‘Integration takes time’: Welbee’s HR Head on managerial rotation

Welbee’s, one of Malta’s largest supermarket groups, has recently announced key managerial changes, with Daniel Mercieca, Marvin Abela, and Dorian Portelli stepping into new leadership roles across its network of stores.

In an interview with MaltaCEOs.mt, David Borg, Head of People at Welbee’s, explains how the company aims to strengthen operational alignment across all stores while reinforcing a culture of internal development, a move that also boosts team motivation.

“The moves show clear career growth for high performers, reinforcing Welbee’s culture of internal development, which will ultimately drive higher customer satisfaction and sustainable growth,” he continues.

This marks the first major managerial reshuffle since the 2021 merger that unified Tower, Valyou, Trolees, and Park Towers under the Welbee’s brand. With the integration now well established, Mr Borg explains the rationale behind this decision.

“By promoting proven leaders like Daniel, Marvin, and Dorian into new roles, Welbee’s ensures that their successful practices, leadership styles, and operational know how are shared across the group,” he says.

He continues: “With the integration now stable, we are ready to make bolder, more impactful moves like these changes to drive further growth.”

However, Mr Borg acknowledges that such transitions are not without their challenges. Change, he says, can sometimes cause uncertainty among teams or meet resistance to new ways of working.

“The main risks we’ve considered are resistance to new ways of working and the fact that each shop faces unique challenges – there’s no one-size-fits-all solution,” he says.

“To manage this, we’ll closely monitor the transition, provide hands on support to the new managers in their new roles, and ensure open communication to address any issues early and keep momentum positive.”

While this is the first rotation of its kind at this scale, Welbee’s has learned from past internal promotions that adaptation takes time and guidance.

“Past moves taught us that full integration into a new shop’s unique reality takes time and close support,” Mr Borg reflects.

“If any transition does not work, we’re ready to act quickly: reverse where needed, rethink the approach, and relaunch with adjustments, thus ensuring we learn, adapt, and keep improving,” he concludes.

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