Beyond the status quo: ElectroGas CEO Jorge Perez on Malta’s energy security and strategic investment

As CEO of ElectroGas, Jorge Perez carries the weight of our nation’s energy security on his shoulders. With a record-breaking investment budget approved for 2026, Jorge is steering the company towards a future defined by reliability and digital innovation. Amid global volatility, his focus remains steadfast: consolidating ElectroGas as a critical, dependable partner in Malta’s evolving energy landscape while championing a culture of safety and community engagement.

As strong winds sweep across the Maltese Islands on a winter afternoon, CEO Jorge Perez speaks from his office at ElectroGas. While the weather disrupts daily routines for many, essential services continue uninterrupted – a reality that underpins the responsibility carried by ElectroGas.

“Securing the energy and electricity we provide to the country is one of our biggest goals as a company,” Jorge begins, his tone reflecting the gravity of this responsibility. “We see ourselves as a reliable partner for Malta in terms of securing our supply of electricity.”

At the start of the year, ElectroGas finds itself in a strong position. Jorge notes that the company finished 2025 with “record availability”, a key performance indicator in an industry where downtime is simply not an option. However, the CEO is not one to rest on the laurels of past performance. His eyes are firmly fixed on the future, with 2026 being a year he describes as pivotal for the company’s infrastructure.

“Our budget for this year is one of the biggest for investment in our assets since the start of this project,” he says, pointing out that this investment looks beyond maintaining the status quo, forming part of a comprehensive strategy designed to future-proof Malta’s energy generation.

“We are not only investing in capital expenditure (CapEx) to enable our facility to produce the best electricity possible – clean, environmentally sustainable and reliable – but we are also investing in preventive, corrective and predictive maintenance,” Jorge explains, “to ensure that we will have secure electricity production in the years to come.”

This focus on security brings the conversation inevitably to the broader energy landscape. As Europe and the world grapple with the transition towards renewable energy, the role of gas has often been debated. For Jorge, the path forward is not about choosing one technology over another, but about finding the perfect equilibrium.

“In my view, energy mix is essential to securing power supply,” he asserts. “Obviously, renewables have a role to play and are needed. But other technologies should also be included. It is a mistake to rely on only one source of power production.”

Jorge positions liquefied natural gas (LNG) as a clean, high-capacity cornerstone of this mix. “LNG is one of the cleanest technologies that we can use to produce massive and reliable electricity,” he states. “In my opinion, these kinds of power plants are very efficient, very reliable and environmentally friendly.”

This pragmatic approach extends to the infrastructure itself, specifically the Floating Storage Unit (FSU) in Delimara. Amid geopolitical volatility in global energy markets, the strategic value of independent LNG import capability has come into sharp focus. When pressed on whether the FSU should now be viewed as a permanent strategic asset rather than a temporary measure, Jorge is unequivocal regarding its importance.

“LNG storage is essential, as are the rest of the assets,” he says. “It is an asset that, together with the rest of our facilities, secures the power supply. So certainly, it should be considered strategic.”

While the hardware – turbines, storage and pipelines – forms the backbone of ElectroGas, Jorge is acutely aware that the software, both literal and metaphorical, dictates success. “In this regard, 2026 will mark the beginning of a significant digital transformation for the company,” he shares.

“We are on this wave of artificial intelligence (AI),” Jorge notes with enthusiasm. “We have a plan for 2026 to develop and implement a digital innovation path that stretches over three years, and it all begins now.” This roadmap includes the implementation of drone supervision and AI integration, not only within the technical operations of the power plant but extending into administrative departments like finance.

However, the most sophisticated technology is redundant without a skilled workforce to manage it. In a tight labour market, talent attraction and retention remain a challenge. Jorge’s response to this is a leadership philosophy deeply rooted in culture rather than just compensation.

“The package is not the most important thing; it is more about what the culture is like,” he observes. “People leave mainly because the culture fit is wrong.”

To foster retention, Jorge relies on a ‘tone at the top’ methodology, prioritising health, safety, environment, and compliance. “We cannot force people; we need to inspire them to do the right thing,” he explains. “If we establish the right tone, people are going to feel that this is the goal of the company. They are going to take it as a personal goal to accomplish.”

This internal culture of excellence is paired with an external commitment to the community. Jorge is keen to shift the perception of ElectroGas from a mere utility provider to an integrated community partner. For instance, he highlights the company’s corporate social responsibility (CSR) initiatives, including support for the Red Cross, Inspire, Puttinu Cares, and assistance for Ukrainian refugees in Malta.

“We are committed to transparency, environmental responsibility and active collaboration with the community,” he emphasises. “This transparency is part of a broader environmental, social and governance (ESG) strategy where we go beyond our legal requirements to be recognised for excellence in governance and sustainability.”

Looking ahead to the financial priorities for the coming year, Jorge describes a focus on stability over aggressive expansion. “Consolidation,” he says firmly of his primary financial goal. “Our main objective is to be a reliable partner to society. Financial repercussions are a by-product of our good job. We are not focusing on growing, but on continuing to consolidate our excellent job and partnership with society.”

The message resonates as a vision of steadiness in a world of uncertainty. Whether it is through the exploration of future technologies or simply ensuring the lights stay on during a storm, the focus remains on reliability.

“Decisions have to be made by Government entities,” Jorge concludes, reflecting on the sector’s opportunities, “but I think Malta is on the right path to establish the energy mix that is needed – the interconnector, the high photovoltaic production and our plant in Delimara. We are supporting the energy mix, and I think we are on the right path.”

This article is part of the serialisation of 50 interviews featured in MaltaCEOs 2026 – the sister brand to MaltaCEOs.mt and an annual high-end publication bringing together some of the country’s most influential business leaders.