dei 5 anni quale termine ultimo per esperire l’azione  revocatoria.

Se in passato la casa costituita nel fondo poteva essere pignorata solo da una ristretta schiera di creditori per i debiti strettamente connessi ai   bisogni familiari oggi invece è aggredibile da un’ampio gruppo di  creditori per debiti collegabili all’attività lavorativa imprenditoriale o professionale di uno dei coniugi .

 

La lettura di queste sentenze pone alla luce tutti i dubbi ed i limiti connessi alla tutela patrimoniale offerta  dal  fondo patrimoniale.
E’ ormai certo che il fondo patrimoniale e’ uno strumento inefficace e superato.

Esistono altri strumenti perfettamente legali che consentono di  tutelare il patrimonio in maniera piu’ efficace.

La Fondazione maltese , ad esempio, è uno strumento legale ed efficace  di tutela patrimoniale che consente di tutelare e segregare i beni personali in un ente diverso e distinto dalla persona fisica che li utilizza.

La fondazione maltese, a differenza del Trust, e’ la diretta proprietaria dei beni ad essa conferiti o comunque acquisiti, che si sposteranno dal patrimonio del fondatore per entrare in quello di una distinta ed autonoma persona giuridica, dotata della sua ben precisa autonomia patrimoniale.

Una Fondazione Privata Maltese , che deve essere costituita per atto pubblico davanti a un Notaio tramite un versamento  iniziale di un minimo di € 1164,69,  è un contratto tra il Fondatore, (colui che è l’originario proprietario dei beni), e il Director (amministratore fiduciario) dei beni conferiti in Fondazione, cioè colui che amministrerà i beni.  Nel contratto sono inserite  precise clausole e istruzioni a cui il  Director dovrà attenersi scrupolosamente.

Una Fondazione può avere delle subcelle, ognuna con completa autonomia patrimoniale ed un proprio regime fiscale e distinti Beneficiari.

I beni, nel rispetto di alcune regole e del contratto, potranno anche essere venduti.

La fondazione fiscalmente sarà trattata come una società o un trust, a secondo dell’opzione esercitata, e pertanto beneficerà dei relativi vantaggi fiscali previsti dalla normativa maltese.

Per approfondire l’argomento potete contattare il Team Legale di Maltaway

Avv. Rossella Gianazza

Board Governance and Sales Incentives scheme

Wells Fargo and the Slippery Slope of Sales Incentives

even a strong compliance function can’t counteract a compromised culture.

Get on Board the proper people, culture and behaviour….this is the primary interest to serve the shareholders as well, MALTAway is ready to serve you BOARD GOVERNANCE AND NON EXECUTIVE DIRECTOR (NED)

board-compensation-committee

In early September Wells Fargo agreed to pay a $185 million fine and return $5 million in fees wrongly charged to customers. The settlement stems from the bank’s employees allegedly opening more than 2 million bank and credit card accounts without customers’ permission. The CEO of Wells Fargo, John Stumpf, apologized in front of a congressional panel Tuesday, saying in a statement, “I accept full responsibility for all unethical sales practices.”

That speaks to why they did this in the first place: To meet sales quotas and earn incentives.

This is certainly not the first time that a high-profile sales scandal like this has hit the press. In the early 1990s Sears sought to restore its reputation with $46 million in coupons because some employees of its automotive repair division (who were paid a commission on sales of parts and services) had allegedly enticed customers into authorizing and paying for needless repairs. In 2005 the world’s largest insurance broker, Marsh Inc., paid $850 million in fines in the aftermath of accusations that it had received kickbacks from insurance companies for steering business their way — a scheme at odds with Marsh’s commitment to finding the best deal for customers.

Beyond the fines, Wells Fargo has fired at least 5,300 employees for “inappropriate sales conduct,” and the bank is making changes to its quota system. Stumpf said in an earlier statement: “We are eliminating product sales goals because we want to make certain our customers have full confidence that our retail bankers are always focused on the best interests of customers.” Politicians, predictably, have railed against the leadership at Wells Fargo and have called for Stumpf’s resignation. One of the intriguing facts to come to light is that the fraudulent account openings continued even after the bank was aware of it and had fired employees for it starting in 2011.

That suggests that firing employees was not enough to curb the actions. Will eliminating sales goals do it? Before answering this question, it is useful to understand why and how such sales practices begin and spread within an organization.

In these and many other similar (but often less high-profile) cases, much of the blame gets placed on the sales goals and incentives. Salespeople are offered a large monetary reward linked to the achievement of sales goals — goals that employees perceive as excessively high. Sales managers, too, are rewarded for goal achievement, so they put pressure on salespeople to deliver. Salespeople are enticed by the promise of the large reward, or perhaps they are fearful of losing their jobs. Either way, they do whatever it takes to make sales goals.

But large rewards tied to challenging sales goals do not have to be a deadly combination. Many companies have great success using incentives and stretch goals to motivate the sales force and drive revenue. The culture in such sales forces may be sales-oriented and even competitive, yet salespeople still behave ethically and remain focused on meeting customers’ needs.

What differentiates sales teams that play by the rules from those that break them?

Large-scale unethical sales practices often begin with minor ethical compromises. Things escalate and spread from there. Consider the following sequence:

A bank account manager, under pressure to make a sales goal, pushes a customer to add a credit card, even though the account manager knows it’s not in the customer’s interest
Still short of the goal, the account manager asks his friends and family to open accounts. (The accounts are to be closed shortly thereafter.)
With the goal still not achieved, the account manager opens accounts without asking customers and transfers a small amount of money. (The accounts are closed shortly thereafter and the money is transferred back.)
As soon as the account manager gets away with the first unethical act, it’s not a big step to the fraudulent ones. The justification moves from “it’s legal” to “no one is harmed” to “no one will notice.” When such practices are tolerated, they escalate in severity and spread throughout the organization.

To prevent that, the sales culture has to stop the first level of compromise, because the slippery slope begins there. As Wells Fargo has discovered in the last five years, even a strong compliance function — one that began firing people in 2011 — can’t counteract a compromised culture.

When things escalate to such a scale, the problems won’t stop with salespeople. Managers and leaders may be looking the other way, or aiding and abetting the behaviors.
What’s most insidious is that managers and leaders may be engaging in similar behaviors in their spheres and domains — in how they deal with other people inside the company, with partners, and with suppliers. Often, bringing about change requires going right to the top of the sales organization and bringing in a new leader who isn’t connected to the history of what’s happened. This individual can build a new culture based on appropriate values and the right workstyle.

Though not a question for customers and regulators, companies such as Wells Fargo have to ask how they can succeed in a sales world without heavy reliance on goals and incentives.

In 2011, about the same time that Wells Fargo began firing employees for questionable sales practices, we wrote a piece for HBR.org addressing that very issue. We called it “Is Your Sales Force Addicted to Incentives?” As we wrote back then, the key to success will be a new culture built around a more balanced approach to managing sales. This new approach will require using tools other than incentives — for example, interesting work, enhanced processes for selecting salespeople and managers, training and coaching, information sharing, empowerment, teamwork, manager assistance and supervision, and improved performance management systems — to motivate salespeople and guide and control sales behaviors.

If the bank is successful in transforming to this balanced sales culture, then perhaps the money it once used for employee incentives can instead go to customer incentives — for example, a no-fee credit card or a better interest rate for opening a new high-balance account. Other companies would be wise to take the time to examine their own sales culture and ask whether incentives might be clouding otherwise good judgment.

https://hbr.org/2016/09/wells-fargo-and-the-slippery-slope-of-sales-incentives

MALTA 3Q 2015 GDP +8% nominal, + 5,4% real

MALTA 3Q 2015 GDP +8% nominal, + 5,4% real

Malta a gonfie vele, PIL 3 Trimestre + 8%, il meglio in Europa (e nel mondo)

Strong economic growth underpinned by significant investment

Think and act  to MALTA with MALTAway

maltaway_maltese_falcon_malta2

 

Official figures show that in the third quarter of 2015, the Maltese economy continued to register robust growth, with a GDP growth of 5.4 per cent in real terms and 8.0 per cent in nominal terms. The rate is the highest rate in the Eurozone, surpassing its average of 1.6 per cent.

More importantly, official figures show that economic growth was broad based. Indeed, during the first three quarters, particularly strong increases were registered in the professional, scientific and technical sector and administration and support activities (17.5 per cent) and the financial and insurance sector (11.7 per cent). Other notable private sector increases were also recorded in real estate activities and wholesale and retail trade and accommodation and food service activities. The very strong growth in the service sectors more than compensated for the marginal decline in the manufacturing sector.

The increase in real GDP was underpinned by a considerable increase in investment which increased by 21.5 per cent during the first nine months of 2015 and consumer expenditure increasing by around 4.6 per cent. This remarkable growth in investment is in line with Government policy to reform pivotal sectors of our economy and to actively encourage the development of new growth sectors. Both will provide the foundation of further growth in the years to come. Exports of goods and services also increased by 2.5 per cent in the first three quarters of 2015.

Growth in Government expenditure during the first nine months was contained at 1.8 per cent while in the third quarter of this year, Government expenditure declined by 5.4 per cent in real terms when compared with the same period of 2014.

The benefits of this economic growth were not limited to investment and exports but were transmitted to firms and employees. Indeed, it is encouraging to note that profits, during the first three quarters of this year, increased by 11.5 per cent or €300.9 million while salaries in the form of compensation of employees increased by 4.7 per cent or €124.6 million.

Commenting on these results, Minister for Finance Edward Scicluna remarked: “Latest GDP figures released by NSO, confirm that the Maltese economy is registering strong and broad-based growth. This augurs well for the sustainability of our economic growth”.

http://www.financemalta.org/publications/articles-interviews/articles-and-interviews-detail/strong-economic-growth-underpinned-by-significant-investment

EURO Money invest in MALTA way and Technology: Melita being sold to Apax France and Fortino Capital

EURO Money invest in MALTA way and Technology: Melita being sold to Apax France and Fortino Capital

 

MALTA opprtunity with MALTAway

maltaway_money_malta_valletta

Melita plc is being sold to France-based Apax Partners and Fortino Capital, the telecommunications company revealed this morning.

The sale is subject to regulatory approval, said Melita’s owners, GMT Communications Partners, MC Venture Partners, Blackrock Communications and the Gasan Group.

Chairman Joseph Gasan said he was delighted that the company, which he founded 23 years ago, was now in a position to start a new phase under new ownership.

The company’s management team welcomed the deal and described it as recognition of Melita’s consistent growth throughout the past years, based on a clear strategy of delivering customer value through convergence.

CEO Andrei Torriani said that as the company continued to grow, invest and roll-out new offerings, it should continue to be a strong employer in Malta.

As the company continued to grow, invest and roll-out new offerings, it should continue to be a strong employer in Malta

Apax Partners and Fortino Capital together bring more than 30 years of experience in the technology, media and telecom sector.

Through their investments and professional participation the new investors bring experience from companies such as Numericable Belgium & Luxembourg, Cabovisao, Outremer Telecom, Telenet, Primacom and KPN.

Over recent years, Melita completed key infrastructure investments that have been acknowledged by the European Commission and enabled Malta to place at the top of the European charts for next generation broadband coverage.

These include nationwide 3G mobile network, laying of a submarine cable connecting Malta to mainland Europe, nationwide deployment of next generation broadband with speeds up to 250Mbps, construction of a state-of-the-art data centre for co-location and hosting services, as well as the roll-out of Melita wifi – the next-generation wifi service. It continues to invest in dedicated fibre connectivity to businesses across all Malta and Gozo.

http://www.timesofmalta.com/articles/view/20151208/local/melita-plc-being-sold-to-apax-france-and-fortino-capital.595032

Treat Employees Like Business Owners, do it basic, simple and straightforward.

Treat Employees Like Business Owners, do it basic, simple and straightforward.

The rest is boredom and noise, keep it far away

Employee loyalty and engagement are hot topics, and for good reason. Companies want to attract and retain talented people who really dig into their work. But most employers ignore two of the most powerful tools for making that happen.

MALTAWAY Board Governance and Business Advisory, a different WAY from Malta

Tool #1 is enabling employees to build real ownership in the business.

Of course, many public corporations offer stock-purchase plans or the like as part of their retirement benefit. And everyone knows about the options collected by a select few in Silicon Valley and other tech centers. But meaningful ownership — sizable grants of stock to rank-and-file employees year after year, to help them acquire a significant stake in the company — is all too rare.

It doesn’t have to be. Many large corporations manage to find big bundles of shares (and huge amounts of cash) for executive compensation, even though there’s little relationship between senior-management pay and financial results. A portion of those assets can be redirected to regular stock grants for employees. And companies — except for the very smallest — can implement an employee stock ownership plan (ESOP), often funded through borrowing. So long as it’s sufficiently generous, either approach gives employees the kind of stake that makes them feel like true owners.

Just look at the supermarket industry to see such ownership in action. H-E-B, the big Texas-based chain, recently announced that it would give up to 15% of company shares over time to 55,000 of its employees, distributed according to a formula based on salary and seniority. That’s a chunk of stock estimated at more than $1 billion. Publix, a large chain headquartered in Florida, is majority owned by its employees and regularly makes the annual “best companies to work for” lists. And there’s WinCo, a grocery retailer based in Boise, Idaho, with 14,000 employees and 86 stores spread across eight western states. Every WinCo employee is an owner. Cathy Burch, who has worked there for 20-some years as an hourly employee, now has close to $1 million in her retirement account.

You don’t think that kind of generosity builds commitment and passion? “We work our tails off,” an employee with 28 years at WinCo told Forbes. “We’re more of a team than just working for a typical company. There’s a carrot out there you’re working for, for the rest of your life.”

Tool #2 goes by different names: open-book management, economic transparency, ownership culture. Whatever you call it, it means encouraging employees to think and act like businesspeople rather than like hired hands.

If you work for a conventional organization, your job is to show up at the appointed time and perform certain tasks. At open-book companies, it’s part of everyone’s job to contribute to the success of the business. Managers help employees understand, track, and forecast key numbers. They welcome ideas for improvement. They reinforce the ownership mindset by sharing profit increases with everyone, usually through bonuses funded by the increase itself. Many of these businesses also have a stock plan in place.

The approach is easiest to understand in a small company. The Paris Creperie, a Boston-area restaurant that’s about the size of a McDonald’s outlet, recently adopted open-book management. Creperie employees learned the basics of the restaurant business, including determinants of profit such as cost of goods sold (COGS). Then, last summer, they launched an initiative to reduce COGS, cutting food waste, reconfiguring some dishes, and coming up with ways to operate more efficiently. COGS dropped from roughly 30% of revenue to 26.5% over a four-week period, and continued to hold in the mid-20s. Operating profit rose by more than 10 percentage points in just four months and has stayed in the 18% to 20% range, compared with a restaurant-industry average of less than 4%.

This year, employees there are on track to get bonuses averaging $6,000. “Any other restaurant, I would just be scraping by,” shift supervisor Amanda Norton told theBoston Globe. “Seeing those bonuses really helps me breathe easier, knowing that it’s not the end of the world when I have to pay bills.”

You can imagine what all this does for employee loyalty and commitment. “Actually,” says Harvard Business School professor Leonard A. Schlesinger, “when employees know more about the business and have an economic stake in the outcome, there’s a high probability that turnover rates would go down exponentially.”

These tools also address two fundamental challenges of today’s free-enterprise system. An ownership nest egg helps mitigate inequality by putting more money in the hands of rank-and-file employees. And open-book management teaches people the basics of business, so they can thrive when they have to change jobs, as most inevitably will in our fast-changing economy. “People are learning what it means to run a business,” says Joe Grafton, a consultant who works with the Creperie. “That’s something they can take with them as they move forward with their careers.”

Both measures give people a stake in the system and the wherewithal to live a more secure life. A company that puts these tools to work helps its community while helping itself.

https://hbr.org/2015/12/treat-employees-like-business-owners

Paesi, Persone e Aziende con un più alto livello di Inglese sono più Innovativi

Paesi, Persone e Aziende con un più alto livello di Inglese sono più Innovativi

nov15-17-HBR-stock-text

Il processo di innovazione non è semplicemente collegato a persone con profili particolarmente brillanti, dotati  di grandi skills tecnologiche e digitali, ma soprattutto alla capacità degli individui di creare connessioni con altri, e quindi di avere accesso al network di informazioni globale dove si trovano le competenze più rilevanti, diverse ed innovative.

Un’elevata conoscenza dell’Inglese consente di avere questo accesso aperto alle informazioni e di potersi relazionare con le persone che le posseggono e le sviluppano,  l’Inglese diviene così un catalizzatore primario di un processo che si può definire di CROSS-FERTILIZATION

Come MALTAway abbiamo identificato, selezionato e costruito una risposta alle necessità di formazione linguistica per Persone, Famiglie, Studenti, Executives, managers e dipendenti delle aziende davvero attrattiva e competitiva sia rispetto ai corsi offerti in UK sia a quelli presso le scuole di moltissime città italiane.

Maltaway offre la possibilità di organizzare corsi di Inglese a Malta in un contesto che coniuga la professionalità delle scuole e la competenza dei docenti, un ambiente internazionale, prezzi competitivi con momenti di svago in un luogo di cultura, natura e mare……INGLESE con MALTAWAY 

Jack Ma, the founder of Alibaba, is one of the world’s most successful Internet entrepreneurs. But Ma has never written a line of code. He did not train as an engineer. Instead, Ma studied English in college, and worked as an English teacher and translator before diving into entrepreneurship.
That doesn’t surprise me. Ma’s bilingualism helped him work effectively across cultures and borders, and to pick up on global trends that gave him a critical edge in the 1990s as the Internet arrived in China.
When we think of innovation, we tend to think of smart, technically trained people sitting in a room coming up with game-changing ideas.

But innovation is just as much a function of connections—of a person’s or team’s ability to access global information networks and work alongside others with relevant skills.
In a global economy, English facilitates those connections.

When a country has strong English abilities, its innovation sector can better pull from the global pool of talent and ideas. And we now have data that illustrates the close relationship between innovation and English proficiency worldwide.
For the past five years we have producedthe EF English Proficiency Index, an analysis of the state of global English proficiency. Working from this data, we’ve detailed the link between a country’s English proficiency and its economic strength, and examined how companies with a common working language are better equipped to cooperate and innovate.
In our most recent report, we’ve applied that analytical lens to national metrics of innovation. We took the English proficiency scores for 70 countries, representing a sample set of nearly 1 million English language learners, and ran them against more than 800 World Development Indicators, finding high correlations between English ability and key indicators of innovation. In particular:
Countries with high English proficiency spend a significantly larger share of their GDP on research and development than those with lower English skills. Countries like Sweden, Denmark, and Slovenia have some of the world’s strongest English skills—and some of the highest investment in R&D.
These high proficiency countries also tend to have more researchers and technicians per capita.
Additionally, there’s a close correlation between a country’s English proficiency and its high-technology exports, such as computers and scientific instruments.
We see a similar pattern when we run the English proficiency scores against the 2015Global Innovation Index. The GII pulls together a number of innovation metrics and condenses them into a single score.
Of course, correlation does not equal causation. It’s important to remember that English proficiency and metrics of innovation are both correlated with other measurements of economic and social strength, such as the Human Development Index.
Still, there are some clear reasons why countries with strong English proficiency tend to thrive in the innovation sector. English skills allow innovators to read primary scientific research, form international collaborations, bring in talent from overseas, and participate in conferences. English proficiency expands the number of possible connections innovators can make with the ideas and people they need to generate original work.
It’s worth looking at some outliers in this dataset, including countries with low English proficiency but strong innovation metrics, such as China, and countries with high English proficiency but poor innovation indicators, such as Poland.
Even with strong support for R&D, low English proficiency can hamper the development of a country’s innovation sector. In China, for example, R&D expenditures are high, and the volume of published research is large. But those publications are cited much less frequentlythan original research from other countries, indicating that China is poorly integrated into the global research community.
Japan and South Korea are in a similar position. Both countries have strong metrics of innovation, with higher relative R&D expenditures, and more technicians and researchers per capita, than China. But both fall in the moderate English proficiency band of the EPI, below other countries with comparable innovation scores.
Poland, another outlier, has the opposite problem. In the past twenty years, Poland has overhauled its public education system. Today, it has one of the highest English proficiency scores in the world. But Poland has done little to promote innovation in its economy, and it has fallen behind OECD averages on nearly all metrics of innovation, including R&D expenditure, venture capital spending, and international co-authorship on research.
Recently, the Polish government allocated €10 billion of EU funding to stimulate private sector research and innovation. Combined with the country’s strong English skills, this kind of investment is well positioned to boost the country’s innovation economy.
As these outliers illustrate, English proficiency alone is not enough to drive innovation. But high expenditures on research-and-development aren’t enough, either, without the necessary tools for collaboration and cross-cultural pollination.
When they want to boost innovation, leaders and policymakers typically focus on STEM education. Investment in STEM makes a lot of sense. But there needs to be more. Our data suggests that, along with funding for research and STEM classes, leaders need to keep an eye on English skills too.
That same lesson applies for the leaders of global businesses. Boosting innovation isn’t just a matter of increasing the R&D budget. It’s also about facilitating cooperation across the company. For business leaders, that means:
Identifying and eliminating language and cultural barriers that could hinder innovation. Companies have to ensure that researchers and innovators have access to international publications, conferences, and other global networks of ideas.
Providing language training to top researchers and innovators whose English is not yet proficient so that they can consume and disseminate great ideas.
Emphasizing the importance of language and communication skills when hiring and promoting researchers and innovators.
After all, good innovators are also good communicators. Just ask Jack Ma, the English-teacher-turned-tech-magnate: for innovation in the 21st century, English is key.

https://hbr.org/2015/11/countries-with-high-english-proficiency-are-more-innovative

CORSI INGLESE CORPORATE A MALTA

CORSI INGLESE CORPORATE A MALTA
 Come MALTAway abbiamo identificato, selezionato e costruito una risposta alle necessità di formazione linguistica per Executives, managers e dipendenti delle aziende davvero attrattiva e competitiva sia rispetto ai corsi offerti in UK sia a quelli presso le scuole di moltissime città italiane.
 
Maltaway offre la possibilità di organizzare corsi di Inglese a Malta in un contesto che coniuga la professionalità delle scuole e la competenza dei docenti, un ambiente internazionale, prezzi competitivi con momenti di svago in un luogo di cultura, natura e mare. 
maltaway_english_-map
L’azienda potrà valutare e decidere quale parte di questa soluzione sarà offerta come benefit ai suoi dipendenti, magari in cambio del loro periodo di ferie, e quale rimarrà direttamente a loro carico.
 
Nell’ambito dell’ampio panorama delle scuole di lingua a Malta, noi abbiamo selezionato e individuato quelle che possano garantire un servizio in funzione di tutte le esigenze aziendali, con estrema flessibilità e collaborazione e con il migliore rapporto qualità/prezzo.
 
Ecco un esempio concreto di alcune tipologie di corsi disponibili in relazione alle specifiche esigenze aziendali ed i relativi prezzi alla settimana per il 2016:
 
·         GENERAL ENGLISH – max 12 studenti – 20 sessioni alla settimana (4 lezioni al giorno) – EURO 170
·         INTENSIVE ENGLISH – max 12 studenti – 30 sessioni alla settimana (6 lezioni al giorno) – EURO 230
·         BUSINESS ENGLISH – max 10 studenti – 20 sessioni alla settimana (4 lezioni al giorno) – EURO 190
·         COMBINATION Business English  20 sessioni + 10 Lezioni Individuali – EURO 370
 
I vostri dipendenti potranno anche coniugare lo studio con una vacanza da condividere insieme alla famiglia che potrà usufruire dei seguenti corsi:
 
·        CORSI ADULTI dai 18 anni di tutti i livelli a partire da 170 euro alla settimana
·        CORSI KIDS dai 7-8 anni ai 12 anni in Luglio e Agosto – 20 sessioni- Euro 205 alla settimana
·      CORSI TEENAGERS da 13 a 17 anni in Luglio e Agosto – 20 sessioni – Euro 205 alla settimana (su richiesta in Autunno o Primavera) oppure corso inglese al mattino + attività pomeridiane in gruppo Euro 280
·      PACCHETTI TEENAGERS da 13-17 anni per ragazzi NON ACCOMPAGNATI in luglio e Agosto che comprendono 20 lezioni d’inglese alla settimana- alloggio in residence in full board – attività di intrattenimento ed escursioni pomeridiane e serali – assistenza di Group Leaders – trasferimento da/per aeroporto – EURO 660 alla settimana (esclusi voli).
 
Maltaway opera come consulente di viaggio con un grande broker italiano ed è pertanto in grado di selezionare e offrire gli hotel a Malta, a prezzi davvero competitivi, per costruire un pacchetto completo per i vostri dipendenti che vogliono vivere l’esperienza di un corso di inglese a Malta, magari abbinato ad una vacanza con la famiglia.
 
Siamo a disposizione per fornire ogni dettaglio e informazione per le proposte sopra indicate e costruire pacchetti di formazione linguistica e soggiorno a Malta in linea con le vostre esigenze aziendali.
edoardo ferrario

Sogni e pensieri di uno scrittore

The Malta Photoblog

A photographic blog of my island home

Diario dal Mondo

Viaggi ed expat life di un'italiana a Sydney, Australia

MIKI-TRAVELLER

La vita è un viaggio e chi viaggia vive due volte

thetabike2014

passionbike

SocialEconomy

l'economia della condivisione

Aurora Iblea

La gente pensa troppo a quel che deve fare e troppo poco a quel che deve essere. M.J.E.

AlessandroPedrini Finanza&Mercati

Blog di approfondimento economico di Alessandro Pedrini

CASA MALTA per acquistare, affittare, investire a MALTA

MALTAWAY TRAVEL per Viaggi, Corsi Inglese e Incentive - maltawaytravel.wordpress.com

Maltaway Travel and Education

CORSI INGLESE, VIAGGI e INCENTIVE a MALTA

mirco balatti

Thoughts, ideas and news by a finance PhD researcher

alberto balatti board member blog

GOVERNANCE, INVESTMENTS, FINANCE, ECONOMICS, ORGANIZATION, MANAGEMENT, PEOPLE DREAMS, for BOARD'S MEMBERS

%d bloggers like this: