In the dynamic landscape of Maltese business and education, the conversation often revolves around economic growth, innovation, and internationalisation. Yet, for Jesmond Friggieri, Principal of the Malta Leadership Institute in Birkirkara, a crucial element is being overlooked: the preservation of the Maltese identity itself.

In an exclusive interview for WhosWho.mt, Mr Friggieri argues that for Malta to thrive sustainably in business, companies must actively foster a sense of cultural belonging among their diverse workforce, starting with the Maltese language. 

The institute, which has been established for seven years and offers courses from MQF Level three up to master's degrees in business, health, and education, finds itself at the intersection of local tradition and global exchange. This position has given Mr Friggieri a unique perspective on a growing challenge. 

“I think we are losing it a little bit,” he reflects, referring to the distinct Maltese identity that characterised generations growing up in the 70s, 80s, and 90s. “That Maltese identity that we grew up with… when there were few tourists and no influence of English television.” 

The core of the issue, Mr Friggieri proposes, is not merely linguistic but deeply cultural. While English proficiency is a significant asset, the over-reliance on it creates a false barrier to genuine integration. “Many tourists come to Malta with the assumption that they can manage by speaking only English. That is a false perception, because we are still dealing with 400,000 Maltese, who constitute the largest part of the population.” 

Drawing from his own experiences living abroad, he highlights the difference in approach. "Having lived in France for three years, I experienced how the French, without explicitly stating it, compel you to learn their language. To truly integrate and communicate, you have to adapt. I didn't speak a word of it when I arrived, but I had to learn – it simply wasn't an option." 

In Malta, however, the option exists, and it is often the path of least resistance. This, he argues, prevents the deep, intercultural understanding that comes from engaging with the native language and its associated customs. 

“It’s not only the language, but it’s also about how to deal with people. It's about how we interact – the intercultural relationships that are typically Maltese.” 

He finds parallels in other Mediterranean cultures, noting a shared sense of pride and character. “We are Mediterranean, and that brings a certain flexibility which you do not find in northern countries. But there is also this unconscious understanding that we need to keep our word. We are proud of what we do.” 

A sociological shift and the role of business 

Mr Friggieri attributes the erosion of this identity to a rapid sociological transformation. “Our society has changed as rapidly as the most industrialised countries – like France, the UK, or Germany – but in just 40 years. We did not have the time to solidify that sense of identity.” He believes that while the education system plays a role – describing it as a “hodgepodge of British and Maltese systems” that is “very weak” and lacks a clear identity – the responsibility now also lies with the private sector. 

He suggests the solution must be top-down, noting that “companies have a lot of influence on their employees.” “When you give people the option to speak in English, they will continue because it is easy. So, companies that adapt by making everything English – and I include myself in this – hold the key. We hold meetings in English. But why not Maltese? The reality is, with a mixed workforce, I often cannot.” 

He calls for companies to move beyond seeing Maltese language training as a peripheral benefit. “I think they need to support initiatives like this, to send people to Maltese language courses. Even if it is during work time, because that has a return on investment.” 

This investment pays dividends, he explains, by enabling employees to build genuine connections. "To properly serve Maltese-speaking clients, you need to operate in their language. It is about understanding the nuances of how the Maltese react and how people think here." 

Responding to an employer who might dismiss such initiatives, Mr Friggieri draws a crucial distinction about the purpose of training. “Training can be a waste of time if you send someone with the idea that a specific problem will be fixed. That is a waste of time.” Effective training, he argues, is about building a foundation. “You send people to training to build a base of knowledge, which can then be enhanced in the workplace. So training, especially corporate training, must always be accompanied by support in the workplace.” 

Bridging the gap between knowledge and practice 

This philosophy extends beyond language learning to a broader issue Mr Friggieri identifies in the modern workforce: the disconnect between theoretical knowledge and practical application. He sees this as a generational challenge affecting both local and international employees.  

“We often assume that knowledge alone enables application. But very few people can successfully apply what they have learned in theory.” 

He links this to parenting and educational approaches that have moved away from hands-on learning. “In the past, as children, we were expected to be hands-on and learn by doing. I think this comes partly from parenting. Today, children are not given the same opportunities for practical experience. This is evident with Generation Z.” This is not an issue exclusive to Malta, he notes. 

To address this, companies must create environments that encourage practical learning. “In a workplace, you need to set clear goals. If you do not set goals, people will feel lost; they are less likely to achieve and will not enhance what they have learned.” He criticises the wasted potential in some work placements, recounting stories where interns were giving jobs that are not either related to what they are studying or else menial that do not really give the opportunity to learn. Why not give them the opportunity to learn?

Ultimately, Mr Jesmond Friggieri’s argument is for a more holistic, integrated approach – both to cultural integration and professional development. For Malta to retain its unique character while growing as an international hub, a conscious effort is required. It begins with language but encompasses a wider cultural pride. 

“The aim,” he says of the Malta Leadership Institute’s Maltese language course for foreigners, “is not just to learn Maltese – to speak, write, or read it - but to speak it with the culture, with the idiomatic sense, with a feeling of pride.” It is about fostering a sense of contribution to a society larger than just a workplace. As he poignantly concludes, “We need to instill in the people who come to Malta to work the understanding that we are not just here for a job, but to contribute to a society.”  

For Mr Friggieri, the future of Maltese business depends not just on what we do, but on who we are, together.