While it has always placed a great deal of emphasis on the wellbeing of its team members, the Malta Business Registry has further ramped up its efforts in employee development over the last year. It is the culmination of a five-year strategy that places people at the heart of the organisation and its mission.

WhosWho.mt sat down with MBR's Chief Operations Officer (COO) and Deputy Registrar Annalise Zammit to explore how the MBR is looking at its own growth from the inside out.

“We are a people-centred organisation first. In the service economy, organisations are as strong as the expertise, experience, and wellbeing of their people. So, it comes naturally that when employees feel valued, equipped, and motivated, the organisation performs better,” Ms Zammit declares from the outset.

A key part of this transformation is the newly enacted Employee Development Scheme, which rests on two pillars. The first is the Employee Development Programme, which includes technical, legal, and soft skills training driven through regular surveys to understand where the greatest needs lie. The second is the Self-Development Scheme, through which employees are fully sponsored to pursue academic pathways such as diploma, degree, and master’s programmes.

“Continuous learning is central to the agency’s identity, particularly as the corporate landscape continues to develop at a fast pace. Partnerships with the University of Malta and professional bodies ensure that standards remain aligned with real world expectations, while all training, including internal sessions, is CPE accredited,” Ms Zammit notes. “This has contributed not only to better competence across teams but also to a deeper sense of pride, ownership and confidence.”

“Better tools, ongoing training, and meaningful support enable our workforce to deliver confidently while enjoying a healthier work–life balance. This commitment is not only set through clear KPIs, which are monitored both mid-year and annually, but they are also tied to a performance bonus that rewards team members for their dedication,” she explains, while adding that "a train-the-trainer model is in place to unleash a ripple effect of learning, enabling expertise to circulate organically across the organisation.”

Mental well-being is another strong pillar of the MBR’s approach, as it is seen as the nexus that all other initiatives revolve around and depend on.

“The organisation is proud to have more than 20 per cent of its workforce certified as mental health first aiders, earning the MBR the prestigious gold certification from MHFA. That means that one in every five employees, that is practically one person in each office or environment, is professionally trained and ready to understand when a colleague is going through a rough patch, feeling stretched-out or needs a helping hand. This has improved early intervention, reduced stigma across the board, and encouraged a more supportive environment,” Ms Zammit reveals, adding how the employees themselves embraced the initiative voluntarily, demonstrating genuine interest in strengthening a culture of care within the MBR.

However, support measures at the MBR are not limited to the office, extending well into family life. “Child-minding facilities are offered after school and during holiday periods including Christmas, Easter, and the summer break. Flexible hours, teleworking arrangements, and work-from-home solutions reinforce the MBR’s commitment towards a healthy work-life balance. Furthermore, a Leave Bank system is in place to allow employees to donate leave days to colleagues who may require them more. This further strengthens a sense of solidarity and a stronger bond between teams,” Ms Zammit adds.

The impact of these initiatives is already visible. With a workforce of around 150 employees across the MBR, the organisation has recorded more than 2,000 training hours in 2024 alone and over 20 employees are currently pursuing studies through the Self-Development Scheme. Also, it is a statement that the HR Quality Mark has been recertified for a further three years by the Foundation for Human Resources Development (FHRD), awarding marks of 85 per cent for overall employee talent, 89 per cent for efficiency and 95 per cent for relations, amongst other assessments. Quite the impressive report sheet for the MBR!

Leadership development has also been strengthened. Training is offered at every level within the organisation, including senior members of management, with targeted development according to role. Coaching, mentoring, and specialised leadership courses, including immersive weekend workshops, equip managers with the skills necessary to guide their teams through ongoing change.

“Team-building initiatives held annually as well as the work of the internal social committee, contribute to morale and a sense of shared purpose. Activities range from family-oriented events, to charity initiatives like the recent wildly successful Gameverse event, which saw employees engage in a popular board games tournament, a Lego exhibition and much more,” Ms Zammit concludes.