Issue link: https://maltatoday.uberflip.com/i/1005614
maltatoday | WEDNESDAY • 18 JULY 2018 12 BUSINESS Market Summary as at 17/07/2018 Equity Official List Session State ................................................................... Market Closed Trading Date .................................................................... 17 July 2018 Number of Trades ............................................................. 82 Turnover ......................................................................... €969,263.78 MSE TRX Index ................................................................. 8,669.459 (Change: 0.256%) Bank of Valletta plc ....................... 1.750 -0.57% Mapfre Middlesea plc .................... 1.900 0.00% FIMBank plc .................................. 0.540 0.00% MIDI plc ........................................ 0.480 -1.23% GlobalCapital plc ........................... 0.280 0.00% Plaza Centres plc ........................... 1.040 -2.80% GO plc ........................................... 3.440 0.00% RS2 Software plc ........................... 1.200 0.00% Grand Harbour Marina plc ............. 0.750 0.00% Simonds Farsons Cisk plc .............. 7.250 0.69% HSBC Bank Malta plc ..................... 1.835 -0.81% Tigné Mall plc................................ 0.950 0.00% International Hotel Investments plc 0.610 0.00% Pefaco International plc ................ 2.240 0.00% Lombard Bank Malta plc ................ 2.020 0.00% Santumas Shareholdings plc ......... 1.320 0.00% Malita Investments plc................... 0.850 0.00% Malta Properties Company plc ....... 0.492 0.00% Malta International Airport plc ....... 5.060 0.20% PG plc ........................................... 1.330 0.00% MaltaPost plc ................................ 1.650 0.00% Trident Estates plc ......................... 1.300 0.00% Medserv plc .................................. 1.150 0.00% Main Street Complex plc ................ 0.665 0.00% MSE Index Regular market closed –17/07/2018 Symbol Code Volume Traded Value Traded Trades High Price Low Price Open Price Close Price Change l BOV 7,030 12,302.50 5 1.750 1.750 1.750 1.750 0.000 s GCL 100 30.00 1 0.300 0.300 0.300 0.300 0.020 t HSB 5,191 9,499.53 2 1.830 1.830 1.830 1.830 -0.005 s IHI 847 520.91 1 0.615 0.615 0.615 0.615 0.005 s MDI 22,000 10,712.12 4 0.488 0.480 0.486 0.486 0.006 t MIA 38,550 194,873.55 6 5.100 5.050 5.100 5.050 -0.010 s MMS 5,026 9,999.40 3 1.990 1.900 1.900 1.990 0.090 t MPC 187,111 89,997.71 7 0.492 0.470 0.492 0.480 -0.012 l PG 3,900 5,187.00 1 1.330 1.330 1.330 1.330 0.000 l PZC 5,290 5,501.60 1 1.040 1.040 1.040 1.040 0.000 s SFC 5,508 40,070.90 2 7.300 7.250 7.250 7.300 0.050 t G21A 23,294 26,760.15 1 114.880 114.880 114.880 114.880 -0.060 t G22A 10,000 11,949.00 1 119.490 119.490 119.490 119.490 -0.080 t G28B 28,500 37,109.85 1 130.210 130.210 130.210 130.210 -0.140 t G29B 3,000 3,265.20 1 108.840 108.840 108.840 108.840 -0.160 t G30A 33,800 47,664.76 3 141.020 141.020 141.020 141.020 -0.150 t G33A 40,000 53,288.00 2 133.220 133.220 133.220 133.220 -0.320 t G34A 34,000 44,798.40 1 131.760 131.760 131.760 131.760 -0.050 t G40A 20,900 24,489.05 3 117.350 117.000 117.000 117.350 -0.100 s 6PM25 10,000 9,491.00 1 94.910 94.910 94.910 94.910 0.010 s BX27A 11,000 11,434.50 2 103.950 103.950 103.950 103.950 0.950 l CF26A 13,500 14,078.43 2 104.500 103.990 103.990 104.500 0.000 l EF27A 26,900 27,976.00 3 104.000 104.000 104.000 104.000 0.000 s GF21A 17,500 18,121.50 3 103.600 102.750 102.750 103.600 0.840 t GH27A 20,000 20,947.00 3 104.800 104.700 104.800 104.700 -0.110 l GP23A 4,000 4,100.00 1 102.500 102.500 102.500 102.500 0.000 l IB25A 36,000 38,556.00 4 107.100 107.100 107.100 107.100 0.000 t IH23A 1,700 1,810.50 1 106.500 106.500 106.500 106.500 -0.500 l IH26A 1,800 1,872.00 1 104.000 104.000 104.000 104.000 0.000 l MB19A 6,000 6,270.00 1 104.500 104.500 104.500 104.500 0.000 s MF24A 15,000 16,600.50 1 110.670 110.670 110.670 110.670 2.170 s MI22A 1,600 1,662.40 1 103.900 103.900 103.900 103.900 1.690 l MS26A 50,000 49,996.50 2 100.000 99.990 99.990 100.000 0.000 s PC26A 8,600 8,814.82 4 102.510 102.490 102.490 102.500 0.010 t PG22A 18,000 19,710.00 1 109.500 109.500 109.500 109.500 -0.010 s SF27A 25,000 26,500.00 1 106.000 106.000 106.000 106.000 0.950 l VH24A 48,000 49,368.00 2 102.850 102.850 102.850 102.850 0.000 s VR27A 13,500 13,935.00 2 103.500 103.000 103.000 103.500 0.500 Learning from start-ups: the good and the not so good INNOVATION has become the new buzzword in the world of financial services. Today, the quest for innovation has become increasingly important as adopt- ing a culture of innovation is of- ten identified with a trajectory of business growth, while failure to do so could lead to an organisa- tion lagging behind. But how do long-established companies en- sure that they fully embrace in- novation within every aspect of the organisation? It has become commonplace to look towards start-ups for inspi- ration. After all, start-ups have delivered some of the most novel and transformative products and services, capable of disrupting entire industries from transpor- tation to healthcare, retail and the media. However, simply rep- licating or mimicking the behav- iours and practices of start-ups would be ill-advised. This ap- proach, be it on a superficial lev- el or as a radical overhaul, does not take into account the crucial facts that start-ups often fail, an outcome no large established or- ganisation would ever wish for. Instead of trying to simulate the behaviour of their newer, smaller and therefore more nim- ble counterparts, established companies need to broaden their perspectives and model them- selves on the whole start-up eco- system that is specifically con- structed to thrive. Consisting of more than just start-ups alone, this ecosystem includes venture funds that provide the expertise, capital and governance; the uni- versities producing skilled peo- ple and emerging technologies; and other organisations, both small and large, that are willing to invest, partner and collabo- rate. As such, it will prove more use- ful to invest in the systemic con- ditions for innovation to flourish rather than attempt to convert to start-up-style operations. This could mean fostering the finan- cial processes that can help ef- ficiently identify and fund good investment opportunities on a small scale. It could also mean having a productive and open at- titude towards partnership and combining one's unique capabil- ities or intellectual property with others to achieve greater goals, akin to BT's Infinity Lab Pro- gramme. When an established business achieves this transfor- mation, desirable start-up-like behaviours, such as being more agile, efficient and outward-fo- cused, can eventually be devel- oped. Pouring maximum effort into emulating all elements of the start-up ecosystem will enable a company to nurture innovation opportunities without frantically chasing each new tech trend or new market. Above all, it will enable employees across the or- ganisation to generate innova- tive solutions spontaneously. By all means you can provide football tables, free food, run hackathons, and create a stimu- lating, fun culture – treating your employees well and creating an inspiring workplace is simply the right thing to do. But this on its own is simply not enough; in order to galvanise an authentic transformation it is essential to emulate all the elements of the start-up ecosystem, and not just the most obvious perks.