This year,  AX Group recognised Josef Sant with the Chairman’s Senior Management Award at the Annual AX Awards Ceremony, a recognition of nearly 14 years of dedication, leadership and contribution within the hospitality sector. From joining AX Hotels without formal commercial experience to leading the Group’s commercial and distribution strategy across a diverse hotel portfolio, Josef’s journey has been shaped by adaptability, mentorship and a strong belief in long-term growth. Looking back on his career so far, he shares the experiences, lessons and leadership moments that have shaped both his professional journey and his approach to helping drive the business forward.

1. When you joined AX Hotels, what did you see that made you think, “there’s something here worth committing to”?

I joined AX Hotels nearly 14 years ago, starting my career in the commercial function at Seashells Resort, now AX ODYCY. At the time, both the property and the business were very different to what they are today. I was coming from a five star international brand and stepping into a commercial role without formal experience in that area. Even so, AX Hotels chose to invest in me, giving me the opportunity to step into a new discipline – something that made a strong impression on me from the outset.

What truly confirmed that AX was a company worth committing to came very early on. I was keen to learn and had thrown myself fully into the role. One evening, at around 7pm, I received a call from the General Manager, Joseph Vella, asking me to join him in his office. We spent the next few hours discussing revenue management strategy, financial performance and cost structures in real depth.

It was the first of many such conversations.

Walking out of that meeting, I was left in no doubt about the kind of company AX was. Its leadership was willing to invest time, share knowledge and actively develop people. That culture of mentorship, openness and long term thinking was decisive for me. It showed me that this was an organisation where growth – both professional and organisational – was genuinely supported, and one I could see myself committing to for the long term.

2. What was your first thought when you were first promoted to Head of Commercial & Distribution Strategy?

At the time, the promotion felt like a natural progression. I had already been working closely on the strategic side of revenue management, and alongside the sales function, so stepping into a broader commercial and distribution role felt like the right next step.

What shifted quite significantly, however, was the weight of accountability. The responsibility for the consistent delivery of rooms and package revenue across the portfolio became more centralised, which naturally brought a much greater sense of ownership. That is not to say that the role is carried alone, on the contrary, I have always had, and continue to have, a very strong support structure around me, from director leadership through to a highly capable team.

That said, it is a role that can, at times, feel inherently solitary. There are moments where, by the nature of the position, you are the first to identify emerging risks, shifting market dynamics, or potential performance challenges. Managing that awareness, while ensuring that teams remain focused, motivated and aligned, particularly when navigating more uncertain periods, is one of the more demanding aspects of the role. It requires a careful balance between realism and optimism, and a consistent approach to calm, steady leadership.

3. Looking back, what early experiences at AX shaped the way you approach your role today?

One of the most defining was transitioning relatively early in my career into a cluster role. This was a significant inflection point, one that accelerated my development, broadened my perspective, and challenged both my thinking and adaptability. From a commercial perspective, the transition required a fundamental shift in mindset. I moved from managing a large, single-property operation, a 400-room, four-star resort, to overseeing a more diverse portfolio, including our Sliema city hotels, the Valletta boutique properties, and ultimately the broader hotel portfolio. Each operated within distinct market segments, diverse competitive sets, and commercial dynamics, demanding a far more nuanced and flexible approach.

However, equally, and perhaps more importantly, the complexity extended beyond the business itself. Navigating different management styles, team cultures and operational priorities introduced a new layer of complexity. It was during this period that I developed a much deeper understanding of stakeholder management – learning how to build strong working relationships, align diverse teams and navigate organisational dynamics more effectively.

Balancing these dynamics has not always been easy but that early exposure proved most valuable. It reinforced the importance of adaptability, perspective, and alignment, particularly when driving performance across a diverse portfolio and working with different hotel teams. That experience continues to shape how I approach the role today – maintaining clarity of direction while staying responsive to the needs of each individual asset.

4. Was there a particular moment in your career when you stopped feeling like you were simply doing the job and realised you were helping grow the business?

I do not believe there was a single defining moment that marked that shift. From the outset, I approached the role with the mindset that going to work was about more than simply fulfilling a function. In the early years, my focus was on consistently delivering not just results, but the best possible standard of results. There was also a strong personal drive to contribute and help towards positioning AX Hotels as a leading player in the market, and that mindset has remained a constant throughout my journey. Yes, as responsibilities evolved and the scope of the role expanded, the impact of decisions became increasingly tangible and measurable across the business.

5. Over the years, what have you learnt about what really drives growth in a group like AX – beyond the obvious answers?

Ultimately, the foundation for sustained growth across the Group lies in the alignment of vision, values, people, structure and strategy.

Over the years, I have come to realise that growth in a group such as AX is driven by far more than commercial and operational levers alone. At its core, it begins with a clear and consistent vision, supported by strong company values. These provide direction, set expectations, and ensure that decisions are made with a long-term perspective rather than short-term gain.

Equally important is the strength of the corporate structure and, more specifically, the people within it. Sustainable growth is ultimately delivered through aligned teams who understand their role within the wider organisation and work collaboratively towards common objectives. The quality of communication, trust, and accountability across teams is often what differentiates performance over time.

Strategy, of course, remains a critical component, but its effectiveness is dependent on how well it is understood, implemented, and continuously challenged. In my experience, growth is achieved when strategy is not treated as a static exercise, but as an evolving framework that adapts to market conditions while remaining anchored in the organisation’s broader vision.

6. This award recognises senior management, but awards are never earned in isolation. Who or what has been most important in your journey to this point?

It is very difficult to attribute this to any one individual, as this has been a journey rather than a singular moment. This award is certainly not a solo achievement; rather, it reflects a collective journey in which I have been fortunate to work alongside some of the most capable individuals and brilliant minds in the industry.

At a leadership level, I have had the privilege of being exposed to a highly complementary dynamic, from a visionary Chairman, Angelo Xuereb, who consistently challenges the organisation to think ahead, and a structured, highly analytical CEO, Michael Warrington. Simply having the opportunity to work in close proximity to that calibre of thinking and leadership has been invaluable.

On a more direct level, reporting to the Director of Hospitality, Claire Xuereb has been a defining influence on my development. It is a leadership relationship built on trust and constructive challenge. She has consistently pushed me to think beyond the immediate, to question assumptions, and step outside my comfort zones, all of which have played an important role in driving both my professional growth and a more strategic mindset.

Equally, the guidance of Senior General Managers Joseph Vella and Kevin Callus who have acted as mentors at different stages of my career, has been instrumental in shaping both my professional judgement and approach to leadership.

My phenomenal team has been central to this journey. I have learned and continue to learn a great deal from them on a daily basis, often more than they may realise, and their commitment, professionalism and ownership are a fundamental part of any success attributed to me.

Finally, the opportunity to work with a diverse range of clients and partners has also contributed significantly. Exposure to different perspectives, expectations and challenges has continuously broadened my outlook and strengthened my ability to adapt within an evolving commercial environment.

7. What is one of the biggest lessons you’ve learned in leadership and decision-making over the course of your career?

From a business perspective, there is significant value in taking a measured approach – analysing situations thoroughly, understanding the implications, and making considered, well weighted decisions. At the same time, there are instances where conviction is required, and stepping beyond analysed risk can unlock greater outcomes. Developing the judgement to know when to be patient and when to act decisively is something that only comes with experience.

On a broader level, I have also come to appreciate that progression within an organisation is exactly that, a progression. It requires time, consistency and patience. The concept of a “corporate ladder” exists for a reason, progression is achieved step by step, through consistency and experience. In today’s fast-paced environment, where expectations for rapid growth are increasingly common, understanding the value of patience within that journey becomes critical.

That balance between ambition and patience has been one of the most important lessons. Understanding that growth – both personal and organisational – is built over time has fundamentally shaped how I approach decisions today.

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Josef’s story is a testament to the culture of growth, trust and continuous development that defines AX Group. Through years of evolving responsibilities, strategic challenges and collaborative leadership, his journey highlights the value of patience, consistency and investing in people. As he continues to help shape the future of AX Hotels, his experience serves as both an inspiration and a reminder that long-term success is built through shared vision, strong relationships and a commitment to always moving forward. Congratulations to Josef on receiving the Chairman’s Senior Management Award, a well-deserved recognition of his dedication, leadership and contribution to the Group over the years.

 

A Career Defined by Accountability

Responsibility has shaped every stage of Josef Ciappara’s career, influencing how he approaches leadership, risk, and decision-making. Rather than being tied to a job title, it is a mindset that has remained constant across high-pressure environments and hospitality operations.

Now Health and Safety Manager at AX Hotels, Qawra, Josef Ciappara’s career spans early roles in law enforcement, overseas missions, and senior positions in hospitality. Across these environments, accountability and considered decision-making have remained central to how he works. As he puts it, “Responsibility is not a title, it’s a mindset that stays with you when others rely on your decisions.”

Learning from High-Pressure Environments

Josef reflects on how working in high-pressure environments shaped his approach to leadership and decision-making. Exposure to different countries and cultures emphasised the importance of preparation, situational awareness, and understanding context. These early experiences reinforced a strong sense of responsibility, lessons that continue to influence how he approaches both life and work today. Joining AX Group: A New Perspective

Joining AX Group offered Josef a fresh perspective and a broader organisational view. He encountered a culture that challenges established thinking and recognises that safety and sustainability are not barriers, but essential components of quality and long-term performance.

Leadership engagement played a crucial role in this journey. Visible support for health and safety initiatives helped build momentum, foster trust, and create a shared sense of responsibility across teams.

Embracing International Standards and Management Frameworks

A key turning point in Josef’s professional development came in 2020, when he was introduced to internationally recognised standards, management frameworks, and sustainability certifications, including ISO and GSTC. As his understanding deepened, he recognised their role in strengthening existing processes, improving consistency, and supporting long-term sustainability when applied with clear purpose.

Responsibility in a Live Hospitality Environment

Hospitality presents unique operational challenges. Teams work under constant pressure to balance service delivery, guest satisfaction, and safety, while managing

time and resources effectively. Josef explains that meaningful change happens through collaboration, patience, and active listening—particularly to those closest to the work.

The introduction of sustainability brought additional operational and safety considerations. While principles such as waste reduction and energy efficiency are easy to support in theory, their successful implementation requires careful planning, clear communication, and ongoing monitoring in a live environment.

Achieving GSTC Certification

One of Josef’s defining experiences at AX Hotels was achieving GSTC certification for a major hotel operation. Although many systems were already in place, the certification process helped identify gaps and opportunities for improvement. “A special thanks are due to the teams involved for their continued support throughout this certification process,” Josef notes.

The experience reinforced the value of structured systems tested under real operational conditions, strengthening governance, consistency, and organisational resilience.

In hospitality, operating effectively means working under constant scrutiny, where decisions have immediate impact on people, operations, and reputation. For Josef, maintaining high standards depends on clarity, consistency, and the confidence to make informed decisions in complex, fast-moving environments.

This approach continues to guide how he supports teams across the organisation, ensuring that expectations are clear and that responsibility is shared rather than assumed. It is this everyday application of standards, rather than recognition alone, that defines sustainable performance in hospitality.

 

Throughout 2025, AX Group teams across all divisions came together to support meaningful causes, strengthen community ties and give back where it matters most. From fundraising initiatives to hands-on volunteering, our people demonstrated a shared commitment to care, compassion and social responsibility.

Group-Wide Initiatives

Across AX Group, employees united behind several causes that reflect our core values: creativity, determination and integrity. During Pink October and Movember, teams raised donations in support of Europa Donna Malta, contributing to awareness and support for cancer-related initiatives.

Members of the HR team from across the Group also volunteered their time at the Soup Kitchen OFM Valletta, preparing and serving meals and assisting with cleaning duties to support individuals facing hardship.

In addition, AX Group employees collectively made a generous donation to Hospice Malta, helping support essential palliative care services and improve quality of life for patients and their families during difficult times.

AX Group Business Centre

The AX Group Business Centre led several impactful initiatives throughout the year. During Waste Reduction Week in November, employees organised a clothing drive, with donated items benefiting MSPCA. The team also contributed to the upkeep of the Island Sanctuary shelter in Marsaxlokk, helping the staff clean-up and organise the space in preparation for their annual fundraising bazaar.

In collaboration with Dar Merhba Bik, employees collected essential daily necessities to support women and children seeking refuge. Some team members also took part in the Caritas Charity Run 2025, showing their commitment through both action and participation.

AX Hotels Initiatives

At AX Hotels Qawra, the team partnered with the Qawra Church to prepare and serve warm meals for 100 people in need, creating a welcoming gathering centred on connection and community support.

The AX Hotels Sliema team spent a meaningful day at Wardija School, connecting with students, supporting their entrepreneurial projects and experiencing the school’s inclusive and inspiring learning environment.

Meanwhile, teams from AX Hotels Sliema and Valletta joined forces to collect donations for YMCA Malta, personally delivering the items and engaging directly with the organisation to support its important work.

A Shared Commitment

These initiatives reflect the collective effort and generosity of AX Group employees across all sectors. Together, we continue to build stronger communities through empathy, teamwork and purposeful action, making a positive impact beyond the workplace.

Hospitality is an industry shaped by people but the way it is experienced and practised often depends on the generation behind it. At AX Hotels Sliema this contrast comes to life through the voices of three students from France and the Netherlands, each exploring different departments during their internships and the reflections of Mr. Charles Abela, a veteran Restaurant Manager with over 50 years in the field. While their roles span housekeeping, kitchen, sales and food and beverage management their stories together reveal how values, expectations and approaches to hospitality have shifted yet how much remains timeless.

A Lifetime in Service

Mr. Charles Abela began his hospitality career in 1974 as a waiter. He joined AX The Victoria 23 years ago and despite officially retiring continues to serve as a part-time Restaurant Manager at Copperfield’s. In 2024 he received the Lifetime Award for Long Service with the AX Group adding to a long list of accolades. Twice named the overall MTA Star Award winner in the Food & Beverage category in 2009 (from 11,000 nominations) and 2015 (from 7,000) Charles has achieved over 40 individual guest mentions. Even today he tops the charts for guest recognition and social media mentions across both Sliema hotels.

For Charles hospitality has always been more than a job. “I didn’t have much secondary education, but I kept taking short courses. Meeting people became the key reason I stayed in tourism,” he recalls. Over the years he has seen the industry transform. “You really can’t compare the industry now to how it was when I started. Guests today are more demanding; there are more opportunities for workers and technology has transformed operations. But passion, communication and adaptability are still the foundations of good service.”

His career is full of colourful stories including befriending a guest who later introduced him to actor Bruce Willis and his family. That friendship led him to New York and continues to this day proof that in hospitality genuine connections can last a lifetime.

Fresh Eyes on Housekeeping

For Augustin Texier, a French student who recently completed his internship in the housekeeping department, hospitality is full of promise and discovery. Dreaming of one day opening his own restaurant or small hotel Augustin saw his placement as a chance to sharpen his skills and build confidence.

“My main responsibilities included verifying the cleanliness of rooms, assisting during evening services, organising the office upon stock arrivals and managing the distribution of linens,” he explains. But it was the independence he gained that made the biggest impact. “The most memorable moment of my internship was when I began conducting room inspections independently. The trust placed in me strengthened my professional confidence.”

He also discovered just how much precision and structure the industry demands. “Although my role was in housekeeping, I realised that discipline, organisation and attention to detail are essential in every department especially food and beverage. That confirmed my goal of pursuing a career in this field.” For Augustin the internship was a chance to roll up his sleeves and see hospitality from the inside out and he loved every minute.

Learning Through the Kitchen

Carlijn Berg, a Dutch student, spent six months in the kitchens at AX The Palace rotating between buffet service, pastry and the Talk of Town restaurant.
“I wanted to do my internship in a large hotel where I’d have more opportunities to learn,” she says. Her main duties included preparation work, cutting vegetables and assisting chefs during busy service. But her experience extended beyond food. “I learned not just about cooking but also about Malta, different cultures and even about myself.”

Her colleagues left the biggest impression. “On my last day they surprised me with a farewell cake. It made me feel truly appreciated and valued as an intern.” For Carlijn the combination of skill-building, cultural exchange and the fast-paced energy of a professional kitchen cemented her passion for culinary arts and gave her the confidence to push forward in her career.

Discovering Sales and Guest Relations

Flavie Lecomte also from France completed a three-month placement in Sales where she got a taste of the business side of hospitality. Her role focused on building guest relationships even before they set foot in the hotel.

“The mentorship I received helped me grow both professionally and personally,” she explains. “The friendships I made and the guidance I received were the most memorable part of my placement.”

Through her internship Flavie discovered the many moving pieces that come together to create a seamless guest experience, from reservations to event planning to guest communication. By the end of her placement, she was buzzing with ideas and inspired to carve out her own path in this fast-paced field.

The contrast between generations is striking. For today’s students internships are about exploration, learning and discovering what excites them most about the industry. They value cultural exchange, teamwork and hands-on experience. For Charles and his generation hospitality was a long-term commitment built on perseverance, resilience and self-driven learning at a time when formal training opportunities were limited.
The values may differ, curiosity, exploration and cultural exchange for the younger generation; discipline, perseverance, and a deep sense of duty for the older, but together they reflect how hospitality continues to evolve while staying rooted in people and service.

What unites both perspectives is the shared belief that hospitality is about more than a job, it is about creating connections, exceeding expectations, and finding pride in service. As the industry looks to the future, it is this balance of youthful ambition and seasoned experience that will continue to define its success.

Meet Andrew, Financial Controller at AX Hotels Qawra and winner of this year’s prestigious Chairman’s Award for Senior Management. With nearly 17 years at AX Group, Andrew’s journey has been one of steady growth, dedication and shared success. From his early days at the Suncrest Hotel to leading the financial operations of a diverse hospitality portfolio, Andrew has consistently shown what it means to lead with purpose and passion.

Andrew’s story with AX Group began when he was still dating his now wife, Christina – since then, they tied the knot, raised two children, welcomed two dogs into the family and built a life filled with milestones, many of which have been celebrated alongside his journey with AX Group.

He started as Assistant Financial Controller at the Suncrest Hotel, back when the scope was simpler and the operation was smaller. But as AX Group evolved, so did Andrew’s role. Today, he oversees the finances for AX Qawra Properties, which includes the flagship AX ODYCY Hotel, AX Sunny Coast, and a number of restaurants, bars and lidos. It’s a role that keeps him on his toes with a mix of reporting, budgeting, forecasting and supporting leadership with strategic insight.

For Andrew, one of the most fulfilling projects to date has been the pre-opening of AX ODYCY, a high-pressure period that demanded long hours, strong collaboration and a true team effort. He recalls the incredible energy and unity as colleagues stepped beyond their roles, working side by side to bring the project to life. “It wasn’t just about finishing the job,” he says, “it was about creating something meaningful together.”

Winning the Chairman’s Award this year was both humbling and uplifting, especially after also being nominated the previous year. But beyond the recognition, what means most to Andrew is being a trusted mentor to others. Helping colleagues grow, offering guidance and knowing he can make a difference in someone’s development, is what he finds most rewarding.

In his role, no two days are the same and that’s part of the appeal. From reviewing reports to aligning on budgets and managing tight deadlines during audit season, the pace is fast but fulfilling. He thrives on the challenge and values how his work contributes to the Group’s wider success.

Asked about AX Group’s culture, Andrew describes it as fast-paced and dynamic, but grounded in support and strong relationships. It’s a place where people from all walks of life work together with shared purpose, where growth is encouraged, and where there’s always time for a laugh, a lunch break chat, or a post-work drink.

His advice to anyone starting out in finance? Stay curious. Ask questions. Understand the story behind the numbers, not just the figures themselves. And above all, build relationships, because finance doesn’t operate in a vacuum, and neither should you.

Andrew’s journey is a testament to what’s possible with hard work, a supportive team and a mindset for growth. Looking to take the next step in your career? Explore open roles with AX Group at https://axcareersmalta.com/career/