Issue link: https://maltatoday.uberflip.com/i/1546553
7 maltatoday | SUNDAY • 13 SEPTEMBER 2026 NEWS Expression of Interest For more info visit micas.art/get-involved or contact people@micas.art To assist in the MICAS Gift Shop, serve customers, sort merchandise and process sales transactions. micas.art Closing at noon on Sunday 27 September 2026 Administrator (Retail) short of employing people with disabilities Women are still underrepresented in leadership Most of the organisations exam- ined employed more men than women, while women were also underrepresented at leadership level and more heavily concen- trated in administrative positions. The research also showed that caregiving responsibilities contin- ued to contribute to women leav- ing the workforce, despite the free childcare scheme having helped increase female labour force par- ticipation. Some organisations were re- sponding through flexible working arrangements, with greater em- phasis on employee performance and outcomes rather than rigid working schedules. Foreign workforce creates new challenges The rapid expansion of Malta's economy has also transformed the country's workforce. By 2023, foreign-born workers accounted for 39.9% of the active workforce, according to figures cited in the study, including third-country nationals and workers from other EU countries. However, the researchers found that many companies had limit- ed formal strategies for manging increasingly ethnically diverse workplaces. Communication was one recur- ring challenge, with some compa- nies using pictorial instructions or providing language classes. The study also raised concerns around the risk of wage exploita- tion among subcontracted work- ers, particularly in workplaces heavily dependent on foreign la- bour. Maltese- vs foreign-owned companies The study found a distinction between Maltese-owned compa- nies and foreign-owned firms. Maltese-owned organisations were generally more likely to rely on personalised, people-centred approaches, with owners and sen- ior managers responding directly to employee concerns. Multinational companies, mean- while, were more likely to operate within structured DEI frame- works established by their inter- national headquarters. Local HR managers then had to adapt those global policies to Malta's particu- lar circumstances. The researchers argue that nei- ther approach automatically guar- antees inclusion. Instead, effective DEI depends on the ability of HR professionals and managers to translate formal policies into everyday practices. LGBTIQ+ support within companies The study found that some organisations, particularly for- eign-owned service-sector companies, had gone beyond basic legal requirements when it came to LGBTIQ+ inclu- sion. Measures included gen- der-neutral facilities, paid leave for gender-affirming medical appointment and more flexible uniforms policies. This contrasts with the find- ings on disability, where the researchers found that legal compliance remained a major obstacle for many of the organi- sations studied. Ticking a box or real change The researchers ultimately argued that companies need to move beyond a "check-the-box" approach to diversity and inclu- sion. Formal polices, certifications and compliance requirements can provide a starting point, but they do not automatically change workplace culture or re- move structural barriers. Sustainable inclusion, the study said, requires continuous learning, accountable leader- ship, transparent opportunities for progression and sufficient authority and resources for HR professionals to drive organisa- tional change. The study said that HR pro- fessionals should be viewed not simply as administrators imple- menting policies, but as archi- tects of inclusion who can help reshape recruitment, leadership development, workplace cul- ture and employee progression. For Malta's businesses, the dis- ability quota finding provides a particularly stark example of the challenge: having a legal requirement to employ people with disabilities is one thing; however, creating workplaces where people with disabilities can actually enter, remain and progress in employment is an- other. multinational groups, all employing more than 400 people (fILE PHOTO) The study said that HR professionals should be viewed not simply as administrators implementing policies, but as architects of inclusion who can help reshape recruitment, leadership development, workplace culture and employee progression (File photo)