Flexibility at work becomes the new balancing point for Malta's employers

New research presented at the Wellbeing at the Workplace National Conference reveals a labour market where flexibility has shifted from a discretionary benefit to a strategic response to persistent stress.

According to the findings, 68% of employees rate their overall wellbeing as good or very good. Yet 83% say they have experienced work-related health or wellbeing difficulties at some point in their careers.

The conference data, presented by Lawrence Zammit of misco, identified long working hours as a major pressure. 45% of employees work more than 40 hours a week, and 13% exceed 48 hours. Those working longer hours were more likely to report wellbeing difficulties, underscoring the link between time pressure and sustained stress.

Against this backdrop, the discussion moved from standalone wellbeing initiatives towards the structure of work itself. Flexibility, autonomy and hybrid models are now seen as central to meeting employee expectations and improving organisational performance.

Malta Employers Director General Kevin J Borg said that flexible work needs to be considered in the context of better mental and physical wellbeing. "It can contribute to lower burnout, greater control over schedules, improved work-life balance, higher job satisfaction and lower stress," he stated. Borg added that employers also gain through reduced absenteeism, stronger engagement, loyalty and increased productivity.

The Malta Employers survey collected advice from companies on regulating flexibility. The advice closely mirrors the association's own position: avoid regulation and allow direct negotiation between employer and employee. Companies also called for better support infrastructure for parents and carers rather than mandating arrangements.

Jackie Attard Montalto, Chief HR Officer at Atlas Insurance, stressed that HR approaches must be grounded in operational reality, with greater involvement of managers and stronger feedback loops. Malta Employers President Ivan Refalo added that leadership and communication are central to making flexible models effective, especially under resource constraints. He emphasised shared responsibility and the need for clarity in expectations, supported by appropriate training.

The event, themed 'Wellbeing at the Workplace – Turning Research Into Practical Action', covered physical and mental health, workload boundaries, leadership behaviour, mental health support, healthy lifestyles, financial wellbeing and diverse workforce needs. Industry leaders both local and foreign shared insights, reinforcing that wellbeing is no longer a peripheral feature but an integral part of workforce strategy.