'Our market is global and the challenge is to keep winning in this new game' | Robert Debono

In the beginning of October, db Group announced the appointment to key officer posts of the four children of Group founder and Chairman Silvio Debono. Business Today spoke to the Group’s new CEO, Robert Debono, about his priorities and concerns, as well as his vision for the coming years

“In today’s world diversification is the key to financial stability and long-term success. The future belongs to those who run to the horizon, not those who run on the spot.”
“In today’s world diversification is the key to financial stability and long-term success. The future belongs to those who run to the horizon, not those who run on the spot.”
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What is your priority as CEO of db Group?

Our priority is to continue building on the strong foundations laid down by my father who started this company from scratch. People first. We shall continue to invest in those who have been with us for years as well as in new blood. This is the road we’re taking to grow and diversify our market footprints. Simultaneously, I shall do my best to ensure as we grow we remain agile and quick on the draw in everything we do. I am also determined to give a strong push to our CSR and ESG efforts.

What do you bring to the role that you believe will help you going forward?

I am striving to introduce a fresh mindset, introducing innovative ways to keep excelling by bringing the right people together. Broadening our vision, we are exploring new opportunities, market sectors and niches, both locally and abroad. Above all, I shall be upholding our core principle of taking market risks but doing so prudently.

What does the db Group stand for today?

We strive to deliver excellence in everything we do, providing the best possible quality and giving value for money. The hospitality industry is changing at breakneck speed. Prospective clients today are seeking experiences and journeys rather than just going to a restaurant or spending a few days at a hotel. Our Group is working hard to remain at the cutting edge of these game-changing trends.

The group is involved in hotel management, operation of food and beverage outlets and other leisure activities, and related services. Do you see db Group expanding into other sectors?

What you mentioned is indeed our bread and butter. However, in today’s world diversification is the key to financial stability and long-term success. The future belongs to those who run to the horizon, not those who run on the spot.

By way of example, when the pandemic brought the entire tourism industry to its knees our the healthcare arm of the Group softened the blow. We also used the down time to put our hospitality operations ready to be off and running the moment the pandemic subsided and it worked.

In essence, not putting all the eggs in one basket is our way of ensuring financial stability and success. Having said this, expanding to different sectors locally is not the only way we are managing risk. We are also looking to invest abroad. Concretely, we are on a trajectory to turn db Hotels and Resorts as well as some of our upmarket restaurants like Aki and LOA into global brands.

How have COVID-19 and the Ukraine war (and the subsequent energy crisis) affected the Group?

The two back to back crises you mention negatively affected our business in different of ways. Pandemic driven closures and restrictions decreased our revenue, whilst the war in Ukraine increased our costs.

But even here, we tried to turn problems into opportunities. We used the pause to challenge every aspect of our business in order to maximise financial stability and success. We focused like never before on direct business rather than relying on traditional tour operators and online travel agencies. Also, practically overnight, our restaurants started to offer delivery and takeway services. In addition, we put all our cost structures under a microscope through menu engineering, alternate sourcing, energy efficient initiatives and other measures.

A recent MHRA study concluded that Malta needs an 80% increase in tourist arrivals in the next five years for existing and future hotels to be sustainable. Do you agree Malta should attract more tourists? Is our country ready?

I still need to delve more deeply into how the study arrived at these conclusions. In any case, these are mostly matters of national public policy. What we as private stakeholders are focused on are new projects which are in tune and synchronized with the preferences, demands and exigencies of today’s prospective hospitality sector client. In this context, it is rewarding to note that our hotels and restaurants are recovering from the pandemic faster than even we anticipated.

Where do you see db Group in five years? And in 10 years?

With technology, globalisation, low-cost travel and more frequent but shorter holidays, the hospitality sector is changing very rapidly. Today, national borders between countries exist only on maps. Otherwise, our market is global and the challenge is to keep winning in this new game. My aspiration is for us to start spreading our wings and fly towards this future with confidence as well as prudence.

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