The intention to privatise Malta Shipyards has created a debate on the 'yard's commercial potential, the impact on the workforce and EU competition regulations. However, in this debate little attention was given to Malta's strategy for the maritime sector, which I believe cannot be divorced from the challenges faced by the shipyards.
Throughout our history Malta has been a maritime nation which leveraged its strategic position and harbours. Even today Malta is blessed with a wide variety of maritime capabilities which span from commercial operators to infrastructure providers to specialised training and education, and regulatory bodies.
These players include the Malta Freeport and the multinational shipping lines utilising its services, the Ship Register administered by the Maritime Authority, the Institute for International Maritime Law hosted at the University, the Nautical College at MCAST, shipping agencies, maritime services firms, shipbrokers, oil bunkering service providers, the shipyards with its extensive docks and skills, the cruise liner terminal, firms involved in leisure boating and aquatic sports and aquaculture and fishing operators. Moreover, major government initiatives such as the Grand Harbour development plan also support the improvement in the maritime infrastructure.
These numbers of related and interdependent activities that complement each other together form the basis of Malta's maritime sector which I believe presents the foundation for us to seize significant opportunities for future economic growth.
However, success in the sector will also require an effective management of risks and international reputation and this should be considered as a priority for the Maritime Authority which administers the Ship Register.
I believe that while we should continue to grow the transhipment and port infrastructure to attract leading top operators and further develop the leisure and cruise liner sector which supports our tourism, we should also look to identify and exploit new opportunities.
Such opportunities which should be explored may include attracting foreign investment from maritime equipment suppliers, further developing financial, insurance and legal services for the maritime sector, developing Malta as the centre for maritime education in the Mediterranean, developing non-polluting services for off-shore oil exploration in the region, diversifying our ship repair activities and innovating in marine sciences and related developmental research.
In this context the shipyards' skills base and assets may become one of several key building blocks required to realise this vision. However the options that the government, the opposition and the social partners should be considering may go beyond a straight sale of the 'yards and may require a more thought through approach, which may seek to attract a number of strategic partners to support the development of various aspects of our maritime niche.
Attracting strong maritime partners will be critical for the 'yards to successfully diversify into related ship, yacht and vessel repair and building activities and compete internationally. This approach will ensure that the current skills base and assets are utilised to their full potential and that new and more productive job activities are created.
I believe that we do have the foundations in terms of maritime related skills and resources and a strong base of maritime operators and organisations to take Malta's maritime sector to the next level. This will only happen if driven by a cohesive strategy which is championed at Cabinet level and is supported by the opposition, government agencies such as Malta Enterprise and the Maritime Authority, the constituted bodies, educational stakeholders and more importantly the maritime operators.
Success in the maritime sector, however, requires the same focus, attention and resourcing dedicated to tourism, ICT and financial services.
Mr Mizzi is a senior programme leadership professional.
Throughout our history Malta has been a maritime nation which leveraged its strategic position and harbours. Even today Malta is blessed with a wide variety of maritime capabilities which span from commercial operators to infrastructure providers to specialised training and education, and regulatory bodies.
These players include the Malta Freeport and the multinational shipping lines utilising its services, the Ship Register administered by the Maritime Authority, the Institute for International Maritime Law hosted at the University, the Nautical College at MCAST, shipping agencies, maritime services firms, shipbrokers, oil bunkering service providers, the shipyards with its extensive docks and skills, the cruise liner terminal, firms involved in leisure boating and aquatic sports and aquaculture and fishing operators. Moreover, major government initiatives such as the Grand Harbour development plan also support the improvement in the maritime infrastructure.
These numbers of related and interdependent activities that complement each other together form the basis of Malta's maritime sector which I believe presents the foundation for us to seize significant opportunities for future economic growth.
However, success in the sector will also require an effective management of risks and international reputation and this should be considered as a priority for the Maritime Authority which administers the Ship Register.
I believe that while we should continue to grow the transhipment and port infrastructure to attract leading top operators and further develop the leisure and cruise liner sector which supports our tourism, we should also look to identify and exploit new opportunities.
Such opportunities which should be explored may include attracting foreign investment from maritime equipment suppliers, further developing financial, insurance and legal services for the maritime sector, developing Malta as the centre for maritime education in the Mediterranean, developing non-polluting services for off-shore oil exploration in the region, diversifying our ship repair activities and innovating in marine sciences and related developmental research.
In this context the shipyards' skills base and assets may become one of several key building blocks required to realise this vision. However the options that the government, the opposition and the social partners should be considering may go beyond a straight sale of the 'yards and may require a more thought through approach, which may seek to attract a number of strategic partners to support the development of various aspects of our maritime niche.
Attracting strong maritime partners will be critical for the 'yards to successfully diversify into related ship, yacht and vessel repair and building activities and compete internationally. This approach will ensure that the current skills base and assets are utilised to their full potential and that new and more productive job activities are created.
I believe that we do have the foundations in terms of maritime related skills and resources and a strong base of maritime operators and organisations to take Malta's maritime sector to the next level. This will only happen if driven by a cohesive strategy which is championed at Cabinet level and is supported by the opposition, government agencies such as Malta Enterprise and the Maritime Authority, the constituted bodies, educational stakeholders and more importantly the maritime operators.
Success in the maritime sector, however, requires the same focus, attention and resourcing dedicated to tourism, ICT and financial services.
Mr Mizzi is a senior programme leadership professional.