When a Qatari air ambulance landed in Malta during the Libya crisis last year, the hospital staff at the airport was geared up and ready to rush five critically injured patients into surgery.

But when the ambulance’s ramp opened, 15 badly wounded people were helped out, Mikela Fenech Pace, head of the Government’s strategic policy secretariat, recounted.

That was the day Mater Dei Hospital activated its critical events procedure, which was put in place for national emergencies.

With space for seven patients in the intensive therapy unit, immediate changes had to be made to save the lives of the 15 war casualties.

“It was estimated that seven of them would die within two days. One died in the end… These were the silent heroes,” Ms Fenech Pace said referring to hospital staff.

She was speaking to a room packed with people who contributed during the eight-month Libya crisis that started in February 2011.

They gathered for a conference organised to look back at how Malta performed during this sensitive time and discuss the lessons learnt.

This was done during workshops organised by researcher Rebecca Dalli Gonzi.

Ms Fenech Pace and the former director of defence, Vanessa Frazier, gave an overview of how the crisis was tackled and lived by the people behind the scenes.

It all started on February 21, 2011, the day the two Libyan Air Force Mirage jet fighters unexpectedly landed in Malta.

A phone call came in ordering that the Government contingency centre be set up for the first time.

Within three hours it was up and running within the Office of the Prime Minister in Valletta, headed by former Justice Minister Carm Mifsud Bonnici.

“There were top officials sitting in that room 24/7,” Ms Fenech Pace recalled.

These were the people who had to make decisions to deal with the never-ending problems that cropped up.

Problems included requests by Maltese people and other nationals in Libya to be evacuated and for provisions for the Libyan people.

There were also smaller problems. When the jet fighters landed, airport staff needed special nozzles to be able to fuel them.

US nationals refused to leave Libya without their pets and arrangements had to be made to rescue the animals.

Throughout all this, Prime Minister Lawrence Gonzi asked the team to adopt a “business as usual” approach not to disrupt Malta’s other functions.

Ms Frazier, who now serves as Malta’s Ambassador to Belgium and Nato, said that Malta used its strategic position and contacts to help out while ensuring it maintained its sovereignty.

“While Malta was neutral, we were not neutralised,” she said.

She recalled the day, in August, when Malta was asked to help evacuate 600 Libyans and managed to complete the operation, leaving the war torn country with 620 people.

Dr Gonzi said he knew his “business as usual” demand would be difficult but, that way, Malta did not grind to a halt. He thanked all involved for the professionalism and dedication shown.

Foreign Affairs Minister Tonio Borg said Malta “rose to the challenge” and was proud of what it had achieved. It was now time to look ahead, he said.

Health Minister Joe Cassar said that, despite the stress on the health services, there were no adverse effects on the work and patients at Mater Dei Hospital.

Speaking about the day the 15 patients came to Malta, he said: “Throughout that long night one of the paramedics turned to me and said: ‘I have never felt prouder to be Maltese.”

Lessons learnt…

• A crisis management system is needed that involves identifying specific people from different ministries who will take responsibility in cases of emergencies.

• A national code listing different levels of emergencies is required.

• All resources that will be available during a crisis should be listed on an online mapping system.

• Staff in various departments experienced stress and fatigue, highlighting a need for efficient staff rotas for emergencies.

• Communication should be made consistent and continuous to ensure all people involved, at all levels, are updated and informed.

• Psychological support should be available for staff, such as medical personnel, who got to face situations never imagined before.

• People must be trained to understand and respect different cultures.

• Language experts need to be available to ensure clear communication.