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Invest in Malta: Mediterranean base, global potential

Beyond lifestyle advantages, Malta stands out for its diversified economy and business-friendly framework

Gulf Business
Gulf Business

05 February, 2026

Invest in Malta: Mediterranean base, global potential
Image: Supplied

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Positioned at the crossroads of Europe, North Africa, and the Middle East, Malta continues to strengthen its appeal as a strategic gateway to the European Union. Combining Mediterranean lifestyle excellence with a resilient, forward-looking economy, the island offers a compelling proposition for investors, entrepreneurs, and global citizens alike. With over 300 days of sunshine a year, a rich cultural heritage, and a strong sense of community, Malta delivers an exceptional quality of life in a safe and welcoming environment.

Beyond lifestyle advantages, Malta stands out for its diversified economy and business-friendly framework, emerging as a hub for innovative sectors such as fintech, blockchain, AI, and iGaming. Attractive residency programs further enhance its appeal, granting access to the Schengen Zone and facilitating international mobility. Supported by a robust education system and a highly regarded healthcare sector, Malta presents a well-rounded destination for living, working, investing, and long-term growth.

Malta’s tourism momentum

Carlo Micallef, CEO of the Malta Tourism Authority (MTA)

Malta’s tourism performance continues to build on successive record-breaking years, with strong growth not only in visitor arrivals but—more importantly—in visitor spending. 2025 has maintained exceptional momentum. “To date, we are running at around 12% up on last year in arrivals, but the more important factor is expenditure, which is up by 22%,” explains Carlo Micallef, CEO of the Malta Tourism Authority (MTA). “It is our strategy to attract tourism that spends more in the country, to achieve a better yield,” Micallef adds, noting that Malta is on track to approach 4 million visitors this year and significantly exceed last year’s tourism income.

Behind these results is a sustained upgrade of Malta’s tourism product—both in infrastructure and service quality. Micallef points to strong reinvestment across the industry: hotel refurbishments, digitalisation, operational improvements and continuous training. “The private sector is doing very good profits and investing a lot in improving the facilities and also in human resources,” he says. “Success breeds success.”

At the same time, Malta is actively reshaping its seasonal balance. Growth is being steered toward winter and shoulder months through targeted development of niche segments such as MICE, wellness, gastronomy, active holidays, culture and heritage-led experiences. “Our strategy has been to limit the rate of growth in summer and increase the rate of growth in the winter and shorter periods,” Micallef explains. With an expanding calendar of festivals, events and training camps, Malta is positioning itself as a destination that stays vibrant all year round.

For many travellers, Malta’s appeal also lies in experiences that reconnect people with authenticity and nature—an increasingly important differentiator for high-spending visitors. From farm-to-fork and heritage storytelling to immersive cultural programming, the country is evolving from a traditional sun-and-sea destination into one shaped by meaning, memory and discovery.

Connectivity remains another critical driver. As an island destination, Malta’s growth depends on strong air links—and Micallef highlights a major new milestone: “The latest achievement that we got is to get Delta Airlines to fly from JFK to Malta, direct non-stop,” he says, describing it as a catalyst for wider long-haul expansion.

In the GCC, Malta’s engagement is deepening through stronger airline partnerships and targeted promotion. Qatar Airways has resumed year-round flights, and collaboration with Emirates has expanded across B2B and B2C campaigns. “We see both Doha and Dubai not only as point-to-point routes, but as hubs from the region,” Micallef explains, supporting travel from the Middle East as well as Asia and Australia. MTA’s strategy in the region focuses on MICE, corporate travel and luxury segments, working with networks such as Virtuoso to reach discerning travellers.

Looking ahead, Malta is preparing to elevate its global profile further by hosting the WTTC Global Summit in October 2026. “It is a very prestigious event that will put Malta on the map with world leaders in travel and tourism,” Micallef says, noting its potential to attract investment and shape future-facing conversations. He also points to plans for a new multi-purpose convention centre, designed to expand Malta’s ability to host larger conferences, exhibitions and events, especially in the winter season.

For travellers and partners from the GCC, the message is clear: Malta is growing, upgrading and opening new doors for collaboration. “We have the authenticity of Malta, the story of Malta, the spirit of Malta for them to discover,” Micallef says. “The luxury we want to promote is the luxury that gets you back in contact with nature—the luxury that helps you forget life’s troubles, and something you will remember.”


Welcome message from Dr Ian Borg

The Deputy Prime Minister and Minister of Foreign Affairs and Tourism of Malta shares insights

Dr Ian Borg, Deputy Prime Minister and Minister for Foreign Affairs and Tourism of Malta

Over the past year, the Malta–UAE relationship continued to move decisively from dialogue to delivery. One of the most meaningful milestones was the convening of the Malta–UAE Joint Commission in Abu Dhabi in April 2025, providing an institutional framework to convert strong political relations into structured cooperation. The Joint Commission agreed on a focused two-year roadmap that prioritises 14 areas of tangible cooperation including trade and investment, healthcare, artificial intelligence, climate action and tourism, anchoring future engagement in measurable outcomes.

Equally significant were our high-level engagements in Abu Dhabi and Dubai, including meetings with senior government officials and key business stakeholders in the energy, transport, education and social welfare sectors. These exchanges opened concrete pathways for private-sector collaboration, particularly in innovation-driven and sustainability-linked sectors. Participation in the Sir Bani Yas Forum further reinforced Malta’s positioning as a constructive, values-based partner committed to dialogue, multilateralism and regional stability. Guided by Malta’s newly adopted Regional Framework Policy for the Gulf Region, the focus now is on implementation: deepening institutional ties, facilitating business-to-business linkages, and ensuring that Malta’s role in the UAE and the wider GCC is that of a reliable, agile and forward-looking partner.”

From Political Will to Concrete Results

Malta plays a distinctive role in strengthening EU-GCC cooperation by operating effectively across regulatory, geographic and cultural intersections, while actively supporting deeper trade relations with Gulf partners. The strong potential for Strategic Partnership Agreements with several Gulf countries creates a timely opportunity to translate political alignment into expanded trade and investment flows. Several sectors offer tangible collaboration. Financial services and fintech stand out, with Malta’s EU-compliant regulatory environment complementing Gulf capital and innovation, enabling structured investments, fund domiciliation and Sharia-compliant finance aligned with European standards. Aviation and logistics also present clear opportunities. Healthcare, life sciences, renewable energy and climate technologies offer further scope, alongside digital industries such as AI and cybersecurity that cut across all sectors. Leveraging EU membership, pragmatic diplomacy and strong bilateral ties, Malta acts as a delivery-oriented bridge.

Tourism, Connectivity, and International Positioning

Malta is positioning tourism as a strategic, high-value asset rather than a volume-driven industry, with a strong emphasis on quality, exclusivity and long-term engagement. This approach aligns closely with the preferences of Gulf travellers and investors, who value luxury, discretion, cultural depth and authentic experiences over mass tourism. Air connectivity underpins this strategy. Malta is well linked to major Gulf hubs through a combination of direct and one-stop routes, supporting both leisure and business travel. Hospitality excellence further distinguishes Malta. Bespoke concierge-level services: from curated cultural and wellness experiences to private events and long-stay arrangements; support business attraction, international conferences and residency initiatives. Combined with Malta’s proximity to mainland Europe and easy access to North Africa, this positions the island as a lifestyle and mobility hub, where tourism fosters deeper economic ties and enduring partnerships with the Gulf.

Looking Ahead: Malta’s Regional and International Priorities

Looking ahead, Malta’s foreign affairs and tourism agenda will build on the credibility gained over the past three years through its roles on the UN Security Council, as Chair of the OSCE, and through the Presidency of the Council of Europe, among other recent multilateral engagements. These experiences have reinforced Malta’s reputation as a principled bridge-builder and a trusted facilitator of dialogue, even in complex and polarised contexts. A key priority is to translate this diplomatic capital into deeper, structured partnerships, particularly with the GCC and the wider Middle East. Malta will continue to promote dialogue, multilateral cooperation and its role as a neutral platform for engagement.


Building global careers through tourism education

Pierre Fenech CEO of ITS

As an English-speaking institution within the EU education system, the Institute of Tourism Studies (ITS) prepares students for international careers across hospitality and tourism markets. Based in Malta, ITS delivers a globally relevant learning environment that combines academic rigour with strong industry exposure, and marks 40 years of excellence soon.

While widely recognised for culinary excellence, ITS has deliberately expanded beyond this perception to develop specialised programmes that respond to new global demands across hospitality, tourism management, events, diving safety management, and climate-friendly travels, targeting both emerging talent and professionals seeking to upskill. “Our mission is to equip students with practical knowledge, global awareness and the confidence to succeed in an international industry,” says Pierre Fenech, CEO of ITS. “Whether studying online or on campus, students engage with a system built around tourism at a global scale, preparing them for opportunities that extend beyond just one location.” A defining strength of ITS is its expanding international footprint, supported by formal partnerships and a growing physical presence. Through a network of Memoranda of Agreements with leading tourism and hospitality institutions abroad, ITS facilitates student exchanges, joint programmes and academic collaboration that enhance international exposure and career readiness. Erasmus+ mobility remains a cornerstone of this approach, enabling students to study, train or gain work experience across Europe as part of their academic journey. “International mobility is fundamental to how we prepare our students,” explains Pierre Fenech “Exposure to different cultures, systems and markets strengthens both professional confidence and long-term career prospects.”

These global connections are complemented by ITS’s local infrastructure, with two established campuses in Luqa, Malta and Qala, Gozo. Looking ahead, ITS is advancing plans for a new, purpose-built campus designed to expand capacity and further enhance the student experience. “Our investment in partnerships and infrastructure reflects a long-term commitment to providing students with a world-class learning environment,” Fenech adds.

“Whether pursuing academic progression or professional development, students choosing ITS gain access to global opportunities, international networks and careers across hospitality groups, events, destination management and tourism authorities worldwide—making Malta not just a place to study, but a launchpad for global careers,” Fenech concludes.



Malta’s tourism momentum

George Gregory, CEO, Malta Enterprise

Malta has steadily built a reputation as one of Europe’s most agile and responsive business environments, combining EU market access with a compact ecosystem where decision-making is fast and collaboration comes naturally. At the centre of this model is Malta Enterprise, the country’s economic development agency, which works closely with government, industry and academia to help businesses establish, scale and innovate.

The organisation’s priorities are firmly centred on strengthening Malta’s long-term competitiveness and positioning the economy for the next wave of global opportunities. “Over the past year, we have focused on three strategic pillars,” explains George Gregory, CEO of Malta Enterprise. “The first is enhancing Malta’s innovation capacity by modernising incentives and supporting research and development. The second is deepening collaboration with industry, leveraging Malta’s ability to engage directly with businesses and respond quickly to their needs. The third places sustainability at the heart of economic development, aligning incentives with environmental objectives while helping companies adopt more efficient, future-ready solutions.”

These priorities translate into concrete opportunities across high-value sectors including advanced manufacturing, engineering, digital services such as AI and fintech, and life sciences. Malta Enterprise supports companies in these areas through tailored incentives, regulatory guidance and long-term investment support, helping investors not only establish operations, but grow sustainably from Malta. In parallel, a new Startup Framework is strengthening Malta’s innovation ecosystem by connecting entrepreneurs with talent, capital and partners from the earliest stages through to international scale-up.


Bridging Malta and the Gulf

Dr Aaron FarrugiaFounder and Chairman, ECONOMIQ Group
Dr Aaron Farrugia, Founder and Chairman, ECONOMIQ Group

As commercial interest between Malta and the Gulf continues to deepen, advisory firms are playing an increasingly important role in helping businesses, investors and families structure expansion on both sides. According to Dr Aaron Farrugia, Founder and CEO of Economiq Group, the relationship is moving beyond one-directional capital flows towards a more balanced, two-way commercial and mobility-driven engagement.

Drawing on extensive experience working with Gulf stakeholders, Farrugia — who previously served as Malta’s Minister for Transport, Infrastructure and Capital Projects — points to Malta’s growing appeal as a platform for incorporation, private wealth structuring and international operations. “Malta offers a rare combination of effective corporate taxation, EU market access and a common-law system that international investors understand and trust,” he explains. “For businesses and individuals with substance on the ground, this can also extend to residence, citizenship, mobility and ‘Made in EU’ advantages, strengthening their long-term positioning.”

Through its active presence in the GCC, Economiq Group advises corporates, family-owned businesses, family offices and high-net-worth individuals on incorporation, investment migration, cross-border structuring and market entry strategies, including aviation and maritime-related sectors.


Malta’s property market

Sandro Chetcuti, Chairman of the Property Malta Foundation

Malta’s property market continues to demonstrate resilience and consistency, underpinned by strong domestic fundamentals, sustained demand and long-term investor confidence. “The sector has maintained a steady trajectory despite global volatility, supported by a balanced mix of local ownership and international investment”, says Sandro Chetcuti, Chairman of the Property Malta Foundation.

Chetcuti highlights that performance remains solid across both capital appreciation and rental activity. Capital values have continued to rise at around 5%, while rental yields remain consistent at 5–6%, reflecting a market driven by genuine demand rather than short-term speculation. “The backbone of the Maltese property market is strong,” he notes, pointing to population growth, wealth creation and long-standing family ownership as key stabilising factors. High-end developments have been particularly successful, with strong absorption across landmark residential projects and continued interest in premium coastal locations and emerging areas in the south of the island. At the same time, investor appetite is expanding beyond new builds. International buyers are increasingly attracted to traditional townhouses and character properties in historic villages and locations such as the Three Cities, where heritage and lifestyle value add to long-term appeal.

Looking ahead, infrastructure investment is emerging as both a priority and an opportunity. Areas such as transport, public mobility and selective land reclamation could open avenues for structured public-private collaboration. “We are still in time to address infrastructure challenges,” Chetcuti notes, “and doing so will significantly enhance Malta’s long-term value.” For international investors, including those from the GCC, Malta offers a compelling combination of safety, political stability, strategic location and lifestyle quality. “Malta is a secure, well-connected country with strong human capital,” Chetcuti concludes. “These fundamentals continue to support a property market built for long-term performance.”


Coordinating the future of Malta’s development sector

Michael Stivala, President of Malta Developers Association

As Malta’s built environment continues to evolve, the Malta Developers Association plays an increasingly strategic role in shaping how growth is planned, governed and sustained. Representing a broad cross-section of developers and stakeholders, the Association acts as a coordinating platform between industry, policymakers and society at large.

Recent market indicators underline the importance of this role. Data compiled annually by the MDA shows that 16,636 new promises of sale were registered in 2025, marking a 7% increase over the previous year, while the total value of transactions rose to nearly €6 billion, up 17% year-on-year. For Michael Stivala, these figures confirm the sector’s continued relevance, but not its end goal. “Our responsibility goes beyond measuring activity,” he notes. “It is about ensuring that development remains structured, responsible and aligned with the country’s long-term interests.”

The Association’s agenda is increasingly centred on sustainability, planning quality and regulatory efficiency. By advocating clearer frameworks, reduced administrative friction and higher standards in urban development, the MDA aims to strengthen confidence across the entire value chain—from investors and operators to end users.

Equally important is the Association’s role as a collective voice. By consolidating perspectives from across the sector, the MDA facilitates more balanced dialogue with authorities on land use, infrastructure capacity and environmental protection.

Looking ahead, the MDA remains focused on guiding the sector through a phase of consolidation and maturity. “The priority,” Stivala concludes, “is to ensure that development continues to contribute positively to Malta’s economy, its communities and its quality of life.”


Malta’s education advantage

Hon. Clifton Grima, Minister for Education, Sport, Youth, Research and Innovation

Malta has steadily established itself as a reputable destination for quality education, offering a system that blends strong academic standards with international exposure. Education institutions in Malta, particularly at the tertiary level, follow rigorous quality assurance frameworks regulated by the Malta Further and Higher Education Authority (MFHEA). This ensures that qualifications awarded by Maltese institutions meet European standards and are recognized across the European Union and beyond. One of the key strengths of studying in Malta is its education system’s strong alignment with the British model. English is one of the country’s official languages and the primary language of instruction, making it especially attractive to international students seeking an English-speaking academic environment without the cultural barriers often found elsewhere. This allows students to develop high-level academic and professional English skills while studying specialised subjects.

Malta follows the Bologna Process, which ensures compatibility with European universities. Maltese degrees use the European Credit Transfer and Accumulation System (ECTS), enabling students to transfer credits or pursue further studies across Europe with ease. Many institutions maintain partnerships and exchange programs with European universities, enhancing mobility and international collaboration.

Beyond academics, studying in Malta offers significant lifestyle and career advantages. Its multicultural environment, safe society, and strategic location at the crossroads of Europe, North Africa, and the Middle East provide students with global perspectives. Additionally, Malta’s growing sectors—such as finance, gaming, technology, and tourism—offer valuable internship and employment opportunities, making it an attractive and well-rounded study destination.”

Malta: A natural choice for English language learning

Malta has established itself as one of Europe’s most attractive destinations for English language learning, welcoming thousands of international students each year. As an English-speaking EU country, Malta combines structured education with full cultural immersion, supported by robust quality assurance. English language schools are regulated by the ELT Council within the Ministry of Education, ensuring high academic standards and fully qualified teachers across the sector. Within this framework, Gateway School of English (GSE) stands out by offering both on-site and fully online programmes. Alongside classroom-based courses in Malta, GSE delivers weekly virtual classes, allowing learners to study entirely online or to combine remote learning with time on the island.

As a licensed European institution, GSE awards all students an end-of-course certificate upon completion of their programme. This provides internationally recognised proof of English proficiency and supports learners in achieving their academic, professional and personal goals.


A partnership approach to international financial growth

Dr Bernice Buttigieg, Chief Strategy Officer of Finance Malta

Malta continues to strengthen its position as a dynamic and internationally connected financial centre, with innovation serving as a defining pillar of the country’s financial services offering — from fintech to wealth management and capital markets. At the centre of this ecosystem is FinanceMalta, which plays a pivotal role in positioning Malta not only as an EU jurisdiction, but as a strategic bridge between Europe, the Middle East and North Africa.

“We proactively engage with international stakeholders to ensure Malta’s strengths are clearly understood by global decision-makers,” explains Dr Bernice Buttigieg, Chief Strategy Officer of FinanceMalta. Interest is particularly strong across asset and wealth management, fintech, payments, aviation finance, fund servicing and family office structures, with the Gulf region — especially the UAE — emerging as a key strategic market alongside the UK, Europe and parts of Asia. Innovation remains a defining feature of Malta’s financial ecosystem. Advances in digital finance, regtech, tokenisation, payments infrastructure and fund structuring are shaping the sector’s evolution, alongside growing sophistication in wealth management and cross-border solutions. FinanceMalta works closely with regulators, industry practitioners and academia to ensure innovation remains responsible, market-led and aligned with international best practice.

Equally important is facilitating market entry for new participants. “FinanceMalta acts as a first point of contact, helping international firms navigate the ecosystem and connect with regulators, banks and professional service providers,” Buttigieg notes — an approach that is particularly valuable for firms from the Gulf seeking a reliable EU base.

Looking ahead, FinanceMalta is committed to deepening ties with the UAE and the wider GCC. “Malta offers more than a jurisdiction — it offers a partnership approach to international financial growth,” Buttigieg concludes, pointing to expanding opportunities for collaboration across finance, innovation and sustainable investment.


Stability, trust and strategic vision

Prof. Edward Scicluna, Former Governor of the Central Bank of Malta

Malta’s strength as an international financial centre rests not only on innovation and market access, but on the credibility of its institutions and the confidence they inspire. The country has reached a level of institutional maturity that allows it to compete internationally while remaining resilient in a volatile global environment.

“We have the infrastructure, the institutions and the professional expertise expected of an advanced economy,” says Professor Edward Scicluna, former Governor of
the Central Bank of Malta. “That provides a solid foundation for investors seeking predictability and long-term stability.”

As a member of the Eurozone, Malta benefits from the strength of the single currency and the credibility of the Eurosystem. Monetary and financial stability remain central priorities, underpinned by close coordination between the Central Bank, supervisory authorities and European institutions. This framework, Scicluna notes, is essential for safeguarding trust—an asset he considers fundamental to any successful financial centre.

Innovation continues to shape the financial ecosystem, particularly in payments, data-driven analysis and emerging digital finance applications. The Central Bank actively engages at European and international levels to ensure that technological progress is matched with sound governance, clear frameworks and prudent oversight. “Innovation must move forward, but always with trust and stability at its core,” Scicluna explains. Looking ahead, Malta’s strategic location and outward-looking mindset position it well for deeper global collaboration. Strong ties with Europe, combined with proximity to North Africa and growing engagement with the Middle East, create opportunities for meaningful partnerships. “Malta’s role is to listen, cooperate and build bridges,” Scicluna concludes. “That approach is what allows investors and institutions to feel at home—and to grow—with confidence.”


Finance Incorporated Limited

Cenk Kahraman, CEO of Finance Incorporated Ltd

As Malta continues to strengthen its position as a hub for innovative financial services, Finance Incorporated Limited stands out for its ability to deliver integrated, flexible solutions to clients operating across multiple jurisdictions. Under the leadership of CEO Cenk Kahraman, the company has built a model that brings together a wide range of financial products under one platform, allowing services to be tailored to the specific regulatory, commercial and operational needs of each market.

“Our strength lies in the diversity of our offering,” explains Kahraman. “A merchant in Germany, a trading company in Greece or a holding structure in the Gulf all have different requirements. By combining multiple products under one roof, we can adapt our solutions to each jurisdiction and client profile.” Technology remains central to this approach. This year, Finance Incorporated is prioritising card issuing, POS solutions and merchant services, while continuing to invest in systems that enable seamless cross-border activity. Kahraman notes that the nature of international payments is changing rapidly. “Cross-border transactions are no longer about delays or financial float. They are becoming data-driven, faster and more cost-efficient, ultimately benefiting the end user.”

Geographically, the company’s expansion strategy is increasingly focused on the GCC. Regulatory developments and strong momentum in markets such as Saudi Arabia are creating new opportunities. “Our goal is to establish ourselves in the region through fully regulated structures, bringing our technology and know-how directly into those markets,” he says. Malta plays a strategic role in this international growth. EU passporting, regulatory credibility and a well-established financial framework allow Finance Incorporated to serve clients across Europe and beyond from a single base. “Malta is a reliable and well-regulated entry point into Europe, offering both reach and reassurance,” Kahraman adds.

“It is an ideal platform for building long-term, cross-border financial partnerships.”


Regulatory innovation and market access

Jesmond Gatt, Chairman of the Board, MFSA

As Malta’s financial sector continues to diversify, the Malta Financial Services Authority (MFSA) is playing a pivotal role in aligning regulatory integrity with international opportunity. Under the leadership of Chairman Jesmond Gatt, the Authority has sharpened its focus on developing frameworks that respond to global demand while remaining firmly grounded in European regulation.

One recent example is the MFSA’s initiative on Sukuk as Sharia-compliant market instruments. “We deliberately started with products linked to capital markets,” Gatt explains, noting that the objective was to introduce islamic finance structures that can operate fully with EU regulatory framework. “These are robust products, supporting investor protection, transparency and disclosure requirements.”

Beyond product innovation, Malta’s appeal lies in regulatory efficiency and ecosystem depth. EU passporting allows licensed entities to access the entire European market through a single regulator, while the presence of experienced legal, audit, technology and advisory firms creates a complete operating environment. “Firms don’t just find regulation here,” Gatt notes. “They find an ecosystem that supports growth.” The MFSA’s approach to supervision balances rigour with openness to innovation, particularly in fintech, digital assets and payments. Malta was among the first jurisdictions to regulate emerging digital finance activities, reflecting a philosophy of engagement rather than hesitation. “By understanding the firms’ objectives, regulation can be applied in a way that both supports innovation and upholds robust supervisory standards.”

Looking outward, the MFSA is strengthening dialogue with regulators beyond Europe, particularly in the Gulf. “Cross-border cooperation is essential,” Gatt concludes. “As markets connect, regulators must build the bridges that allow innovation and investment to grow with confidence.”


Building bridges between Malta and the GCC

R to L: Roderick Psaila, Managing Director and Nicole Psaila Consultant at Bridge Advice

In a financial world often dominated by volume-driven advisory firms, Bridge Advice stands apart by design. Founded in Malta in 2021, the firm has grown into a focused, high-calibre team of twelve specialists delivering boutique advisory services rooted in experience, accountability and results.

What distinguishes Bridge is the skills composition of its team of former industry practitioners and former regulators. This hands-on regulatory and operational expertise allows the firm to move beyond legal interpretation and into technical execution translating regulation into workable, commercial solutions.

The firm’s track record speaks for itself: during the last two years, six applications for FIs licences were approved, two banking licence applications currently underway and eight additional applications in advanced stages of authorisation across EMI, PSP and CASP sectors. Bridge Advice delivers end-to-end be-spoke advisory by integrating expertise across regulatory, internal audit, risk, financial crime compliance, payments, technology and governance.

Malta remains the firm’s strategic foundation: a trusted European gateway offering regulatory transparency, English-speaking talent and access to the EU Single Market, Eurozone and Schengen Area. Building on this base, Bridge Advice is expanding into the Gulf, a market which values credibility, discretion and technical
depth, qualities at the heart of Bridge Advice’s boutique philosophy.

Bridge plans to establish a Dubai office in September 2026 and shall partner with GCC clients to deliver licensing and compliance advice that is personal, rigorous and built for long-term success.


A one-stop partner

Mark Laurence Zammit, Founder & Managing Director of ATCS

Entering a new market requires more than regulatory readiness – it demands clear communication, skilled people and trusted local support. In Malta, ATCS Consultancy positions itself as a single point of contact for businesses and individuals seeking to establish, grow or operate with confidence across borders. ATCS delivers an integrated suite of services covering business consultancy, recruitment, professional training and certified translation. This multidisciplinary approach allows clients to address operational, people and compliance-related needs under one roof. A core strength lies in ATCS’s Translation Centre, which has been providing legally certified translations since 2013. Trusted by financial institutions, insurers and legal professionals, ATCS delivers accurate translations in more than 150 languages, including apostilled and sworn documents accepted by Maltese authorities, courts and regulators. Complementing this, the ATCS Training Centre offers tailored corporate and financial services programmes and short courses designed to upskill teams, support career development and strengthen organisational performance.

Together, these services enable businesses to communicate clearly, train effectively and operate seamlessly in new markets.


CrabNebula

Daniel Thompson-Yvetot, Founder of Comply.Land & CEO of CrabNebula

As digital infrastructure becomes central to business growth and innovation, CrabNebula is positioning itself as a key enabler for developers and technology-driven organisations operating across borders. Headquartered in Malta, the company leverages the island’s EU-based regulatory environment and international outlook to build and scale software solutions for a global audience.

“At CrabNebula, our focus is on removing friction from the software lifecycle,” explains Daniel Thompson-Yvetot, CEO of CrabNebula. “From Malta, we are able to combine technical innovation with a strong international mindset, enabling developers and companies to move seamlessly from development to global distribution.” CrabNebula’s platform simplifies how applications are built, deployed and maintained worldwide. It brings together continuous integration, secure distribution and automated updates under a unified infrastructure, supporting web-to-native application transitions, advanced debugging and robust deployment workflows. Alongside its platform, the company provides bespoke software engineering and advisory services, helping organisations design scalable, compliant and high-performance digital solutions. With strong momentum in international markets, CrabNebula is expanding its engagement with the Middle East’s fast-growing technology ecosystem. The company will be exhibiting at LEAP 2026 in Saudi Arabia on 12–13 April, one of the world’s leading technology events connecting innovators, enterprises and investors.

“LEAP is a key meeting point for global technology leaders,” Thompson-Yvetot adds. “It gives us the opportunity to connect with partners from the region, exchange ideas and explore how innovative software solutions can scale across markets.”

Visitors to LEAP 2026 are invited to meet Daniel Thompson-Yvetot and the CrabNebula team to discuss collaboration opportunities and discover how CrabNebula’s Malta-based innovation is powering software globally.


CoinGateway

In a landscape where digital assets are becoming integral to corporate treasury, CoinGateway stands apart as a boutique, compliance-first partner. Licensed as a Virtual Asset Service Provider (VASP), we provide a sophisticated alternative to mass-market exchanges by focusing on the unique needs of regulated online businesses and fintechs. We specialise in high-touch, institutional-grade services designed for rapid settlement and maximum security. Our boutique offering ranges from OTC crypto exchange and on/off-ramp solutions to bespoke treasury support, addressing the specific payment complexities of your industry. Our unique business model is built on trust, transparency, and personal partnership, designed for C-suite executives’ needs. We serve CEOs, CFOs, and treasury heads who demand a partner that understands the nuances of institutional governance. Our philosophy rests on three pillars: compliance-first, local expertise with global standards, and bespoke excellence. We deliver tailored solutions, combining strong local substance with an EU-wide perspective to support businesses in full compliance with applicable regulations. More than a service provider, CoinGateway is a strategic partner dedicated to driving the growth of the digital economy.

Discover how our boutique approach can streamline your digital asset operations: [email protected]


VallettaPay

Operating an online business in today’s global economy requires flexible financial infrastructure that goes beyond basic payments. VallettaPay is a boutique solution specialised in supporting companies that sell products or services online, with a strong focus on the provision of secure and adaptable payment accounts.

VallettaPay enables businesses to receive, hold, and manage funds through dedicated payment accounts supporting multiple fiat currencies as well as cryptocurrencies. This allows online merchants and digital service providers to operate seamlessly across borders. The platform offers foreign exchange services, allowing clients to convert currencies at competitive rates and manage exposure to currency fluctuations. Clients also benefit from corporate Visa debit cards, providing immediate access to funds for expenses and day-to-day operations worldwide. With a personalised, boutique approach, VallettaPay tailors each solution to the client’s business model and transaction flow. The result is a robust, modern payment foundation designed to support growth, flexibility, and control in the digital-first economy.

More info: [email protected]


Mobility Elite Summit 2026

Shaping the Future of Global Mobility

On March 27, 2026, at the Hilton Palm Jumeirah, the Mobility Elite Summit will welcome 200+ high-profile delegates from over 30 countries, including an official delegation from Malta, for a high-level exchange on the future of international mobility, expansion, and relocation.

This exclusive, one-day summit brings together global leaders, international companies, investors, advisors, and mobility professionals to explore cross-border expansion, corporate and private relocation, investment migration, talent mobility, and global structuring strategies.

Set in Dubai, at the crossroads of Europe, the Middle East, and Asia, the Mobility Elite Summit offers a powerful platform for insight-driven dialogue and curated networking among decision-makers shaping tomorrow’s global movement.

Register now: www.mobilityelitesummit.com

Tucker Carlson is at Dubai’s World Government Summit. Here’s what he asked Zimbabwe’s president on stage

At Dubai’s World Government Summit, Tucker Carlson quizzed Zimbabwe’s president on China, Western influence and the country’s economic past

Gareth van Zyl
Gareth van Zyl

04 February, 2026

Tucker Carlson is at Dubai’s World Government Summit. Here’s what he asked Zimbabwe’s president on stage

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For many, the idea of US broadcaster-turned-podcaster Tucker Carlson and Zimbabwean President Emmerson Mnangagwa sharing a stage might once have seemed unlikely.

But that was precisely the scene on Wednesday at the World Government Summit in Dubai, where the two men engaged in a wide-ranging on-stage discussion covering China’s role in Africa, Western sanctions, land reform and economic sovereignty.

Carlson, the former Fox News host of Tucker Carlson Tonight, now runs The Tucker Carlson Show, an independent interview-led programme distributed via YouTube, X and podcast platforms. On YouTube, he has 5.6 million subscribers.

Carlson, who also interviewed the presidents of Sierra Leone and Botswana during the summit on-stage, opened by asking Mnangagwa to contrast Chinese and Western engagement on the continent.

“In as clear terms as you can, I wonder if you would contrast your experience with China versus the Western powers? Do you think that Zimbabwe and other African countries, to be totally blunt, get a better deal from Chinese investment than they have with Western powers over the last 150 years?”

Mnangagwa pointed to Zimbabwe’s post-independence trajectory and evolving partnerships.

“Well, my view is that initially as we became independent, most of our development thrust was from the West. But as we evolved, we’ve also benefitted from investment and cooperation from countries like China.”

Carlson pressed further, arguing that the underlying structure of foreign involvement had not fundamentally changed.

“But the basic structure seems the same. Foreign powers extract mineral wealth from various African countries, but do you think the arrangement that Zimbabwe and other countries currently have with China is better or worse for Zimbabwe than it was under, say the Brits.”

Mnangagwa rejected the premise of the comparison.

“I think the premises upon which you construct your question, I don’t think is perfect.”

After Carlson replied “Not surprised,” the Zimbabwean leader shifted the focus to sovereignty.

“Zimbabwe is a sovereign state, you understand. And we move on the basis that given the best results of our resources, whether it is relations with the West or the East, what is primarily important is what we as ourselves side with. We don’t need to please the West or please the East to please ourselves.”

The discussion later turned to Zimbabwe’s turbulent economic history, including land reform and long-standing Western sanctions.

“Our economy has faced challenges. Zimbabwe has been under sanctions for decades as a result of us claiming our land from the British and making ourselves independent,” Mnangagwa said. “We seized the land and gave it to our people. So sanctions were imposed on us. But in spite of all that constraint, we have developed… we feel very independent.”

Carlson questioned whether land seizures were racially motivated.

“Well, some of the land was seized from people who were born there. So I wonder if there’s a lesson about targeting people based on their skin colour, do you think.”

Mnangagwa pushed back.

“No, land did not belong to a race… when the colonialists took land from us, the time came when we asserted ourselves to take back our land. Those who wanted to have land on the same basis as the African people of Zimbabwe remained. But those who felt they were superior left.”

Zimbabwe’s economy collapsed in the early 2000s following land seizures, triggering hyperinflation, food shortages and a mass exodus of citizens to neighbouring countries. While structural challenges remain, recent data point to tentative stabilisation.

Inflation fell sharply to around 4.1 per cent in January 2026, returning to single-digit levels for the first time since the late 1990s, while GDP is estimated to have grown by about 6.6 per cent in 2025, supported by mining, agriculture and services. However, external debt, currency policy and investor confidence continue to weigh on the outlook.

Sunset Hospitality Group acquires majority stake in UAE’s Solutions Group

The acquisition is expected to drive operational synergies, enhance market reach, and accelerate geographic expansion for both groups in the global lifestyle hospitality sector

Gulf Business
Gulf Business

04 February, 2026

Sunset Hospitality Group acquires majority stake in UAE’s Solutions Group
Image: Supplied

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Sunset Hospitality Group (SHG), a multinational lifestyle hospitality company, has acquired a majority stake in Solutions Group, one of the UAE’s most awarded operators of nightlife, dining, and entertainment venues, as part of a strategy to accelerate global growth.

The acquisition brings 15 venues under SHG’s portfolio, including Asia Asia, Lock, Stock & Barrel, Ula, The 305, Wavehouse, Papas, Central, and En Fuego, adding to SHG’s existing 100 sites across 26 countries.

Solutions Group’s senior management will remain in place to oversee operations and maintain the group’s brand identity while leveraging SHG’s scale and international reach.

Solutions Group and Sunset Hospitality Group to enhance market reach

Antonio Gonzalez, chairman and group CEO of SHG, said, “Bringing Solutions Group into the SHG family reflects our commitment to investing in operators with proven creativity and international potential. Their portfolio attracts millions of guests each year and has a strong foundation for future expansion.”

Paul Evans, CEO and founder of Solutions Group, described the deal as “a supernova moment; a collision of stars that will fuel exponential growth, unlocking new global chapters for our much-loved homegrown brands, and elevating the careers and aspirations of our exceptional teams.”

Chris Spiliopoulos, chief development officer at SHG, added that the acquisition broadens SHG’s reach into new segments, adding award-winning concepts with strong customer appeal that complement the existing portfolio.

The deal aligns with SHG’s broader investment-led strategy, which focuses on partnering with high-performing operators with scalable concepts and strong brand equity.

It follows recent SHG milestones, including a strategic investment from Goldman Sachs in April 2025 and an investment in Maximal Concept Limited in August 2025.

Solutions Group, established in 2013, manages a diversified portfolio of restaurants, entertainment, retail, and wellness venues.

Its brands are recognised for approachable, experience-driven concepts and creative hospitality management.

The acquisition is expected to drive operational synergies, enhance market reach, and accelerate geographic expansion for both groups in the global lifestyle hospitality sector.

Why digital transformation in retail requires a modern data centre

As IoT devices proliferate in stores across the Middle East, retailers are turning to distributed, cloud-enabled data centre networks to manage rising data volumes, enhance security, and deliver personalised customer experiences

Jacob Chacko
Jacob Chacko

04 February, 2026

Why digital transformation in retail requires a modern data centre
Image: Supplied

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Walk into any retail store in the Middle East today, and you will probably notice one or more IoT devices such as handheld POS systems, electronic shelf labels, and modern security tools. However, what many of us don’t see is the amount of data being processed by retailers today on account of the digital transformation in recent years.

Thanks to initiatives and investments designed to establish an advanced digital economy, combined with a tech-savvy population, the Middle East, today, is a hub for innovation in retail. As the sector continues to prioritise omnichannel retailing, e-commerce, and personalised experiences, data centre infrastructure is becoming an increasingly vital component to managing data. For example, retail companies in the region are increasingly utilising IoT devices to measure real-time inventory tracking, customer traffic analysis and predictive maintenance. In fact, it is estimated that the UAE’s digital technology sector, including IoT, will grow by $3.8bn this year alone.

To enable these operations, data centres provide the backend infrastructure to collect, process, and analyse the monumental amounts of data generated by these devices. Consequently, an increasing amount of importance has been placed on modernising data centres for a more simplified and integrated approach to IT operations. No longer defined by physical facilities, data centres have become a core part of an infrastructure that needs to be resilient, flexible, and secure.

Shifting from a centralised to a distributed modern edge-to-cloud data centre network can benefit retail organisations and their customers while aligning with a few common industry priorities:

  1. Customer loyalty – The Middle East’s tech-savvy customers increasingly expect real-time information, personalisation, and seamless shopping experiences, whether they’re browsing, buying, or making a return. Having the right data is essential to obtaining a 360° view of the customer and their preferences. The first step in being able to derive these types of insights is having the right infrastructure in place to collect, store, and segment the data effectively, in a non-invasive manner.
  2. Securing sensitive data – As the digital transformation in retail continues, unfortunately, so do the threats of various types of cybersecurity threats. The 2024 UAE Retail Report revealed that both cyber attacks and data breaches had cost the sector a loss of approximately Dhs11m. Retailers need to ensure point-of-sale, scanners, IoT and other devices are secure in real-time with role-based policies across corporate, store and warehouse locations. Combined with artificial intelligence, retailers can take a more proactive approach and respond to potential incidents in real-time.
  3. Operational efficiency – With evolving IoT devices, increased security threats, and ever-changing customer expectations, retailers need to be able to respond quickly to risks at all levels. The risk of a system outage could jeopardise anything from supply to frontline workforce tools. The ability of retailers’ data centres to align with strategic innovation can help retailers seamlessly meet the operational demands of today’s digital era.

That’s where data centre network solutions can help retailers evolve from sprawling, costly legacy systems to a unified, more efficient data centre.

Distributed architecture

Retailers have enough to worry about with the industry landscape rapidly changing and more data than ever at their fingertips. Distributed architectures implement software-defined services that improve security posture, optimise network performance, and simplify network provisioning by distributing intelligence closer to workloads.

It’s becoming infinitely more difficult for retailers to secure data and see into blind spots as data grows and sprawls across on-prem and cloud footprints. With switches that provide built-in security capabilities, customers can apply policies consistently across both users and workloads. Dynamic segmentation reduces the risk exposure associated with east-west traffic patterns, which traditional approaches of physically separating network traffic cannot.

Unified orchestration

Innovations around cloud-based orchestration offer a single pane of glass for multi-site, multi-geography branch, campus and data centre network management. This benefits organisations with limited technical resources by not having to staff and fund dedicated on-site IT resources.

Moreover, overall end-to-end network and security policies can be vastly simplified with consistent global policies that span various locations and network fabrics, with fully stateful services that are delivered in-line, at scale, with wire-rate performance, and critical mission workloads are managed securely. Applying advanced intelligence to modernise data centre operations, retailers can overcome the challenges of inefficient, costly, and complex legacy systems by making the transition to a unified, intelligent, and automated data centre network.

Retail’s digital transformation is underway, and with it, the need to address ever-increasing data volumes that must be processed, secured, and analysed.

The right data centre solutions can give retailers full visibility and know with confidence that each application gets the right mix of network services and security.

The writer is the regional director – Middle East & Africa at HPE Networking.

Udrive partners with AGMC to add MINI vehicles to UAE fleet

Udrive currently operates a fleet of more than 2,000 vehicles across the UAE

Gulf Business
Gulf Business

04 February, 2026

Udrive partners with AGMC to add MINI vehicles to UAE fleet
Image: Supplied

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UAE-based car-sharing company Udrive has partnered with AGMC, the official importer of MINI vehicles in Dubai, Sharjah and the Northern Emirates, to introduce MINI cars into its shared mobility fleet, the companies said on Tuesday.

Under the agreement, Udrive will add up to 100 MINI vehicles to its platform, with an initial batch already available to users across the UAE. The rollout will include MINI Convertibles as well as other models designed for urban use.

The partnership marks MINI’s entry into the UAE’s car-sharing segment and reflects growing demand for flexible, short-term access to vehicles rather than private ownership, particularly in major cities.

Udrive allows customers to locate, book and unlock vehicles through its mobile app, offering rentals by the minute or by the day. The service includes fuel and parking, with no deposit required.

The platform‘s founder and chief executive, Hasib Khan, said the partnership would expand customer choice by offering access to premium vehicles on a flexible basis. AGMC MINI head Ziad Boghdady said the tie-up reflected changing mobility preferences in the UAE, where access and flexibility are increasingly prioritised.

Udrive recorded more than 554,000 trips in 2025

The MINI vehicles available on the platform will include Cooper S, John Cooper Works and Convertible variants, Udrive said.

Udrive currently operates a fleet of more than 2,000 vehicles across the UAE. The company has completed over three million rentals since launch.

In 2025, it recorded more than 554,000 trips and over 45 million kilometres driven, according to company data.

Car-sharing services are being promoted across the UAE as a way to improve vehicle utilisation, reduce traffic congestion and lower emissions by reducing reliance on private car ownership.

Younger travellers driving shift in airport retail, ACI study finds

Airport retail business is now driven by passenger mix and behaviour, not traffic volumes, the ACI report shows

Gulf Business
Gulf Business

04 February, 2026

Younger travellers driving shift in airport retail, ACI study finds
Image: Dubai Media Office/ For illustrative purposes

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Airport retail is undergoing a structural shift, with spending increasingly driven by younger travellers and passenger behaviour rather than overall traffic volumes, according to a new study by Airports Council International Asia-Pacific & Middle East (ACI APAC & MID).

The industry body, which represents more than 600 airports across 44 countries and territories, said its Travel Retail Study in the Post-Pandemic Era shows that although passenger traffic has recovered beyond 2019 levels, commercial performance now depends on who is travelling and how they spend.

The study, developed with consultancy firms Auran and Steer, covers 36 major airports in 21 countries and is based on input from retailers and passengers.

It found that 56 per cent of airports reported commercial revenues stronger than in 2019, while 44 per cent expect higher commercial revenue per passenger over the next 12 months.

Perfume and cosmetics were identified as the strongest-performing retail category since 2019.

Passenger demographics and price competitiveness were cited as the main factors influencing retail outcomes.

Generation Z, Millennials travellers are key buyers

Younger travellers, particularly Generation Z and Millennials, have overtaken older age groups as the biggest spenders at airports when measured against Baby Boomers. Generation Z and Millennials spend 3.5 times more than Generation X and Boomers.

Generation Z travellers are four times more likely than Boomers to buy electronics and 2.5 times more likely to purchase luxury products. Boomers are 2.5 times more likely than Generation Z to buy alcohol and 1.4 times more likely to buy confectionery.

The study found that Millennials and Generation Z are driving spending on luxury goods, perfumes and cosmetics, and show a stronger preference for local and culturally relevant products. This has increased demand for destination-linked purchases supported by local identity and storytelling.

Passenger behaviour is evolving

Stefano Baronci, director general of ACI Asia-Pacific & Middle East, said airports can no longer rely on passenger volumes alone to drive commercial growth.

“As passenger behaviour becomes more segmented, revenue outcomes depend increasingly on who travels, not simply how many travel,” Baronci said. He added that with high fixed costs and long investment cycles, non-aeronautical revenues such as travel retail and duty free play a growing role in financial resilience.

Regional data shows differing patterns between traffic recovery and passenger spending.

In Asia-Pacific, domestic traffic rose two per cent between January and October 2025 compared with 2019, while passenger spend increased 13 per cent. International passenger spend rose five per cent, even though traffic remained two per cent below pre-pandemic levels. Luxury goods sales increased nine per cent and local product sales rose seven per cent.

In the Middle East, domestic traffic increased 14 per cent over the same period, but passenger spend fell 17 per cent. International traffic rose 17 per cent, while passenger spend increased two per cent. Electronics spending climbed 14 per cent, supported by tax advantages and demand for airport-exclusive products.

Revealed: Here’s what travel will look like in 2026

Duty-free is a major revenue driver for travel retail

Duty-free retail continues to be a major revenue driver across both regions. In the Middle East, duty-free accounts for between 31 per cent of total retail sales in Saudi Arabia and Oman and 38 per cent in Qatar, with the UAE at 36 per cent.

Revenue dependence is higher still, at around 60 per cent in Saudi Arabia and Qatar, and more than 50 per cent across the UAE, Bahrain and Oman.

Middle East duty-free baskets are dominated by confectionery and perfumes, while airports in Asia-Pacific and Oceania see stronger demand for premium products and alcohol.

The highest-spending travellers originate from China, India, the UAE and Saudi Arabia. Chinese travellers lead the recovery in domestic and international spending, with luxury spend running at double the Asia-Pacific average.

Indian travellers are recording strong growth in international and duty-free spending, driven by brand aspiration and pricing advantages. Outbound travellers from the UAE and Saudi Arabia are among the top spenders globally, supported by high disposable incomes and a strong gifting culture.

Despite rising digital engagement, most airport retail purchases remain in-store.

Around 70 per cent of buying decisions are impulse-led, with digital interaction currently generating only two per cent of incremental sales.

Product choice accounts for 39 per cent of purchase motivation, while pricing and promotions account for 29 per cent. Experience influences 20 per cent of buying decisions, with ease of access and time efficiency ranking higher than store ambience.

While 65 per cent of Generation Z travellers say they are willing to pay more for sustainable products, only 20 per cent of airports currently view sustainability as a core driver of retail decisions.

Across Asia-Pacific and the Middle East, luxury goods and perfume and cosmetics are the top two retail categories by spend, followed by electronics. These three categories generate the highest margins for airports.

Beyond these, regional differences emerge, with local products performing strongly in Asia-Pacific and confectionery showing greater strength in the Middle East.

Top contributing product categories by spend

Asia-Pacific

1. Luxury goods
2. Perfume and cosmetics
3. Electronics
4. Local products
5. Alcohol
6. Confectionery
7. Tobacco
8. Books and magazines

Middle East

1. Luxury goods
2. Perfume and cosmetics
3. Electronics
4. Confectionery
5. Local products
6. Alcohol
7. Tobacco
8. Books and magazines

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