Shortly after its spin off from Enemalta in 2014, Philip Borg was appointed as Enemed’s first Chief Officer (of operations).

The seasoned executive had spent his entire professional life previously at Enemed’s predecessor, the Enemalta Petroleum Division, meaning that when it came to the daunting task of leading operations at such an essential company to the Maltese islands, he was as ready as one could be.

He is a mechanical engineer by profession, and joined Enemalta Corporation immediately after graduating, working in the maintenance section of the company’s Petroleum Division.

Sitting down with WhosWho.mt, he explains how he worked in this role for a few years, progressing more into the Operations side of things, as time, and the company’s rather lean middle management demanded.

Ing Borg reflects that he enjoyed this work, in part because it allowed him the chance to work shoulder to shoulder with colleagues from across the world.

The work itself, he says, had to be carried out at a high level, and was subject to audits and verifications, due to the fact that if done badly, it could be dangerous.

This too, he liked, he adds, because it made the work feel prestigious: “Striving to meet high standards and demands actually brings me a lot of satisfaction,” he explains.

Turning back to the progression of his career, Ing Borg recounts that starting as a maintenance engineer, he was responsible for maintaining a number of pipelines, fuel pumps, injection equipment, injection tanks and storage tanks.

In this role, which he filled from 1986 to 1993, he was also responsible for supervising the construction of a 10,000 cubic meters vertical fixed roof above ground tank for the storage of Jet fuel (the first tank to be constructed at Birzebbuga after 30 years, and also the last one) and the design and construction of a four lane truck loading facility, amongst other tasks.

These two projects marked a significant improvement in fuel quality control and fuel distribution efficiency.

In 1993 he was appointed Assistant Head of operations, placing him in charge of the distribution of fuels and the receipt of fuels from ships.

He was then able to take up a management position in 2001, becoming the Manager of Enemalta’s Petroleum Division.

Here, among his key points, he was responsible for planning fuel imports into Malta, and writing tender documents for the purchase of fuels on which bids were submitted.

“Every purchase is made through a tender,” he explains.

“A committee decides which bid is successful, but I am responsible for writing the tenders, scheduling the shipments, and actually am also on the procurement committee. It was, and still is quite demanding,” he smiles.

Philip Borg/ Photo by Inigo Taylor

The stakes are high. If Enemed misses one shipment, then a fuel-less country could roll to a halt, he explains, breaking down some of the particular challenges he and his colleagues face.

“You can’t just stockpile it, because you don’t have the space, and its big money, effecting the cashflow of the entire company,” he says. “Therefore, it has to be timed with the utmost precision.

These difficulties, however, make successful operations that much more rewarding, as, in the words of Ing Borg: "The larger the challenge, the greater the satisfaction."

Enemalta Petroleum Division was split into its own entity in 2014, and Ing Borg was appointed as the new entity’s COO in 2016, in the first executive position issued by Enemed.

Since then, he has overseen a dramatic period of transition for the company, which with its newfound independence was able to make larger investments than it had previously.

This is evidenced in the company’s embarking on two ambitious and broad projects in 2018 – the renovation of its airport facilities and the relocation of its operational hub to Has-Saptan.

Ing Borg formed part of the design team of these projects, being responsible for the design of the process flow. His long experience in this field ascertained an efficient and flexible operation of the resulting plant.

Prime Minister Robert Abela at the inauguration of the upgraded airport facilities last year. DOI/ Reuben Piscopo

The latter of these projects is particularly daunting in scope. Upon its completion in the coming weeks, the facility will have a 6,600 square metre surface area with a number of certified fuel storage tanks buried slightly underground.

Additionally, there will be a road-tanker filling station consisting of six loading lanes with three loading arms in each lane for different fuels.

After the years of hard work to develop the plants, the COO now looks forward to reaping the benefits.

“We can now work towards capitalising on the benefits of the new plants, which will give us lots of opportunities,” he says.

Aside from these plants, the company is now looking towards the shift into renewable energy sources. The target, Ing Borg explains, is to bring more renewable energies onto the market.

In the meantime, the company will continue to work to import the highest qualities of fuel for Maltese consumers, and he says with confidence that the quality of fuel available in the country is better than would be available to many on the European mainland.

Asked to provide his insights on leadership and forming a strong team, Ing Borg begins: “Be open, and be close to your subordinates.”

He is of the view that those in management positions should give attention to developing relationships with those on the proverbial ‘shop floor’.

“Be open to suggestions, and don’t stick to your own ideas. Collaborate, and you can learn and get experience from your subordinates,” he says.

When compiling ones’ team, Ing Borg emphasises the importance of attitude.

The skills, of course are a given, but sometimes candidates’ teamwork and attitudes make them more valuable than their colleagues who might have more raw ability, he says, adding that “as a team, you can achieve more when you have people with the right attitude.”