Samuel Santos on why tourism must leave Malta stronger

The CEO of IBB Hotel Collection and Cugó Gran Collection discusses the people, places and operating decisions behind more valuable tourism in Malta.

Samuel Santos’s company helps staff get home after late shifts because public transport can make the journey difficult. For the Chief Executive Officer of IBB Hotel Collection and Cugó Gran Collection, it is a practical example of how the conditions beyond a hotel affect the people delivering its service.

In this MBJ 1:1 interview, he connects those operating pressures with the future of tourism in Malta. Historic buildings and local character give visitors reasons to come throughout the year. His priority is to develop that appeal while improving hospitality careers and the places residents and visitors share.

A reason to visit in every season

When we ask what attracts guests outside the busiest months, Santos starts with the history of the hotels themselves.

“In our view, a hotel must be appealing both in high season and out of season, this is what we aim for with our hotels – that they have a soul of their own, and, as far as possible, for the hotel itself to tell a story – as is the case with Cugó Gran Macina, which forms part of the defensive bastion of the Three Cities, the IBB Hotel Palazzo Bettina, a mansion with centuries of history where Malta’s first and, to this day, only cardinal was born, or Cugó Gran Vittoriosa, another palace with centuries of history closely linked to Malta’s maritime heritage.

“Our hotels form part of Malta’s history, and are well worth a visit in their own right, quite apart from our meticulous and personalised service and unique cuisine, but ultimately, that is what Malta is all about – so much more than just sun and beaches, Malta is history, culture, cuisine… and every time of year tends to be ideal for different activities, but strolling through Mdina, Valletta or the Three Cities in autumn or winter, exploring Malta’s churches or wandering through the fishing harbours is always a pleasure”

Individual character with a shared standard

Each property needs its own identity. Santos sees a shared standard of care as the link across different settings and markets.

“We define what each property stands for and what guests should be able to expect across the collection. Our hotels have different settings, architectural characteristics, and audiences, so their individual identities need room to develop.

“At IBB Hotel Collection and Cugó Gran Collection, the shared foundation is thoughtful service, attention to detail, and a meaningful relationship with the destination. Those principles should be recognisable even when the experience takes a different form.

“In Malta, Cugó Gran Macina and IBB Hotel Palazzo Bettina each have their own personality. Our role is to communicate those differences clearly and ensure that the experience matches the promise. Consistency comes from the quality of care, while each hotel’s character gives guests a reason to choose it.”

The operating choices behind a better stay

That standard depends on everyday operating decisions. Asked what improves guest satisfaction without simply adding expense, he returns to maintenance and people.

“Continuing to invest in keeping the hotels in perfect condition and in the staff, this ensures that almost all the hotel’s objectives are met, and, of course, if a hotel is well maintained and the staff are carefully selected and trained, this is key to customer satisfaction. These three criteria are also investments for the future, and not just an investment: they lead to significant cost savings, as keeping a hotel in good condition prevents long-term expenses, retaining talent avoids staff costs, and having repeat customers likewise reduces expenses.

“It seems straightforward and simple, but it isn’t, it requires a great deal of energy and dedication – something we strive to embody at IBB Hotel Collection and Cugó Gran Collection.”

Measuring what tourism brings to Malta

Our discussion of performance then turns to Malta itself, and what tourism success should mean beyond arrivals and occupancy.

“Malta is a country rich in culture, history and gastronomy, with enormous potential in many areas, and is improving in terms of quality across the board – from hotels and restaurants to infrastructure… That is why Malta must focus on quality rather than quantity, targeting an audience that understands, respects and values the cultural and historical heritage Malta has to offer, thereby attracting visitors who, as well as appreciating all of the above, spend more, thus avoiding the overexploitation of the resources of an island as magical as Malta.

“In summary, quality and visitor spending are more important than visitor numbers.”

Giving people a reason to stay

His emphasis on quality leads to the people delivering it. Attracting and retaining staff means addressing both working conditions and housing.

“The hospitality sector must once again attract talent and become a sector that inspires and motivates the younger generations to join our industry, which currently seems far from appealing. In general, we need to review pay conditions and work-life balance – something we know the younger generations value immensely.

“Furthermore, the issue of housing is becoming a major problem, as many workers wish to work in or even move to Malta, but accommodation is not only in short supply but is also often very expensive. Consequently, not only are many employees who might otherwise be interested in moving to Malta choosing not to do so, but many who currently live in or are from Malta are deciding to leave.”

Connecting the hotel with the wider destination

Those pressures also require coordination with public bodies. Santos points to his staff’s transport difficulties and Malta’s wider task of promoting its appeal.

“Whilst it is true that collaboration and communication with public institutions in Malta is easy and smooth, there are major challenges that both the private and public sectors must work on together.

“Some points have already been mentioned, such as continuing to work on improving the quality of visitors rather than focusing so much on quantity, and the issue of housing, but there are also major areas such as transport, which, although it has improved substantially in recent years, is something that requires further work.

“Many of our staff do not live in the three main cities, and for them, getting there by public transport is very difficult, therefore, as a company, we provide assistance to help them get home, particularly for those on late shifts, this is an issue that affects both sectors, for example.

“Progress has been made and a great deal of work is currently underway, but Malta is so much more than just sun and beaches, and this is something that needs to be promoted far more, with the focus on everything that makes Malta such a unique destination in the Mediterranean – and there is a great deal to it.”

Protecting the places people come to experience

Asked what Malta should prioritise in 2027, Santos connects the visitor experience with the capacity of individual places and residents’ quality of life.

“I believe all the previous questions address this one, but looking ahead to 2027, I would prioritise improving the experience Malta can offer throughout the year. That involves investing in people, looking after the destination’s heritage and public spaces, and ensuring that essential infrastructure meets the needs of both visitors and residents.

“There are compelling reasons to visit Malta beyond the summer season: its history, culture, cuisine and the character of its communities. Developing these opportunities requires reliable services, well-thought-out programmes and experiences that benefit local businesses.

“We should also assess growth in terms of the capacity of each specific location. A historic neighbourhood needs careful management if we want it to remain a place where people enjoy living and which they like to visit. Do not forget that what makes a destination unique is its character and its people, if we end up stripping this away… it becomes nothing more than a pretty backdrop, and that is not what today’s travellers are looking for, nor what destinations, countries or cities deserve.

“The aim should be for tourism to leave Malta stronger: with more robust businesses, better career opportunities, a well-preserved heritage and a quality of life that residents value. These outcomes will also make the destination more attractive to visitors.”