Following the publication of its interim results which confirmed the solid growth across all of its core business verticals, IZIGROUP is looking at 2026 with renewed momentum and clear strategic intent. We met with Johann Schembri – Founder and CEO of IZIGROUP – to discuss the Group’s performance for the first half of the financial year, the drivers behind its sustained growth, and the opportunities emerging beyond the domestic market. He also outlines the Group’s imminent return to the capital markets with a new bond issue as it builds on the success of its debut bond listing in March 2022.

The Group has just reported very strong interim results for the period July to December 2025. How would you describe the performance?

We are extremely encouraged by the momentum we have built across the Group, and I am pleased to confirm that these interim results represent record performance across all our business verticals — the National Lottery, Dragonara Casino, and our iGaming operations.

Group turnover for the 6-month period reached €561 million, reflecting a 25% year-on-year increase, while Gross Gaming Revenue rose to €53.9 million, up 19% compared to the same period last year. Importantly, this strong top-line growth was complemented by disciplined cost management, enabling us to deliver record EBITDA of €18.1 million – a 35% year-on-year increase.

Profit before tax reached €6.9 million, representing growth of 156% over the prior year. This performance demonstrates the strength of our diversified operating model, the quality of execution across our teams, and the scalability of our platform as we continue to grow both locally and internationally.

What is driving these results and what does it say about the Group’s competitive positioning?

These results have exceeded our expectations and are fundamentally driven by the strength and resilience of our diversified operating model. Our land-based operations – including the National Lottery and Dragonara Casino – together with our growing iGaming presence, have each delivered solid contributions to overall performance.

This balanced portfolio enables us to optimise revenue streams across different channels and customer segments, while mitigating volatility. At the same time, disciplined cost management and operational efficiency have translated top-line growth into meaningful margin expansion.

Strategically, this performance reinforces our competitive positioning. It reflects strong brand equity, continuous product innovation, a growing, efficient and well- established distribution network, and an unwavering commitment to responsible gaming.

You mentioned in other interviews in 2025 that the Group is still pursuing a growth strategy. What else can you tell us about this forward- looking growth strategy?

IZIGROUP has been a strong catalyst for growing the land-based gaming market in Malta. Despite navigating through unprecedented disruption during the COVID-19 pandemic, we have emerged stronger and now reaping the benefits of a more resilient market that has surpassed the €124M mark.

While we are protagonists in our home market, our ambition is to translate this success internationally. Over the past few years, we have been methodically laying the groundwork for international growth. We have built a highly experienced leadership team, invested in scalable and compliant platforms, and strengthened our brands to ensure they are export ready.

Our multi-channel presence and expertise in lottery and land-based casinos position us well for taking on the challenges of operating in larger scale markets. We are entering this new phase with great optimism, supported by a strong financial performance and only after having developed a very robust process for the identification of opportunities stemming from B2B and concession-based projects, predominantly in the EU.

In 2022 the Group resorted to the capital markets to finance its growth prospects. What can you tell us about this, and what can you tell us about the current second listing?

IZI Finance plc, the financing arm of IZIGROUP made a successful debut bond listing in March 2022 raising €30 million in the process. That transaction marked an important milestone for the Group, providing the capital required to execute key strategic initiatives in our home market, particularly within the lottery vertical.

The success of that issuance demonstrated strong investor confidence in our business model, governance framework, and long-term strategy. The proceeds were deployed in line with our stated objectives, contributing to the solid performance and growth trajectory we are reporting today.

Building on this foundation, we have gone back to the capital markets again, with the intent to raise another €30 million via a 5.5% bond issue due in 2036. The proceeds will primarily support the next phase of our international expansion strategy with a tried and tested business model as we leverage our strong brands and operational acumen to scale our business and reduce the dependency on the local home market.

Investors may participate in this bond issue through their stockbroker of choice until 24th March. We view this issuance as a natural progression in our strategic roadmap – strengthening our funding base while providing investors with the opportunity to participate in the Group’s next phase of growth.

Finally, what’s your outlook for IZIGROUP going forward?

We view the future with confidence. The solid results we have delivered reinforce both the strength of our strategy and our ability to execute consistently across all our business verticals. We have built a comprehensive infrastructure capable of supporting the generation of turnover in excess of €1 Billion and Gross Gaming Revenues of over €100 million per year, respectively.

Looking ahead, our focus remains clear: we’ll continue to prioritise innovation, responsible gaming, and disciplined growth, expanding not just within Malta’s gaming ecosystem, but also into international markets where we see meaningful opportunities.

Our ambition is not growth for growth’s sake, but sustainable value creation underpinned by strong governance, operational expertise, and long-term strategic clarity.

The post From market leadership to international ambition first appeared on The Malta Business Weekly.

F-gases are substances or mixtures that contain fluorine and exert a greenhouse effect. The objective of the F-gas regulation is to reduce the quantities of F-gases placed on the market. Processes related to F-gases such as leak checks and decommissioning of equipment are regulated to limit the unnecessary release of F-gases into the atmosphere. The regulation also establishes the requirement of certification programmes for personnel involved in the handling of F-gases.

The Technical Regulations Division (TRD) within the Malta Competition and Consumer Affairs Authority (MCCAA) is the competent authority responsible for the implementation and enforcement of the F-Gas Regulation.

MCCAA would like to bring to the attention of any undertakings or economic operators who offer vehicle AC refilling of fluorinated greenhouse gases (F-gases), that in line with the applicable regulation above-mentioned, the handling of F-gases requires a valid card issued by the TRD within the MCCAA.

If you are an operator who handles F-gases in the automotive sector but aren’t in possession of valid F-gas card, kindly contact MCCAA to be guided accordingly.

Locally, MCAST offers a part-time 15-hour programme, however recognised courses from other EU member states are also accepted.

The F-gas card issued by MCCAA is a requirement by law for anyone handling F-gases. Undertakings who purchase F-gas can only do so upon presentation of the F-gas card. The quantity of F-gas purchased along with the TRE or TRC number shown on the card should be recorded at the point of sale for traceability purposes.

The operator should keep records for equipment that contains 5 tonnes of CO2 equivalent or more of fluorinated greenhouse gases listed in Annex I or 1 kilogram or more of fluorinated greenhouse gases listed in Section 1 of Annex II of Regulation 2024/573. The Regulation can be found by following here.

Hermetically sealed equipment shall not be checked for leaks provided that it is:

• correctly and clearly labelled as hermetically sealed equipment; and
• it contains less than 10 tonnes of CO2 equivalent of fluorinated greenhouse gases listed in Annex I or it contains less than 2 kilograms of fluorinated greenhouse gases listed in Section 1 of Annex II.

The records to be kept include:

1. The quantities and type of gas contained in the equipment and separately the quantity added during installation and/or maintenance and servicing.
2. In case of leak checks, records should be kept of the quantity of gas added if applicable and the date when the work was carried out. The quantity of gas recovered, and whether this was recycled or reclaimed should also be recorded.
3. In cases where the equipment was decommissioned, the measures taken to recover and dispose of gases should be recorded.

In all cases, the records should also include clear identification and F-gas card number of the undertaking who installed, serviced, maintained, recovered, checked for leaks or decommissioned an equipment.

These records should be kept for five years and must be made available to the competent authority upon request.

Should you have any queries please do not hesitate to contact MCCAA on 2395 2000 or send an email on: info.fgases@mccaa.org.mt

The post MCCAA guidelines on F-gas handling and certification requirements first appeared on The Malta Business Weekly.

A: The current legal framework dates back to 1982 and only minimal updates have been made since then. Over the years, Malta’s property landscape has evolved significantly and so have public expectations of transparency, accountability, and efficiency. Strengthening the legal foundation is essential to address new challenges such as fraud prevention, market complexities, and the enforcement of the rule of law. This reform brings Malta in line with good governance principles, ensuring that property rights are clear, secure, and enforceable in a modern context.

Q: How is the Agency itself evolving in response to these changes?

A: The reform goes beyond just the laws themselves. It is also about transforming the Land Registration Agency into a forward-looking institution. This entails investment in human resources, restructuring internal processes, and expanding capacity to meet rising demand. The goal is to make the Agency more agile, responsive, and equipped to serve both professionals and the public efficiently.

Q: What role does digital transformation play in the reform?

A: Digital transformation is a cornerstone of this reform. For instance, the introduction of digital signatures will greatly simplify how professionals—particularly notaries, lawyers, and architects—submit and manage documentation. It reduces delays, cuts down on paper-based processes, and adds an extra layer of security. The broader vision includes fully digitised workflows, real-time tracking, and data integration across systems.

Q: Are these elements—legal reform, organisational updates, and digital tools—being developed together?

A: They are the three pillars of our cohesive strategy. Reforming the legal framework provides the authority and clarity needed to modernise the Agency. In turn, a stronger agency is better positioned to implement digital tools effectively. This integrated approach ensures that reforms are not only legislative but also operational and technological. They create  a more robust, transparent, and future-proofed land registration system.

Q: How will the digital platform reform improve operations?
A: The new digital platform will replace legacy systems with an integrated and transparent solution that supports real-time updates, better data quality, and faster service delivery. It’s being designed with above-mentioned professionals in mind, ensuring compatibility and ease of use in day-to-day work.

Q: From a legal standpoint, what improvements will the reform bring?
A: We are introducing enhanced conflict resolution mechanisms, including clearer procedures for mediation in land disputes. These legal reforms aim to reduce litigation by resolving ownership issues early and more efficiently. It’s a shift towards preventive law and increased legal certainty. This new system strengthens the protection of the right to information, and, ultimately, to justice.

Q: How will the reform enhance the efficiency of land registration processes?

A: It introduces streamlined procedures that reduce administrative burdens and processing times. By digitising records and automating workflows the Agency aims to provide accessible and updated information to professionals benefiting whoever requires their service. 

Q: What training and support will be provided to professionals during the transition?

A: The Agency plans to offer comprehensive training sessions, workshops, and support materials to architects, notaries, lawyers and other stakeholders. This initiative ensures that professionals are well-equipped to navigate the new digital systems and processes.

The post Why land registration reform matters: A guide to Malta’s ongoing digital transformation first appeared on The Malta Business Weekly.

Epic CEO Pierre Etienne Cizeron, who accepted the award on behalf of the company, highlighted Epic’s relentless pursuit of innovation and excellence.

“We are not just building the fastest network in Malta; we are shaping the future of connectivity in the country. This award is a reflection of our long-term vision—one that places our customers at the centre of an ever-evolving digital experience,” said Cizeron.

Epic’s network success is underpinned by rigorous infrastructure upgrades and technological advancements. The Ookla Speedtest Award is based on comprehensive analysis of consumer-initiated tests taken via Speedtest® across all major operators in Malta. Epic’s Speed Score™ for Q3-Q4 2024 ranked the highest, reaffirming its position as the leader in mobile network performance.

Epic’s presence at MWC25 was more than an awards ceremony; it was an opportunity to showcase its roadmap for the future. The company is spearheading advancements in IoT, AI, and 5G integration, ensuring that Malta remains at the forefront of digital innovation. Epic is building a future-proof network that supports businesses, consumers, and the ever-growing demands of a digital-first economy.

By continuously pushing the boundaries of telecommunications, Epic is not just leading in speed—it is shaping Malta’s digital future, one award at a time.

Epic Communications Ltd is one of the largest telecommunication providers in Malta and Cyprus. It provides integrated mobile and fixed telephony, internet, television service, and specialised ICT Business solutions as well as services for the Maritime industry.

The company has invested €40 million to build the strongest mobile network with wider coverage, superfast speeds, and technology which is generations ahead; ensuring a quantum leap into Malta’s digital future to help businesses and consumers unlock their full potential. This is further complemented with the launch of Malta’s Fastest Fibre network with download speeds reaching 2000Mbps. At the beginning of 2025, and for the second consecutive year Epic was named Malta fastest mobile network by the Ookla® Speedtest Awards, global leaders in connectivity intelligence.

Epic is a member of a dynamic European telecoms’ family, which comprises telecom providers operating in France, Italy, Poland, Switzerland, Ireland, Monaco, and Cyprus. 

The post Epic Malta joins global telecom leaders in shaping the future of digital innovation at MWC 2025 first appeared on The Malta Business Weekly.

The inspection of 127 cosmetic products conducted by the Market Surveillance Directorate of the MCCAA found no banned chemicals of D4 and D5. The products inspected including a range of wash-off cosmetics, such as face gels, shower gels, shampoos, and conditioners. All the 127 cosmetics products inspected were found to be in conformity with EU regulations.

The MCCAA actively participates in pan-European surveillance projects to ensure that consumers in Malta and Gozo are offered safe products. In 2024, the Authority enrolled in 14 projects, including one in collaboration with the Environmental Health Directorate. These projects, financed by the European Union, involve testing a broad range of consumer products in specialised laboratories, from toys to electrical products to gas cylinders.

Moreover, following trends observed in other EU markets, the MCCAA launched a project to check for the presence of BMHCA, a controversial cosmetic preservative banned by the EU in 2023 due to potential endocrine disruption and skin sensitisation concerns. This project which involved scouring the local market for the presence of this ingredient, continued throughout 2024, with the MCCAA inspecting an additional 151 products specifically for this ingredient and none of these products were found to contain BMHCA.

In 2024, 5,642 checks were conducted by the MCCAA on cosmetics, chemical products, and detergents. These included physical inspections, digital checks conducted by the Digital Investigations Unit within the MCCAA, screening the local market for products reported as dangerous by other countries, checks at the border through collaboration with the Customs Department and follow-ups on complaints and reports received. This number does not include numerous other screening exercises of the local market conducted through coordinated inspections with other inspectorates in Malta.

These market surveillance initiatives underscore the MCCAA’s commitment to ensuring consumer safety and maintaining high standards for products available in Malta and Gozo.

Such efforts are all part of a broader strategy to enhance the welfare of consumers in Malta, as well as ensuring a level playing field amongst economic operators, aligned with the government’s manifesto measures. Through recent investments, the Authority can take a more proactive stance in both its participation in EU discussions on new regulations for chemicals and market surveillance.

The post No hazardous chemicals found in the sample of cosmetics checked by Maltese authorities first appeared on The Malta Business Weekly.

Epic continues to stand at the top of telecommunications in Malta, with Ookla®, a global leader in connectivity intelligence and network insights, naming Epic the Fastest Mobile Network in Malta for Q3–Q4 2024.

To determine this award, Ookla analysed consumer-initiated tests taken on Speedtest® using modern devices across all major operators in the country. The results of the analysis by Ookla confirm that Epic achieved the fastest overall mobile speeds in Malta during this period, and further highlight Epic’s commitment to providing consumers with an epic communication experience through innovative solutions, continuous evolution, and a dedication to excellence.

Epic CEO Pierre Etienne Cizeron said “We are immensely proud to be named the Fastest and Best Mobile Network in Malta by Ookla, a global authority in network performance analysis. These accolades confirm the technological excellence and quality of our networks and reinforce Epic’s position as a leader in telecommunications in Malta,” he stated.

“Our investments in Malta’s telecommunications infrastructure reflect our long-term strategic vision to support the country’s growth. We remain committed to upgrading and innovating to meet the evolving needs of our customers,” he continued. “These awards are a testament to the trust our customers place in us and the dedication of our incredible team, whose hard work and commitment have propelled Epic to the top once again.”

“After conducting an in-depth analysis of consumer-initiated tests taken with Speedtest, Epic has been named the Fastest and Best Mobile Network in Malta by Ookla’s Speedtest Awards,” said Stephen Bye, President and CEO of Ookla, a division of Ziff Davis. “This prestigious award is given to mobile network operators that demonstrate exceptional speed and performance in comparison to other major mobile networks in their market for Q3-Q4 2024. We are thrilled to acknowledge Epic for this achievement, which is the result of their unwavering focus on delivering a superior network experience to their customers.”

The Speedtest Awards for top providers in speed are determined using a Speed Score™ that incorporates a measure of each provider’s download and upload speed to rank network speed performance. Tests used to calculate the Speed Score exclusively come from “modern devices,” which are devices capable of connecting to the market’s fastest generally available technology. Epic’s Speed Score during the award period was 128.33.

With these prestigious awards, Epic reinforces its position as the leading telecommunications provider in Malta, continuing to set new benchmarks in network performance and customer experience and satisfaction.

The post Epic Malta awarded as country’s Fastest and Best Mobile Network by Ookla® first appeared on The Malta Business Weekly.

The Malta Business Weekly met with JOHANN SCHEMBRI, the Founder and Chief Executive Officer of IZI Group at the Quad Central, a few days after the Group announced its financial results for Fiscal Year (FY) 2024. IZI Group, a leading gaming operator, announced record results across all its businesses, including the National Lottery, the Dragonara Casino and iGaming.

The financial results attained in FY2024 are quite remarkable. What are the key elements leading to such remarkable growth?

These exceptional results are the outcome of the strategy adopted by the Group over a number of years which has always been deeply customer-centric, with a keen focus on closely monitoring local market trends to stay attuned to evolving market needs. Given our diverse customer base, it is crucial for us to remain vigilant and adaptable, making changes that truly add value. Our comprehensive digital adoption and strong degree of innovation have always been at the heart of our Group’s approach. The enhancements we’ve made and continue making to our product portfolio, coupled with our commitment to improving product accessibility, are two of the main drivers behind the success we achieved in FY2024.

What are in your view the most salient achievements of the Group in FY2024?

There is no doubt that the one word that epitomizes our year in review is GROWTH. From a financial perspective the Group has managed to attain Year-On-Year (Y-O-Y) growth across all its Key Performance Indicators (KPIs). We attained a total turnover of €569 million a notable Y-O-Y increase of 23%, while ensuring a very strong return to players as player winnings reached €481 million, an increase of 24% when compared to the same period last year. Our Gross Gaming Revenue (GGR) reached record levels of €86.5 million, exceeding our own projections and the forecasts we had shared with the Capital Markets, representing an increase of 25% over the previous year. This material growth in revenue was also complemented by a strong focus on cost optimisation and improved margins, leading to a record EBITDA for the year of €23.1 million, constituting a growth of 68.2% on the previous year.

The Group’s impressive growth must also be seen with the context of our ever-increasing and equally unprecedented commitment to Responsible Gaming and the rolling out of a robust Environmental, Social, and Governance (ESG) Strategy, focusing predominantly on ethical practices, environmental sustainability, social responsibility, and transparent governance, aligning the Group’s expansion with sustainable, responsible operations.

The Group has been operating the National Lottery of Malta for just over 2 years now, transforming the national lottery in the process. Can you highlight some lottery specific achievements that you are mostly proud of?

National Lottery plc constitutes a key subsidiary of the Group. Facts speak louder than words and the easiest way to depict the achievements of National Lottery plc would be to highlight the remarkable financial results, starting from a 23% increase in turnover, 34% increase in player winnings, and 30% increase in Gross Gaming Revenue (GGR). However, aside from the financial achievements, as the custodian of the national lottery of Malta we are also very pleased with some very important non-financial achievements. We are mostly proud that our efforts and commitment to security, integrity and responsible gaming practices have been recognised by the two (2) most important international lottery bodies, the World Lottery Association (WLA) and European Lotteries (EL), as National Lottery plc successfully achieved Responsible Gaming (RG) certification. Furthermore, we are pleased to announce that earlier this month, we were also awarded the prestigious ISO/IEC 27001:2022 certification, a globally recognized standard, highlighting the company’s and Group’s commitment to operational excellence and security, amongst other.

Finally, as you continue to lead this Group forward, can you highlight your aspirations for the coming years?

The Group has always managed to grow over the years by adopting what is essentially a strategy that focuses on the local gaming market. Over the years we have nurtured our intellectual property and gained considerable experience across a very diversified portfolio of gaming operations. Within the context of the local market, we will sustain the work undertaken thus far to widen and strengthen the reach of our distribution network thus making our offering more accessible in the marketplace. We are also very excited about the prospect of adding a pan European lottery to our current lottery product, enriching the lottery product portfolio in the process. We also have major plans for the Dragonara Casino, more specifically an expansion project through which we would be in a position to offer a more holistic and diversified casino experience.

The flawless transition of the National Lottery from the previous concessionaire, our extensive experience operating the Dragonara Casino, our experience in creating and nurturing the IZIBET brand that over a few years has become Malta’s favourite sports betting brand, and very recently the launch of the first Historical Horse Racing (HHR) installation outside the USA, gives us the right set of tools to think about future international expansion. Pursuing international business development opportunities is part of our broader growth strategy. To this end, we have been actively pursuing opportunities in other European jurisdictions as well as in Latin America. Our aim is to leverage our established relationships in the industry to replicate the local business models on lucrative international opportunities, while being grounded in our approach of doing business.

The post IZI Group reports record financial results, marking a year of exceptional growth first appeared on The Malta Business Weekly.

As the Director General of the Standards and Metrology Institute within the MCCAA, George Cutajar, outlined in his introductory address, the event was “not just a celebration of standards but a call to action; an opportunity for us to reflect on the role that standards play in addressing one of the most pressing challenges of our time: climate change”.

Standards, he affirmed, have a role in a unified global response to climate change. In the face of greenwashing – business claims to reduce emissions, adopt sustainable practices and minimise their carbon footprints – businesses undermine consumer trust and, more importantly, can slow down the collective global efforts to combat climate change.

This is why standards are essential because they “provide a common language and set of criteria for organisations to follow, ensuring that environmental claims are backed by measurable, transparent and verifiable actions”. Mr Cutajar went on to give several examples of standards by both the European (CEN) and international (ISO) bodies that seek to incorporate climate action and managing environmental responsibilities.

He then outlined some challenges, especially those faced by small and medium sized enterprises, including “a need for greater awareness and capacity building”, where the MCCAA plays an indispensable role. While “the climate challenge is vast, so too are the solutions. And standards are among the most powerful tools we have to ensure that those solutions are effective, scalable and consistent across borders,” he said.

Managing impacts

In her keynote message to the seminar, Zakiah Kassam, chairperson, ISO Environmental Management – Technical Committee ISO/TC 207, stressed that at the heart of all the ISO environmental management standards is managing impacts and enhancing quality of life.

In aligning action to a shared vision, Ms Kassam, whose committee is responsible for drawing up and refining the ISO 14001 standards, said soberly that she was not sure that everybody understands what climate trajectory the world is on. Another reason is that, in such a complex undertaking, it is difficult to understand where to begin.

“If you don’t know where to start, start with energy because the climate crisis is fundamentally an energy crisis where we have to get a grip on how much energy we’re consuming and the sources of energy that we’re using,” she said. She then dwelt on greenwashing and ended her intervention talking about net zero.

While carbon offsets are an intermediary solution, the ultimate goal has to be to get to net zero, with her technical committee currently in the process of turning the ISO Net Zero Guidelines into an international standard. She also pointed to ISO 14030 standards on green debt instruments as a programme out of the box for policymakers.

“In a world where development of new regulations can often take a period of years, ISO standards can accelerate that process by giving you something that is the basis of a programme that can quickly be enacted by legislation, or at least by policymakers, even without the legislative layer that needs to go on top of it,” Ms Kassam said.

Ensuring a level playing field

Malta’s Ambassador for Climate Action Prof. Simone Borg said that standards play a valuable, fundamental role in reaching set goals and to accelerate the process. “Standards are all about quality and the reason why we need standards is to ensure quality,” she said.

It is more a question of finding the right pathways applying standards that make sense for all types of states. She asked why it is taking so long for us to reach carbon neutrality. While EU member states have been prolific in leading the way in setting the harsh, ambitious goals, what they found they needed to comply to reach these goals is to ensure that the standards are there.

Standards are the link to achieving carbon neutrality through the decarbonisation process that we have to go through, which she said is a change in the economic model and the way we run our economies. The Cross Border Adjustment Mechanism is also very much linked to standards to ensure that products on the EU market are faithfully in line with reducing carbon emissions.

Products that do not comply with these standards are distorting competition with the result that there is no level playing field in the market. This has serious repercussions which EU governments are quite concerned about. “We need to ensure that what we place on the market is meeting the goals that we speak of and having the legislative framework to ensure that the products do meet these standards is the way to truly ensure that decarbonisation is achieved,” Prof. Borg said.

Standardisation: the facts

Prof. Borg then joined the first panel that discussed: Standards as a solution for a climate-resilient Malta. The other members of the panel were: Phyllis Farrugia, Head of Strategy – Project Green; Saviour Vassallo, Acting Team Leader – Climate Action Authority; Simon Farrugia, Senior Officer Environmental Permitting Unit – Environment Resources Authority; and Perit David Xuereb, Chairperson – Malta ESG Alliance.

Success stories

The theme of the second panel was: Use of climate change-oriented standards within the local perspective; success stories. The members of the panel were: Dr Marthese Portelli, CEO – Malta Chamber of Commerce; Ede Kossari Tarnik, Environmental & Energy Champion – ST Microelectronics (Malta) Ltd; Rachel Xuereb, Associate – ADI Associates; Antoine Gatt, Lecturer, Faculty of the Built Environment – University of Malta; and Mr Cutajar (MCCAA).

The seminar ended with questions from the audience.

The post Standards in the spotlight first appeared on The Malta Business Weekly.

Discover how Salvo Grima Group, a Maltese-owned international distributor and supply chain leader, future-proofed its ERP and CRM systems to meet the demands of its data-driven strategy.

From legacy systems to data-driven success: The story of Salvo Grima

Salvo Grima, a leading supply chain Group of Companies with a long history dating back to 1860, has embarked on a journey to become a data-driven organisation. Founded in Malta, the company has grown into a global powerhouse focused on supply chain services: distribution, international wholesale, ship supply and travel retail, reaching clients in over 50 countries and operating in strategic locations, particularly in the North, East and Central Africa and the Mediterranean.

With a multinational team of over 250 employees, all contributing to the Group’s long-term vision, Salvo Grima is committed to a respectful and proactive approach to business. Through partnerships with large multinationals and medium-sized companies representing leading global brands and value ranges in the Fast Moving Consumer Goods sector , the Group is poised for further growth and success.

Despite its impressive network, until recently, Salvo Grima faced the challenge that siloed systems, and manual processes hindered the use of valuable data to make informed decisions. The siloed systems created havoc in two ways:

•          The highly manual and error-prone processing made operations slow and expensive while hindering their ability to work efficiently and competitively with their international partner and competitors.

•          They were limiting their ability to access and utilise their data for day-to-day decision making.

The challenge of change: The desire for data-driven decisions

Salvo Grima Group embarked on a transformative journey with a clear vision: to become a data-driven organisation. In the fast-paced digital landscape, the ability to utilise data to make insightful decisions is critical. Salvo Grima Group set out to gain deep operational insights through advanced data analytics to optimise its services, increase customer satisfaction and secure a competitive advantage.

However, moving to a data-driven model presented the company with significant challenges, particularly in terms of system integration and associated costs. The changeover required an overhaul of systems, new integrations and increased costs and time. Salvo Grima needed a solution that combined efficiency with expertise to make this transition seamless and effective.

Salvo Grima underwent a rigorous evaluation process to find the ideal system to integrate their various data sources. The implemented solution: MuleSoft is an integration and automation software that enables organisations to connect applications, data and devices in on-premises and cloud-based environments. Having worked with iMovo Ltd. for more than ten years and their experience with MuleSoft implementations and integrations, Salvo Grima was convinced by the partner’s comprehensive product and service offering.

Seamless integration and tangible benefits

Within a few months of implementing MuleSoft, the Salvo Grima Group streamlined its processes, eliminated complex re-integrations and significantly reduced both time and costs. Now any software change could be managed with a simple URL customisation in MuleSoft, resulting in significant time and cost savings.

The benefits of data integration extended beyond the IT department. The entire organisation, from ERP to reporting and time and attendance systems, gained access to accurate and readily available data. This eliminated the need for time-consuming and error-prone manual data import. Thanks to the accurate data, Salvo Grima was able to make quick, data-driven decisions, increasing overall efficiency.

Competitive advantage through automation

MuleSoft Automation’s ability to increase productivity and solve business process complexity freed up valuable resources. Salvo Grima was now able to focus on strategic initiatives and growth opportunities instead of dwelling on mundane tasks. This newfound agility gave the company a significant competitive advantage and enabled it to remain at the forefront of its industry.

A testament to a successful partnership

The collaboration with iMovo has been extremely positive for Salvo Grima. Relying on iMovo’s expertise in implementing, customising and supporting the solution, Salvo Grima has been able to exploit the full potential of MuleSoft. MuleSoft’s outstanding features include a reduction in maintenance and costs and increase in team flexibility. Thanks to MuleSoft, organisations increase efficiency and productivity, reduce costs and shorten time-to-market by simplifying complex business processes.

“While all projects come with their challenges, iMovo consistently ensured the right solutions were implemented. The delivered system was not only scalable but also highly effective. The team’s work clearly demonstrates their strong technical and analytical capabilities.” said Etienne Borg, Head of Business Application & Data Analysis at Salvo Grima.

The power of embracing technology

Salvo Grima’s journey to becoming a data-driven organisation highlights the transformative power of technology. By utilising MuleSoft integrations, they have successfully overcome their challenges and are well on their way to achieving their strategic goals.

This success story underscores the transformative power of data-driven strategies. By working with iMovo and MuleSoft, Salvo Grima has not only overcome challenges, but also paved the way for future growth and innovation.

iMovo is a Salesforce Premier Implementation Partner and has acquired extensive experience working with organisations of different sizes and across various industries. This relationship has allowed iMovo to help companies like Salvo Grima Group increase their productivity, simplify their business processes, and provide the best possible customer experience. The entire team is committed to finding the perfect solution for the challenges each customer faces on their digital transformation journey. Contact iMovo at info@imovo.com to discover customised solutions for your business.

The post Transforming supply chain dynamics first appeared on The Malta Business Weekly.

The gambling and betting market is rapidly evolving, showcasing remarkable growth. According to data analysts, the sector is expected to see continued positive trends, with projections estimating that by 2027, the iGaming industry will generate $131.9 billion in revenue. “This growth is driven by advancements in technology and the increasing number of jurisdictions issuing licenses for legal casino and sportsbook operations,” explains a BetB2B expert, a leading software provider in the iGaming sector.

The iGaming industry is increasingly attracting new brands, and several factors contribute to its appeal. As noted by BetB2B, “The market is evolving positively, driven by various factors that highlight its attractiveness to companies.” Key indicators of this positive shift include:

1. Internet Penetration: With 64.4% of the global population using the internet, as reported by Statista, there has been a surge in traffic to gambling and betting websites, fueling industry growth.
2. Regulatory Changes: The legalization of iGaming in various regions has created a favorable environment for company expansion and the emergence of new brands in the industry.
3. iGaming and Esports: Technological improvements in software and graphics have significantly expanded the audience for iGaming. Esports, a booming segment of the video game industry, has attracted approximately 3 billion enthusiasts worldwide, with projections suggesting this number will rise to 3.5 billion by the end of 2024. This growing interest in Esports is contributing to the overall growth of iGaming.
4. Transaction Security: Modern payment systems offer high security, reducing concerns about gambling-related transactions and building trust between platforms and users.
5. Marketing Quality: Operators and marketing firms in the gambling and betting sector are developing sophisticated strategies to attract and retain audiences.
6. High-Quality Software: Platform providers are delivering advanced software solutions that cater to the needs of new brands, enhancing player experiences and expanding audiences.

Global iGaming Market Overview for 2023

Worldwide Revenue: The global iGaming revenue reached $81.08 billion in 2022 and is projected to grow to $88.65 billion by the end of 2023. By 2027, revenue is expected to hit $125 billion, with an average annual growth rate of 9.1%. Grand View Research forecasts that by 2030, profits will soar to approximately $583.69 billion.

Regional Insights

• North America: The U.S. iGaming market is anticipated to generate $25.22 billion by the end of 2023. With a compound annual growth rate (CAGR) of 12.7%, revenue is projected to reach $39.78 billion by 2027. Online betting alone is expected to contribute $9.95 billion, making the U.S. a leader in iGaming revenue for 2023. The average revenue per player in the U.S. market is estimated at $346.30, with the number of players expected to grow to 105 million by 2027. The U.S. accounts for 14.3% of the global iGaming market.
• Europe: Europe’s iGaming market generated $43.01 billion in 2023, with projections estimating growth to $53.58 billion by 2027. Casino revenue alone for 2023 is $19.20 billion, with an average income per player of $820. Europe is noted as the fastest-growing region in the iGaming market.
• Asia: The Asian iGaming market saw revenues of $10.4 billion in 2023, with an annual growth rate of 7.95%. By 2027, profits are expected to reach around $14.23 billion. Online betting revenue for 2023 is $6.74 billion, and the number of players is projected to be 41.81 million by the end of 2027.
• South America: South America’s iGaming revenue stood at $4.25 billion in 2023, with forecasts predicting an increase to $7.38 billion by 2027. The average income per player in the region is $526.50.
• Africa: In Africa, iGaming profits reached $1.62 billion, with an annual growth rate of 8.60% projected until 2027. Forecasts suggest profits will rise to $2.26 billion by 2027.

BetB2B: Starting an iGaming Website in 2024

The booming iGaming market presents exciting opportunities for new ventures in sports betting and casinos. “Launching an iGaming website requires a well-thought-out action plan, strategy, and a clear understanding of the final product,” advises BetB2B. The optimistic forecasts and robust statistics underscore the potential for significant profit in this expanding industry.

Before entering the active phase of launching an iGaming business, it’s crucial to address several priority tasks to set a strong foundation. Here’s a streamlined guide to ensure a successful start:

1. Licensing

Securing the appropriate license is a fundamental step in establishing a legal and reputable iGaming operation. Each jurisdiction has its own set of rules and requirements, including financial solvency and a commitment to responsible gaming practices.

Key Considerations for Licensing:

• Prestige of the Jurisdiction: Opt for a jurisdiction known for its robust regulatory environment.
• Licensing Requirements: Understand the specific criteria and compliance measures required.
• Cost and Duration: Evaluate the financial implications and the time frame for obtaining and maintaining the license.
• Tax Fees: Consider the tax obligations associated with the license.

2. Budgeting

A well-structured budget is essential for both the initial launch and ongoing operations.

Initial Costs:

• Licensing Fees: Costs associated with obtaining and maintaining your gaming license.
• Software: Investment in the necessary gaming software and technology.
• Website Development: Costs for designing and building the website.
• Branding and Marketing: Expenses related to creating your brand identity and promoting your business.
• Consulting Services: Professional fees for expert advice and guidance.

Operating Costs:

• Website Maintenance: Regular updates and technical support.
• Employee Salaries: Compensation for your team.
• Marketing Expenses: Ongoing efforts to attract and retain players.
• License Renewal: Fees for renewing your gaming license.

Additionally, set aside a contingency budget for unforeseen expenses.

3. Platform Selection

Choosing the right platform is crucial for your iGaming site’s functionality, user experience, and overall success.

Options Include:

• Custom Development: Building a platform in-house, which requires significant time, expertise, and investment.
• Ready-Made Solutions: Opting for a comprehensive, pre-built platform that offers advanced features and reliability.

Essential Features for a Successful Platform:

• Intuitive User Interface: Ensuring ease of navigation and usability.
• Mobile Optimization: Compatibility with various mobile devices.
• Payment Options: A wide range of secure payment methods.
• Security: Robust measures to protect user data and transactions.
• Technical Support: Reliable support to address any issues promptly.

“Modern iGaming platforms are continually evolving with innovations. A ready-made solution often benefits from the latest advancements and updates,” says BetB2B.

4. Understanding the Target Audience

To maximize success, it’s vital to understand and cater to your target audience.

Research Areas:

• Demographics and Preferences: Study the demographics, regional betting preferences, and player motivations.
• Regional Specifics: Adapt your platform to regional tastes, such as football in Europe, basketball in the U.S., and cricket in India.
• Competitor Analysis: Identify key market players, analyze their strengths and weaknesses, and use these insights to refine your strategy and differentiate your offering.
• Market Trends: Keep track of emerging niches and technological advancements. “Early adoption of new trends can give you a competitive edge and boost player interest,” notes BetB2B.

5. Online Presence

Maintaining an active online presence is crucial for engagement and growth.

Key Actions:

• Social Media Management: Regularly update and interact with your audience on social media platforms.
• Content Creation: Share engaging content, such as interesting facts, promotional announcements, and updates about your business.
• Building Trust: Effective communication and consistent updates can enhance trust and attract new players.

By addressing these core areas effectively, you can lay a solid foundation for a successful iGaming venture and position yourself well in the competitive market.

Material provided by BetB2B, a software provider for iGaming.

Author: Glen Martin

The post How much profit did iGaming companies make in 2023 – how to open a website? first appeared on The Malta Business Weekly.