Issue link: https://maltatoday.uberflip.com/i/1135882
27.06.19 11 listically. In 2016, Prime Minister Joseph Muscat announced during the United Nations' Ocean Conference that he wanted to tack- le the issue of plastic waste in Malta. From this, I took the cue and set out to discuss with e Coca-Cola Company about the possibility of having a bottle deposit sys- tem. While e Coca-Cola Company (TCCC) initially had their reservations about a deposit system in Malta, my team successfully presented a case and obtained TCCC's support. Subsequently, I drew up a deposit system for returning containers and we started discussion with the gov- ernment and stakeholders on the prospect of implementing it. During the initial stages, the govern- ment was considering issuing a tender and selecting a private operator to run the scheme. However, I worked hard to bring together practically all major stakeholders with the aim to drive the message that the scheme should be the beverage producers' responsibility. Furthermore, I also high- lighted that it was in the producers' inter- est to operate this system on a non-profit basis, to minimise the impact on consum- ers Discussions among stakeholders also in- cluded the major beverage producers and importers as well large retailers to ensure that any system put in place would not cre- ate a barrier to free movement of goods, having learnt my lessons from the events surrounding glass bottles and Malta's path to EU membership. We also brought in the GRTU, because it is also essential to work hand in hand with smaller retailers. To this extent, the various stakeholders proceeded to establish three associations, namely a beverage producers' association, a beverage importers' association and a beverage retailers' association. ese three associations will be the equal shareholders of the Beverage Container Refund System (BCRS) company, with the aim to be responsible for handling the de- posits once the scheme comes into effect. e company will be installing reverse vending machines, will be responsible for registering all bottles placed on the market and will ensure that any retailers selling the products are registered with the com- pany. It will then be up to the consumer to return the beverage containers – be they glass, cans or PET – by depositing them in one of the many reverse vending ma- chines which will be located around the island to get ones' deposit back. We have provided substantial feedback to Government during the Consultation period in respect to the relevant legisla- tion, which should soon be published. Last December we've signed a memoran- dum of understanding which will soon be turned into an agreement. Once the agreement comes to be, the scheme will start operating within 14 months. ere are currently around a dozen countries in the EU which operate such a scheme, but Malta will be the first country in which e Coca-Cola Company gave its full support. In fact, I am particularly proud that TCCC will likely apply Malta's approach as a best practice in other mar- kets. In 2018 e Coca-Cola Company an- nounced a bold, ambitious goal: to help collect and recycle a bottle or can for every one we sell by 2030. is will be done within its framework of the World Without Waste. Another initiative within this framework is to have primary pack- aging that contains at least 50% recycled material by 2030. We're also upgrading our machines to incorporate a certain el- ement of recycled PET within our bottles We will soon be launching a Zero Waste Initiative through funds acquired from e Coca-Cola Foundation where we will work to create the first zero waste campus and also a zero-waste city. There are several eateries at is- Suq tal-Belt, but these all face competition from the hundreds of other restaurants operating in Valletta. What does the Suq offer which the other restaurants don't? Different cuisines under one roof – that's what makes us unique. e market is in- deed crowded, but we offer a unique ven- ue where we give our clients the option of enjoying different types of food in a sin- gle venue. Is-Suq tal-Belt required a €16 million investment, and through it we've restored a bustling market in Merchants Street. We've brought life into Valletta, but I believe we must also be very considerate to the community within which we're op- erating, and we've organised various in- itiatives with a view towards integrating Valletta's community with our Suq estab- lishment, while also striving to cater for the local community's needs. There were reports last year that inspections by Jobsplus carried out at is-Suq tal-Belt found a number of workers at the food court's various outlets working who didn't have a valid work permit. Have better measures been put in place since then to ensure the outlets abide by the relevant employment rules? When the Suq was newly opened, we en- countered some elements of negative pub- licity, such as when it came to the placing of tables and chairs outside. Regarding the Jobsplus matter, in reality the numbers of workers without permits which were cit- ed related not only to the Suq, but to the whole of Merchants Street. And while we did have some people working at the Suq who weren't regularised, these were actually ITS students who were receiving training, and their paperwork wasn't 100% in place. Following the media reports, the Suq was not found to be in breach of the rules and no action was taken. We've moved on from there, and we're now more sensitive to the issue. Are there challenges when it comes to employing foreign workers? GSD employs around 14 nationalities, including South Africans, Venezuelans, Mexicans, Filipinos, Eritreans and vari- ous Europeans. In the catering industry, we have several Nepalese and Indian staff, amongst other nationalities. ese all represent different cultures, and it's im- portant to adapt to this variety through understanding the respective cultures and being inclusive. At the same time, we have to strive to retain the local touch in everything we do. Tourists who come to Malta still want to understand what Mal- tese culture is all about. I believe that this is the challenge of the moment. There has been significant discussion on a local level recently about the gender pay gap, and the relative lack of women in Malta who occupy decision-making positions. Do you feel there are obstacles in Malta for women who want to advance to senior positions in their professions? My opinion here might not be the typ- ical one. I have been heading GSD's op- eration for 21 years, and I started out at a time when it was very difficult for women to occupy such roles. e issue of gender equality is one which exists worldwide. Multinationals have been very conscious of this. At 28, I was Coca-Cola's only fe- male general manager. Today, however, the situation is different. e president of Coca-Cola's central and south east Europe arm is a woman, for instance, and the per- son driving Turkey's Coca-Cola business is female, as is the person managing the German sector. So, even in a company like Coca-Cola, when two decades ago I was the only woman, I would say that now, in Europe, there are more females occupying senior positions than male. On a more local level I tend to be against gender quotas. I believe that if a woman wants to make it, she has to prove her- self, just as any man has to prove himself. No position should be given to someone based solely on whether they are male or female. At the same time, a woman cannot ex- pect to argue that she will be as good at the job as a male counterpart but then go on to say she has problems with her hours of work. I think one needs to establish cer- tain priorities. In Malta, we now have eas- ily accessible support for working women, such as child care facilities. is said, I feel that, when it comes to my own office for instance, I am flexible in adapting to the family life of the women working around me. A woman might for instance need to leave work to pick her children up from school, but she could then tackle some- thing in the evening, when her children go to bed. I do acknowledge, however, that it is still more difficult for women, as societal ex- pectations still revolve somewhat around females carrying out certain roles, such as caring for children or elderly parents. is is where men need to pull their socks up. A lot of this, however, depends on the re- lationship a couple has, and no legislation will sort this out. ere still needs to be a change in mindset in this respect. Regarding gender pay gap, I've personal- ly never been distinguished against when it comes to the salary offered to me, nor have I ever distinguished by gender in the pay I offer to employees. What advice would you offer to young women who have aspirations of being successful and advancing in their careers? If you want to achieve something, do all you can to overcome all obstacles. Many times, obstacles are created in the mind. Try to not create excuses, and, if there is a genuine obstacle, be passionate enough to work through it. Be true to yourself and don't be some- one different from who you really are. Be proud of who you are and believe in your- self. If you do this, and add in an element of the right ambition, you will make it. Also keep in mind that being emotional isn't a bad thing. Women's emotions are sometimes used against them and being emotional in a woman isn't seen the same as in a man. But, with me, my employees know exactly where they stand and this is a good thing. When my staff come to me with a problem, I also expect that they suggest a possible solution. We can debate whether it's good or not and ultimately the buck stops with me, but I will let them make their own decisions as that is how one learns. INTERVIEW passion into anything I do'