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maltatoday | SUNDAY • 26 APRIL 2026 Malta Development Bank: From strategy to delivery By Leo Brincat, MDB Chairper- son From the outset, the Malta Development Bank (MDB) has worked to become what Mal- ta genuinely needs it to be: not a passive instrument of policy, but an active force for economic resilience, oppor- tunity and long-term growth. That progress has been shaped by the commitment, judgement and profession- alism of the people across the Bank who continue to strengthen its role and ex- pand its impact. The 2025 Annual Report, published this week, reflects how far the institution has come and the seriousness with which it is approaching the work that lies ahead. The figures tell a credible story. From inception to the end of 2025, MDB has facili- tated €688 million in total fi- nancing. Financial assistance grew by €27.6 million in 2025. The Bank recorded a record profit of €4.3 million while maintaining strong provision- ing levels. In February 2026, Government approved a €10 million increase in MDB's paid-up share capital, bring- ing the total to €90 million. Together, these results show that a national development bank, when properly struc- tured and purposefully led, can make a meaningful dif- ference to a small open econ- omy navigating a shifting global environment. That environment demands honesty. Geopolitical ten- sions, energy volatility, digital disruption and the urgency of climate transition are not distant considerations for Malta. They arrive quickly and are felt acutely. A small island economy with limited natural resources and deep exposure to global trade, energy mar- kets and investment senti- ment cannot afford to be pas- sive. It needs institutions built for the long term, capable of acting with speed and disci- pline when market conditions fall short. This is precisely why MDB exists, and why its con- tinued development matters to businesses, families and communities across Malta. We are no longer in the phase of defining direction. We are firmly in the phase of delivery, and the distinction matters. Defining direction requires vision. Delivery re- quires alignment of people, systems and capital, a cul- ture of accountability, and the willingness to be judged by outcome. In 2025, MDB demonstrated these qualities. The Bank has been evolv- ing into a strategic develop- ment platform that crowds in private capital, catalysing projects that would not hap- pen at scale without MDB's involvement and ensures that every euro deployed works harder for the country. The successful completion of the InvestEU Pillar Assessment marked a significant mile- stone, positioning MDB to apply directly for EU guaran- tees and strengthening its capacity to deliver long-term, risk-sharing finance. The issuance of European Investment Fund-backed in- struments, expected to un- lock €44 million in new lend- ing through partner banks, extended access to finance for SMEs and small mid-caps pursuing sustainability and creative sector projects, in- termediated across multi- ple commercial banks. The launch of StudentAssist, a nationally and EU-backed student finance scheme, ad- dressed a structural gap in long-term funding with direct implications for productiv- ity, skills development and income sustainability across Malta's workforce. Each of these initiatives re- flects a deliberate choice to broaden MDB's reach, deep- en its instruments and raise its ambitions. Success is no longer measured by volumes alone, but by quantifiable economic, social and envi- ronmental impact. This shift reflects a maturing institution that understands its role in Malta's long-term develop- ment trajectory. That trajectory is anchored in Malta Vision 2050 and given operational shape by MDB's 2026 to 2028 Business Plan, which focuses on pro- ductivity, innovation, skills, competitiveness, energy resilience and sustainable growth. These are not ab- stract priorities. They are the foundations of an economy that can withstand pressure, adapt to change and gener- ate opportunity across gener- ations. Delivering on them requires partnership. It requires com- mercial banks, EU institutions, government entities and the private sector to move together, because develop- ment is a shared endeavour. MDB's role is to be a driving force within that ecosystem, providing the patient capi- tal, risk-sharing capacity and institutional confidence that others cannot provide alone. Malta's resilience is not built once. It is built continuous- ly, through every financing decision, every partnership forged, and every project that moves from viable idea to lasting economic reality. MDB is committed to re- maining at the centre of that effort, because we cannot af- ford to wait for the next crisis to remind us why this institu- tion matters. Our relevance must be an- chored in delivery. And deliv- ery is exactly what we intend. The Malta Development Bank's 2025 Annual Report is available at www.mdb.org.mt THIS IS A PAID COLLABORATION "Defining direction requires vision. Delivery requires alignment of people, systems and capital, a culture of accountability, and the willingness to be judged by outcome. In 2025, MDB demonstrated these qualities."