Beyond the Numbers
The Malta Tourism Awards – Celebrating a Journey of Transformation
April 10, 2026
Malta International Airport CEO Alan Borg shares
insights on growth, pressure and raising Malta’s
tourism standards.
Words by Ramona Depares.
On most days, Alan Borg’s office overlooks a runway that rarely pauses for breath. Aircraft taxi in and out in a choreography that now serves more than 10 million passengers a year. Two decades ago, that figure hovered around three million.
“The growth trajectory at MIA needs to be seen in a wider context,” the Malta International Airport (MIA) CEO says. “We are the gateway to Malta, but the story goes beyond the airport itself.”
Borg speaks in measured terms about trajectory and timing. The shift, he explains, came through a series of decisions that were taken early enough to shape the next decades. “For us, it was crucial to invest at the right time. The upgrades to the airfield and terminal were fundamental to handling higher volumes.”
Connectivity became the next lever. Identifying priority markets and choosing airline partners reshaped the route map. “We continuously assess which operators are the right fit for each market,” he says.
Seasonality, for long a constraint of island economies, demanded equal attention. “You cannot keep expanding July and August numbers indefinitely,” he says. “We recognised early on that winter and shoulder months were an opportunity.” Last year’s figures reflect that thinking, with 16 per cent growth in winter and 11 per cent in summer.
Malta’s tourism narrative has widened to reflect this wider strategy. “The focus is no longer just on the sun and the sea. Malta’s campaigns show a greater emphasis on culture and niche segments such as religious tourism and diving.”
Today, 34 airlines connect Malta to 111 destinations across 37 markets. For Borg, scale alone is not the target. “The objective is not to move from 10 million to 15 or 20 million passengers. It is to refine what works and generate more value per visitor.”
That said, the numbers arrived faster than anticipated. In 2019, 7.3 million passengers marked a high point. Soon after, COVID hit and the airport closed for four months, shortly after announcing the building of a new terminal. “During that period, we decided to go ahead with investments we had already started, such as the construction of Park East, and we used the downtime strategically.”
The rebound that followed surprised even seasoned observers. “Reaching 10 million passengers so quickly after COVID was not forecast. Recovery was sharper than expected,” Borg says, citing renewed appetite for travel and strong performance across the Southern Mediterranean.
Malta International Airport CEO Alan Borg
Growth on that scale carries daily intensity. At peak,
the airport handles up to 3,400 passengers an hour and
40,000 in a day. Winter now mirrors summer in pace,
but work on the ongoing investments does not flag. “The
airport doesn’t have an option to close for works and
reopen later. Logistics are continuous and passengers
cannot be disrupted.”
The multi-million investment programme unveiled last year reflects that reality. Some projects are already visible. The €5 million VIP terminal that opened in June, welcoming a segment that values privacy and discretion. “Demand has exceeded expectations,” Borg notes.
SkyParks 2 will introduce a four-star business hotel, office space and commercial areas by the end of 2027, strengthening the airport’s non-aviation arm. The eastward extension will expand the Schengen area, adding 2,300 square metres of circulation space and increasing check-in desks from 36 to 68, while introducing five new gates alongside a dedicated crew gate.
And for Borg, small details matter. “Maintaining a strong Maltese identity is key,” he says. Natural stone, Mediterranean textures and authentic local food and drink are woven into the design.
Security has evolved too, with C3 scanners allowing passengers to leave liquids and laptops inside their bags. A secondary runway stands ready, ahead of resurfacing works on the primary one.
“As Malta’s only airport, that responsibility is significant.” There’s also the sustainability angle, with a net zero target set for 2050.
The launch of direct flights between Malta and New York marks another milestone. Borg describes it as a shared responsibility. “If we want this route to grow, it must be commercially successful. As an industry, we collectively need to raise our standards.”
Quality sits at the centre of his thinking. Clear benchmarks across cleanliness, service consistency, food, and the overall visitor journey can lift standards sector-wide. Transparent measures, he suggests, encourage operators to aim higher and build reputations that endure.
The multi-million investment programme unveiled last year reflects that reality. Some projects are already visible. The €5 million VIP terminal that opened in June, welcoming a segment that values privacy and discretion. “Demand has exceeded expectations,” Borg notes.
SkyParks 2 will introduce a four-star business hotel, office space and commercial areas by the end of 2027, strengthening the airport’s non-aviation arm. The eastward extension will expand the Schengen area, adding 2,300 square metres of circulation space and increasing check-in desks from 36 to 68, while introducing five new gates alongside a dedicated crew gate.
And for Borg, small details matter. “Maintaining a strong Maltese identity is key,” he says. Natural stone, Mediterranean textures and authentic local food and drink are woven into the design.
Security has evolved too, with C3 scanners allowing passengers to leave liquids and laptops inside their bags. A secondary runway stands ready, ahead of resurfacing works on the primary one.
“As Malta’s only airport, that responsibility is significant.” There’s also the sustainability angle, with a net zero target set for 2050.
The launch of direct flights between Malta and New York marks another milestone. Borg describes it as a shared responsibility. “If we want this route to grow, it must be commercially successful. As an industry, we collectively need to raise our standards.”
Quality sits at the centre of his thinking. Clear benchmarks across cleanliness, service consistency, food, and the overall visitor journey can lift standards sector-wide. Transparent measures, he suggests, encourage operators to aim higher and build reputations that endure.
After nearly 20 years at MIA, Borg returns often to the
idea of authenticity. “We need to deliver authentic service
and take pride in our heritage.” Memorable experiences,
he believes, are what draw travellers back. Upgrading
existing accommodation and refining service culture form
part of that shift.
Investment in people underpins the infrastructure. Last year alone, the airport delivered 20,000 hours of training to personnel. “We want MIA to be a place where people grow,” he says, describing employees who have progressed from frontline roles to representing Malta abroad. Across the island, human resource pressures remain real, and attracting more locals into the sector strengthens both retention and authenticity.
The next five years, Borg suggests, will feel different from the last five. Growth is likely to steady. The focus turns to depth over volume, to raising standards and sharpening delivery. “Targeted action creates the ‘wow’ moments that define a destination.”
Asked about legacy, he pauses briefly. “Service excellence and continuous improvement are the two main elements for me.” The airport has undoubtedly evolved dramatically under his tenure.
“My goal is for each visit to reveal a degree of progress,” he concludes.
Click here to see Horeca Issue 23 online
Investment in people underpins the infrastructure. Last year alone, the airport delivered 20,000 hours of training to personnel. “We want MIA to be a place where people grow,” he says, describing employees who have progressed from frontline roles to representing Malta abroad. Across the island, human resource pressures remain real, and attracting more locals into the sector strengthens both retention and authenticity.
The next five years, Borg suggests, will feel different from the last five. Growth is likely to steady. The focus turns to depth over volume, to raising standards and sharpening delivery. “Targeted action creates the ‘wow’ moments that define a destination.”
Asked about legacy, he pauses briefly. “Service excellence and continuous improvement are the two main elements for me.” The airport has undoubtedly evolved dramatically under his tenure.
“My goal is for each visit to reveal a degree of progress,” he concludes.
Click here to see Horeca Issue 23 online
