The Company announces that Ms Antoinette Caruana shall retire from the position of Company Secretary with effect from 31st January 2023. The Board of Directors would like to thank Ms Caruana for her loyalty and commitment during her years of service.
The Company further announces that Ms Nadine Magro has been appointed in her stead with effect from 1st February 2023.
In accordance with Capital Market Rule 5.20, the required details were disclosed to the public.
Principal activities performed outside the Company: N/A.
Directorships held in previous 5 years in other Issuers: N/A.
Furthermore, there are no other matters that require disclosure in terms of the Capital Markets Rules 5.20.5 to 5.20.9.
At a time of transition in the leadership of the HR function of Farsons Group, I am honoured to have been entrusted to take over the editorship of TEAM Magazine.
I cannot start this message without paying tribute to our outgoing Head of HR, Antoinette Caruana, who leaves behind a solid HR Department both with respect to her and the teams’ achievements over the years, as well as its actual composition. At the same time, on behalf of the Department and the Company I would like to welcome our new Head of HR, Joseph Camilleri, who, besides being an engineer, brings with him many years of experience in the HR field – both aspects that will surely serve him well in the years to come.
As we emerge from the challenges of the past few years, it is more important than ever to come together as a team and recommit ourselves to the values that have made Farsons such a successful and respected company. We are proud to be a company that values Success, Teamwork, Respect, Integrity, Dynamism and Excellence, and we know that our commitment to these values is what sets us apart from our competitors.
One of the most important ways we demonstrate our commitment to these values is through our annual Employee Engagement Workshops. These workshops provide an opportunity for us to come together as a team, share ideas and experiences, and reenergize ourselves for the challenges ahead.
This year, after the isolation and uncertainty of the Covid years, the in-person format of the workshops is more important
than ever. We know that nothing can replace the power of faceto-face interaction and the sense of community that comes from being together in the same room. That is why we are excited to be hosting these workshops in person, and we hope that every employee will take advantage of this opportunity to reconnect with colleagues and reignite the passion for our company’s mission and commitment to our shared vision. This year the workshops are even more special because they are being held at the fantastic venue that is The Brewhouse, a true embodiment of the vision of the Farsons Group and the values it espouses.
At these workshops, we are focusing on a range of topics that are essential to our success as a company and as individuals. We are learning about the latest developments in our company and industry, with an eye on future challenges and opportunities, whilst also taking time to celebrate our successes and reflect on the challenges we have overcome, recognizing the hard work and dedication of every member of the Farsons team.
Ultimately, these workshops are about more than just learning new skills or sharing information. They are about reaffirming our commitment to each other and to our shared values, and they are about building the kind of dynamic, innovative and inclusive company culture that will propel us to even greater success in the years to come.
We look forward to working together to create a brighter future for Farsons and for each and every one of our employees. Thank you for your dedication, your hard work, and your unwavering commitment to our values.
Together, we will continue to achieve great things.
BORD EDITORJALI
Rosette Thake, HR
Nicholas Curmi, HR
Erika Farrugia, HR
Ivan Pirotta, Operations
Karen Scicluna Calleja, Marketing
Daniel Mifsud, Quality
Il-magażin tal-impjegati ta’ Farsons
TEAM huwa ppubblikat tlett darbiet fis-sena. Il-maniġment mhux bilfors jaqbel mal-fehmiet ippubblikati f’dan il-magażin.
Kull korrispondenza għandha tiġi indirizzata lill-editur.
The Farsons Group TEAM The Brewery
Mdina Road, Mrieħel, BKR 3000
E: editorteam@farsons.com
WWW.FARSONS.COM
Qed naħdmu u ngħixu f’dinja mimlija b’ħafna inċertezzi, b’aktar kumplessitajiet, u li fiha l-kompetizzjoni qed tkompli toħolqilna aktar pressjoni. Hu f’dan l-ambjent kumpless li flimkien, fl-aħħar sena, issilitna biex inkabbru n-negozju tagħna. Minkejja l-isfidi, fittxejna l-opportunitajiet f’suq diffiċli u, bl-isforzi ta’ kulħadd, irnexxielna navvanzaw b’mod sinifikanti. Dawn ir-riżultati ksibniehom minkejja li l-pandemija biddlet dak kollu li konna mdorrijin nagħmlu sa ftit snin ilu.
L-għanijiet tan-negozju
għas-sena finanzjarja
l-ġdida li tintemm fil-31
ta’ Jannar 2024 huma mmirati fuq il-pjanijiet
tagħna li jien, wara diskussjonijiet li kelli mat-tim maniġerjali
għoli, ippreżentajt
lill-Bord tad-Diretturi
tagħna. Irridu naraw li nibqgħu reżiljenti flazzjonijiet li nagħmlu ħalli nwettqu dawn ilpjanijiet, u li nkunu iżjed impenjati għall-miri ESG tagħna, jiġifieri l-oqsma tal-Ambjent, Soċjali u ta’ Governanza, li t-tlieta li huma jirriflettu l-valuri stabbiliti tal-Grupp Farsons.
It-tħassib tagħna għal matul din is-sena finanzjarja ma jonqosx għax l-ispejjeż kulma jmur qed jibqgħu jisplodu, fil-katini talprovvista hemm ħafna inċertezza, il-gwerer qed jaffettwaw il-materja prima u jkomplu jħarbtu dak li konna mdorrijin bih, u hemm sfidi kbar fid-disponibbiltà tal-impjegati u ħafna instabbiltà madwarna. Qed nesperjenzaw ukoll
żviluppi teknoloġiċi kbar u mgħaġġla li jitolbu minna li nibqgħu aġġornati magħhom ħalli ma naqgħux lura. Quddiem dan kollu, il-Grupp Farsons jibqa’ impenjat li jwessa’ l-viżjoni tiegħu biex ikompli jkabbar innegozju u jinvesti fittimijiet tagħna u f’diversi proġetti madwar ilGrupp kollu.
Għalhekk, l-Għanijiet Korporattivi tal-Grupp Farsons għas-sena finanzjarja li tagħlaq fil-31 ta’ Jannar 2024 huma li jibqa’ ffukat biex jikseb ir-riżultati għal dak li investa għalih fl-aħħar snin. Din is-sena l-proċess talibbaġittjar ukoll kien ta’ sfida, u l-prestazzjoni tagħna jeħtieġ li nibqgħu nosservawha bir-reqqa matul issena. Se nagħmlu dak li hemm bżonn biex, waqt li s-sitwazzjoni tkompli tevolvi, inkomplu nieħdu ħsieb il-Grupp u l-impjegati tiegħu. Sadattant, flimkien se niffukaw biex:
1. Niżguraw li nikkontrollaw u nnaqqsu l-ispejjeż, u nsaħħu l-proċessi tagħna ħalli nagħmluhom aktar effiċjenti u effettivi biex niksbu l-livelli talprestazzjoni mixtieqa.
2. Nibqgħu nsaħħu l-fama u l-valur talmarka billi nkomplu nirsistu ħalli nkabbru l-preżenza tagħna fis-suq u nibqgħu nappellaw għallkonsumaturi filfergħat kollha li jopera fihom il-Grupp.
3. Naħdmu flimkien bħala tim wara l-viżjoni tal-Grupp, inkattru l-involviment tal-impjegati, u nżidu l-opportunitajiet li jiġuna bit-tkabbir taddiversità fit-timijiet tagħna.
4. Innaqqsu l-iskart u nimplimentaw il-miri ambjentali, soċjali, u ta’ governanza li nirrappurtaw ukoll fuqhom bħala parti mir-rapport annwali mhux finanzjarju tagħna.
Ħerqan għallorganizzazzjoni millġdid tas-Sessjonijiet ta’ Taħriġ għall-Involviment tal-Impjegati li fl-2020 kellna nieqfu milli nagħmluhom fiżikament wiċċ imb wiċċ u naqilbuhom virtwalment għal sentejn sħaħ. Inħeġġiġkom tagħmlu l-almu tagħkom u taħtfu din l-opportunità li joffru dawn is-sessjonijiet u taqsmu u tiddiskutu flimkien. Barra minn hekk, ninkoraġġikom tiftiehmu mat-tim maniġerjali tagħkom ħalli nkunu nistgħu nagħlqu l-proċess PEAK sa nofs Mejju 2023 u li ssiru midħla tal-HRIS li d-Dipartiment tar-Riżorsi Umani se jniedi fl-1el/2ni Kwart tas-Sena.
Flimkien nirsistu biex inkomplu nikbru bi profitt, biex nirrispettaw il-pjanijiet ESG tagħna u niksbuhom, u biex naħdmu f’ambjent sigur u li jagħtina sodisfazzjon. Nirringrazzjakom ilkoll tal-impenn u l-isforzi kollha tagħkom.
We continue to live and work in a world where uncertainty surrounds us, complexities have increased, and competition creates even more pressure. It is in this complex environment that together, over the past year, we have striven to grow our business despite the challenges, seeking opportunities in the tough marketplace. With everyone’s effort, we have managed to make notable headway. These results have been achieved despite the fact that the pandemic has transformed all that we were familiar with just a few years ago.
Our business objectives for the new financial year which ends on the 31st January 2024 are targeted towards focusing on the plans which I, following discussions with senior management, have presented to our Board of Directors. We need to ensure that we remain resilient in our actions to realize these plans and ever more committed to the ESG (Environment, Social and Governance) targets that reflect the long-standing values of the Farsons Group. We have concerns for this financial year, as costs continue to explode, supply chains remain uncertain, terrible wars create significant implications on raw materials and disrupt the familiar, the availability of employees remains challenging, and uncertainties abound. We also witness great technological advances that require us to
be part of this rapid change – or risk being left behind. In all of this, the Farsons Group remains committed to its vision to grow its business, investing in our teams and in various projects across the Group. Therefore, the Farsons Group Corporate Objectives for financial year ending 31st January 2024 remain focused on the achievement of budgeted results. This year the budgeting process has been another challenging one, and our performance throughout the year will need to remain carefully monitored. We will take all the necessary actions to safeguard the Group and its employees as the situation continues to evolve. In the meantime, together we will focus on:
1. Ensuring that we control and reduce our costs
and enhancing our processes so that we can make them more efficient and effective to achieve the desired performance levels.
2. Ongoingly further strengthen our brand equity by always striving to increase our market presence and consumer appeal in all segments that our Group operates in.
3. Working together as a team, aligned to the Group’s vision, enhancing engagement and optimizing the opportunities arising from the growing diversity of our teams.
4. Reducing waste and implementing our environmental, social and governance targets which we also report on as part of our non-financial annual report.
I look forward to the organization of physical Employee Engagement Workshops which we had to cut short in 2020 and which were held virtually during the past two years. I urge you to make the most of the opportunity to share and discuss information and possibilities during the workshops. Furthermore, I urge you all to liaise with your management to conclude the PEAK process across the Group by latest midMay 2023 and to take on board the HRIS which is being rolled out by the HR Department in Q1/2. Together, we look forward to continued profitable growth, to respecting and achieving our ESG plans, and to working in a safe and satisfying environment. I thank you all for your commitment and efforts.
In the 14 years I have spent at Farsons, I have seen big changes, a rapid transformation at the workplace and within the workforce. And the pace of change grows ever faster!
We have now many more generations at Farsons (some four generations) and colleagues of different ages working together, with different expectations, people from different backgrounds, people from different countries and cultures and colour, people with different abilities, people of various sizes, people of various gender orientation. So much diversity! Our workplace is a reflection of the society and communities we live in. The growing diversity brings a richness that should be respected, managed and optimized. Our diverse team members bring different points of view, different opinions, different experiences – all of which can contribute to an enhanced work environment, more innovation and so much more learning.
Of course this rarely happens naturally or automatically. Being open to diversity requires many of us to shed possible barriers, approaches and attitudes. It requires us to introduce policies and practices related to equality, diversity and inclusion, known as EDI, in the workplace as an essential aspect of good people management. To reap the benefits of EDI, we need to create working environments and cultures, where every individual can feel safe, experience a sense of belonging, and is empowered to achieve his or her full potential. Each of us has a role to play in making this happen. Many countries provide
legal protection for several characteristics, such as age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation. However, an effective management of our growing diversity should go beyond legal compliance. It should seek to take an approach which adds value to Farsons, contributes to the wellbeing and equality of outcomes, and impacts all employees. Together we need to be more aware and conscious of overcoming issues related to accent, age, caring responsibilities, colour, culture, visible and invisible disability, gender identity and expression, mental health, physical appearance, political opinion, pregnancy and maternity/ paternity and family status, as well as socio-economic circumstances – amongst other personal characteristics and experiences. This is no mean feat. Effective management and practices need to overcome many hurdles. However, more empathy, more understanding and putting ourselves in the shoes of others will help us to continue to move forward. Diversity recognizes that everyone is different in a variety of visible and non-visible ways, and that those differences are to be recognized, respected, valued, promoted and celebrated. Research has shown that diverse workforces are beneficial to
decision-making, innovation and problem solving as people bring with them a diverse range of backgrounds and experiences. However, it is important to note that just basic tolerance of differences and having a diverse workforce is NOT enough. People need to feel they belong, that they can make a difference, that they can contribute their ideas and viewpoints in a safe manner.
It is in this way that we can all achieve our full potential and make a difference to Farsons. This is what inclusion means. Farsons encourages us to include people in a way that is fair for all, values everyone’s differences, and enables each person to be themselves and achieve their full potential and thrive at work. This is also vital for the sustainability of businesses and economies. We all stand to benefit when we embrace and value the diversity of thoughts, ideas and ways of working that people from different backgrounds, experiences and identities bring to an organization. No group should be disadvantaged. Together we need to overcome prejudices and biases, and change entrenched negative attitudes that may exist. Being more aware and more respectful is a step in this direction.
Remember: Together Everyone Achieves More … TEAM @ Farsons.
Our Chairman, Mr Louis A Farrugia, was recently recognized as EY Entrepreneur of the Year 2023. This coveted award is, of course, welldeserved. It acknowledges the contribution our Chairman has made not only to the Farsons Group but also to the broader community and to our Islands over a span of more than 43 years.
Since taking the helm at the age of 28, he has implemented his vision for the Farsons Group, enabling it and all its employees to reap continued growth and success.
Together with professional and loyal colleagues, he has led the acquisition of the Pepsi franchise, the 7UP franchise and, later, Quintano Foods Ltd. Mr Farrugia has developed a master plan to rebuild operations, has promoted our much-loved local brands, has invested in the quick service franchises from 1992 onwards, and has developed the new logistics and the PET plant, the new Brewhouse and the Beer Packaging Plant and, more recently, the new Corporate Offices.
In the coming months we shall be inaugurating The Brewhouse and Trident Park. Mr Farrugia is recognized as one of Malta’s most prominent businesspersons. He is a fundamental believer in the importance of private enterprise as a driver for economic growth, and is recognized for promoting strong governance and ethical standards.
In his acceptance speech, Mr Farrugia thanked and acknowledged all employees, past and present, who have made this vision and growth of the Farsons Group possible, sharing our motto that “Together Everyone Achieves More”.
On the 23rd February 2023, the University of Malta together with Simonds Farsons Cisk plc have signed a collaborative agreement that will see the two working closer together through a number of faculties at University.
Present for the signing event held at the Redler Room, within The Brewhouse at the Central Business District, were the University Rector, Prof. Alfred J. Vella, Farsons Group Chairman, Mr Louis A. Farrugia, as well as other representatives from both sides.
This agreement sees both parties collaborate particularly through research initiatives and sponsorships, mainly, but not limited to, the areas of Engineering, Built Heritage,
Arts, Economics, Management, Accountancy, Social Wellbeing, and Labour Studies. Such initiatives include the sponsorship of activities organised by the faculties involved, collaborations on research projects between the two entities, software licences to be used by students, as well as sponsorship of other prizes for students, such as those affiliated to the Dean’s Award events.
“The University is delighted to be part of this agreement with one of Malta›s leading food and beverage organisations,” said the Rector in his short speech at this occasion. He continued: “We hope to be able to achieve great results from this initiative, mainly the enhancement of our students› experience at University and the building of closer ties between industry and academia.”
On behalf of Farsons, Mr Louis A. Farrugia said: “This is the third cooperation agreement between Farsons and the University of Malta. We are proud of our association with the University and look forward to strengthening our collaboration. Through this agreement with the University of Malta that aims to support faculties in the fields of engineering, built environment and social wellbeing, among others, we hope to further expand education and industrial links to respond effectively to the fast-changing needs of the industry in Malta.”
CLAUDIA TAYLOR EAST, CEO SOS MALTA
These were two places she loved and through which she was truly motivated by a deep sense of compassion and generosity for the poor and the most vulnerable.
Her call from Mother Teresa to help Albania in 1991 led her to the massive humanitarian operations of SOS Albania to help the Sisters of Charity start their Mission in Elbasan, after which operations moved on to Korce. In Korce, Preca College and a centre for palliative care were initiated. Today these two leading projects in Albania are recognised nationally. The financial contribution towards the building of the Catholic church in Korce, to be able to bring the Sisters of Mother Teresa wherever Lilian was, still stands today in all its glory. She was relentless in achieving all the implementing actions on the ground, too numerous to mention. Her determination to assist the Albanians and give them the opportunities saw Lilian following many Albanians through their education in Malta. One, in particular, managed to get his PhD. Korce remembers Lilian with affection today by honouring her dedication and commitment with a plaque at the Korce church centre.
Working in a war zone in Kosovo in 1999 reflected the dynamic woman Lilian truly was in times of crisis. Living in simple conditions during curfew was not easy, however Lilian faced the daily challenges of the war with faith, hope and dignity. She brought inspiration to the suffering people of Kosovo, especially those who had lost their sons in the war. She was exceptional with refugee children and made sure that Malta would help to transport playgrounds for the schools to help the kids through their psychological traumas.
Lilian could never say no to the most vulnerable and needy of society, continually expressing love and charity. Her mission was a great one: she taught others around her the importance of truth and justice. Her legacy will live on through SOS Malta.
I am Head of Quality and Product Development, where I lead the Quality Control, Quality Systems and Product Development functions within SFC.
WHAT ATTRACTED YOU TO FARSONS?
I have always been a loyal consumer of many SFC products. Looking back, I recall so many fond memories spent with family and friends drinking pretty much the whole array of Cisk products,
from the iconic “Cisk Lager” to the tasty “Blue Label” and “Pilsner” – you name it, we had it! Beach days with my grandparents were always great especially after treating me with an ice cold “Kinnie” from a typical seaside gabbana. Till this day, when I fall sick or feel under the weather, a glass of 7Up will always sooth my mood. When you rack up so many great memories, you cannot but feel proud that the same quality products which formed part of our daily lives for so many years have been successfully pioneered by a great Maltese company both locally and overseas. It is indeed a great pleasure to be part of this dedicated team and to be looking forward to positively contribute to SFC’s rich history and heritage.
CAN YOU TELL US ABOUT YOURSELF?
I am 35 years old, and I have been working in Quality Management within various food industries for the past 13 years. My lifelong passion is producing electronic music. I have been performing and organising events for the past 17 years.
WHAT IS YOUR ROLE AT FARSONS?
I have been employed with Farsons for the last three months. I work as a clerk in the CEB Department. I assist wherever I am requested by my manager, who is the Company Secretary, and by my colleagues in any way it is required.
WHAT ATTRACTED YOU TO FARSONS?
What made me send in my CV, hoping I would be joining the Farsons family, was not only its Mission and
Vision Statements but also its culture and the way they treat their employees, including respect, kindness and the attention to detail, including the attention they give to the employees’ needs especially when one is going through difficult times. I had read about the unity, friendship and family atmosphere at Farsons, as well as the sense of belonging, where you can just be yourself, and I found that it was all true.
Although I have been at Farsons for only three months, I have integrated myself very well within the team. The work I have been assigned so far has been very interesting and I am always eager to learn more and to do my best to keep improving.
CAN YOU TELL US ABOUT YOURSELF?
Others describe me as a bubbly and cheerful person, always willing to help those around me.
When I am not taking out my two dogs, Pearl and Crystal, for a walk, I enjoy staying at home, reading any genre of books, ranging from romances to crime, psychological stories and biographies.
I started working at Farsons on 1st April 1982, when I was just 21. So I have been here for over 40 years now – which also means that you can work out how old I am today! My current role is Head of Sales & Marketing, and I have been in this position since 2019. Prior to that I was Head of Marketing for a few years, and before that I occupied a number of positions, both in Marketing as well as in Finance, having spent the first 10 years of my career here, working in the Management Accounts section within the Finance Division.
Despite having been here for so many years now, on most days I wake up energised and motivated. I think what motivates me most is the continuous and on-going desire to learn and improve – improve my knowledge, my skills, my relationships, my quality of work, as well as my quality of life through my work. This last point is really important to me.
There are a number of things I can mention, but I think that the fact that I have been able to ‘reinvent’ myself every few years by stepping out of my comfort zone and seeking out opportunities to improve and
advance is probably the most significant. The fact that I started my career here as a clerk within Finance, and 40 years later I head the Sales and Marketing team, shows that the opportunities are there. But one has to be prepared to throw oneself in at the deep end and learn how to swim!
My most memorable? That means you are asking for just one! Really difficult to be honest, so, I will mention a couple, both good and not so good. Over the years we have had a number of official events and inaugurations, but one which really stands out is the inauguration of the New Beer Packaging Facilities in 2016. I was very involved in planning and
organising this event. Although it was really hard work getting it all together, I remember feeling immensely proud of what the team managed to create and achieve to make this particular event stand out over the others. Another bitter-sweet but memorable experience was watching the ‘demolition’ of the old office buildings to make way for what is now the stunning Trident Park and The Brewhouse. Finally, I have to say that probably the most memorable experience is still ongoing for me – and that is the many many colleagues I have met over the years, a number of whom possibly no longer work here but are still very close friends. For this I will be always grateful.
HOW LONG HAVE YOU BEEN AT FARSONS, AND WHAT IS YOUR ROLE HERE?
I joined the company 30 years ago. I started at IT, then after some years I moved to Company Secretariat, first as Assistant to the Company Secretary, then within the Shares and Bonds Section. I also helped with the administrative side of the Farsons Foundation. Then, eight years ago, I moved to Export. My current role is that of Export Manager.
Part of my job involves liaising with overseas clients, with various departments within the Company, as well as with
service providers outside the Company. This presents various challenges that need to be overcome on a daily basis, so the job is never boring!
I enjoy meeting clients from different countries, getting to know more about specific country product requirements, and gearing up for a first order
– as this is quite a lengthy process. I pride myself in my work and do my utmost to ensure that I improve on my ways of working with a view to providing the best service to our clients.
The most attractive aspect about Farsons is that the Company has kept improving and evolving throughout the
years, investing heavily not only in plant and machinery but also in its personnel. Another attractive aspect is the Group’s foresight to diversify and undertake new ventures. There is always something brewing at Farsons (pun intended!).
WHAT IS YOUR MOST MEMORABLE FARSONS EXPERIENCE?
Various memorable experiences come to mind, particularly the inaugurations of various new
sections or buildings within Farsons. Another particular experience which I remember clearly is the Industrial Heritage Conference, organised at the Brewery in 2013, that focused on the general industrial heritage in Malta and also highlighting Farsons’ contribution in preserving its heritage.
ANTOINE DIMECH, PROCESS LEADER, BEER BOTTLING UNIT - 20 YEARS OF SERVICE
HOW LONG HAVE YOU BEEN AT FARSONS, AND WHAT IS YOUR ROLE HERE?
I have been employed at Farsons since April 2002. I have occupied various roles throughout my career here. Currently I am Process Leader at the Beer Packaging Hall.
WHAT MOTIVATES YOU IN YOUR JOB?
The process itself, that is, bottling drinks that can be consumed safely by everyone, makes my day interesting. The responsibility and working with my colleagues motivate and challenge me to produce good results every day and to work to improve things.
WHAT DO YOU FIND ATTRACTIVE AT FARSONS?
The ongoing training provided by the company made me who I am today and has supported me through
this long period with Farsons. My daily objective is to learn something new. Farsons is a great opportunity to learn and improve my knowledge.
WHAT IS YOUR MOST MEMORABLE FARSONS EXPERIENCE?
There are many memorable experiences, but the two I remember the most are the
opening of the new Beer Bottling Hall and the appreciation shown to me by the company when I received the award in the Cause for Applause Awards during the Covid-19 pandemic in 2021.
Maintenance plays a very important role in today’s production lines, where almost everything is automated. This advancement has been beneficial to production efficiency, product quality, as well as to employees’ working conditions. All this emphasizes the central role maintenance has nowadays.
Maintenance at the Beer Packaging is categorized into three sections. The first section is the first line maintenance. This refers to the interventions required by the production team. Usually the technician, supervised by the process leader, mediates to fix the problem at hand so that production can resume at the designed speed without any quality issues. The production line has a built-in data capturing system whereby all the machines are connected to a central network system, where information is gathered, compiled and displayed in a graphical form.
different machines are tackled. This provides improvement in real time, offering the proactive approach we encourage at the Beer Packaging Facility.
The second section involves the second line of maintenance, which tackles the most common problems shown by the data. The information is utilized in a Kobetsu activity. This involves setting up a team with a champion in charge. For example, Antoine Dimech is the champion for the Variopac machine, while Reuben Gatt is the champion for the fillers. A SMART (specific, measurable, achievable, relevant, and time-bound) goal is set, followed by several meetings involving brainstorming, 5why analysis, Ishikawa analysis, and other engineering tools. All the actions are put in the PDCA excel sheet and are followed up on a weekly basis, evaluating the actions and results.
A part of the second line of maintenance is “preventive maintenance”, based on the production running hours. For example, each 120 hours trigger a weekly preventive maintenance for each machine. Mainly, preventive maintenance involves checking a certain area and replacing certain parts which are known to be worn out over time. One recent example was the bottlewasher sprayers overhaul, where all the sprayers where disassembled and cleaned, and all the seals in the process replaced. Preventive maintenance is scheduled offline, making the work less expensive than first line maintenance, due to, for example, parts availability, courier costs, production stoppages, etc.
During normal production, the technician retrieves all the errors generated during the first hours of production. By using the Pareto analysis, the top three errors from
The third line of maintenance is at the final maintenance section. This refers to the ongoing improvement tasks undertaken by the maintenance team to increase efficiencies, as well as to obtain a safer and easier work environment. The ideas are generated mostly from the production team. After a brainstorming session, the best action is put into a PDCA where the project cycle is followed. Some other ideas come from the company’s AIM (All Ideas Matter) scheme which helps to provide a platform where everybody
can express their concerns or suggestions in a systematic way.
One of the recent improvement actions which was implemented at the Beer Packaging involved the pack inspector in the Variopac machine. A while back we had received a complaint that one of the packs had a missing can, but since the case was fully enclosed (with carton) the case remained unnoticed because before the improvement there was no inspection. The team, comprised of different talents, came up with the design which was accepted by management. The machine was built, tested and fully operational making our line more reliable. The cost for such an inspection machine would have been a lot more had it been purchased from Krones.
by-step functions that one has to perform, highlighting the tools and the knowledge necessary for the process to be successful every time. Maintenance standard work is used for common corrective actions to reduce repair time. In the case of daily preventive maintenance it reduces action time and at the same time maintains the required quality.
new part was installed and not left out.
Another important section of improvement maintenance is the standard work tool. Standard work is a LEAN process where the work performed is documented so that a single uniform structure is tried and executed. Standard work carries step-
A recent standard work activity was the can filler overhaul, where the preventive maintenance of the can filler valves was scheduled. This involved a lot of maintenance work where several small parts for each of the machine’s 52 valves were changed. To have a structural “fail-safe” system, the maintenance technical documentation was formulated in such a way that it showed a step-by-step sequence of the maintenance required and carried out. To facilitate the work and avoid mistakes, each valve had a specific bag containing all the spare parts required, labelled as per documentation. When each valve was refurbished all the parts had to be changed and the old parts had to be put in a bag labelled with the respective valve number. In engineering this technique is called Pokayoke, a Japanese term for “mistake proofing”. This technique is used to indicate a design choice or apparatus that imposes restrictions on how an operation can be carried out to force the user to do so correctly. In our case all the parts had to be used, and all the old parts had to be retrieved to ascertain that each
With all these systems one can never over-emphasize the important role the team has in making all this work. Success is only possible with the proper discipline, the vast experience, and the good will from each and every member. The Beer Packaging team has all these skills, and provides continuous improvement through its maintenance team. We look forward to the future, in which the world is becoming ever more digitalized with each day that passes – and the maintenance sector is no exception.
Specifically designed applications are available, where all the maintenance activities are gathered, promoting Artificial Intelligence behaviour such that error is avoided by using history and machine data. Our current systems are mostly comprised of excel files built inhouse to gather or store data according to our needs with certain limitations. With the new technology and software, maintenance in the future is set to change with the introduction of self-diagnostic tools, virtual assistance through smart glasses, and other innovative inventions.
It has been a significant milestone in my career here at Farsons to achieve this. It is indeed a special occasion. Special because I do not often get the opportunity to publicly thank all the employees with whom I have worked for so many years. Today is about exactly that: acknowledging loyalty, commitment, and dedication over all these years. Such loyalty and dedication are something special in this day and age. In an age when job hopping is fashionable, the continuous search for better opportunities and new experiences means that staff seldom stay for longer than a few years. It is a fact that every year the number of 40 years’ service awards has been on
the decline. So, in a sense, this minimal group represents a rare breed of employees.
During my service here at SFC, there may have been instances where I may have considered other attractive job offers, yet I always decided to stay at Farsons. I believe that this reflects the level of job satisfaction I must have felt, and the trust shown in me throughout the development of my career. The knowledge and experiences gained here are irreplaceable, and that is what has added to the unique culture of Farsons. Like many of you, I will recall the never-ending and ongoing changes here at Farsons, driven mainly by Mr Farrugia and top management. I do not recall any time over the past 40 years when there was not an investment being made or an ongoing project being implemented.
While, once again, I take the opportunity to thank all those who helped me get here today, a special thanks and well done go to top management, and to past and present employees who guided me through good and tough times. I can confirm that I have benefited greatly from my experience here at SFC, and that I have taken
advantage of the opportunities I was given to advance my personal and professional goals while working here. If I were to compare the time when I started at SFC to where I am today, then I am certain that I will recognize considerable growth in my expertise, wisdom and capabilities.
The number of members in the Welfare Fund as at 31st January 2023 amounted to 333, an increase of 75 members (or 29%) on 31st January 2022. The increase in the number of members was registered throughout the Group.
During the year, the Fund provided financial assistance amounting to €2,980 to three of its members as well as a one-time gratuity of €300 to a member who had joined the Fund prior to 31st January 2011 and who retired from employment in 2021.
For several years, Farsons has been organizing annual employee engagement workshops for all its employees. After the pandemic years during which they were held virtually, this year we are back to in-person sessions held for the first time at The Brewhouse. The theme for this year is Focused on our Plans, Resilient in our Actions, Committed to our Targets.
The programme for this year included an Overview & Focus on our Targets by Group CEO Norman Aquilina, a presentation on Farson’s Challenges & Opportunities by Deputy CEO (beverage Business) Michael Farrugia, a workshop on Personal Financial Management by Petra Ellul Mercer, a motivational speech on Unity in Diversity by Adrian Xuereb Archer, a presentation on ESG by EY, a break-out session which participants had with their departmental managers and and a fun team-building session. Delicious breakfast and lunch was provided by Kettles and all participants took home a Farsonsbranded, reusable water bottle, in line with our ESG commitments, amongst which to reduce waste.
LEADERSHIP FOR TOMORROW TRAINING PROGRAMME
BASIC ENGLISH COURSE
RISK AND FRAUD SEMINAR
STAFF PARTY
RETIREES’ PARTY
CHILDREN’S PARTY
LAST DAY OF WORK
VALENTINE’S DAY FOOD BANK DONATION
BLOOD DONATION
With pleasure we can inform that Farsons has reconfirmed its ‘AA’ Grade in the BRCGS Food Safety Audit and its continued compliance to ISO9001:2015 in two separate third party audits held last February.
While these are very satisfactory results, this does not mean that our work is complete. This simply means that we need to keep working harder than ever to improve our management systems for these to remain relevant in a rapidly changing compliance landscape, futureproof them as best as we can, exploit the opportunities that have been formally flagged by the two audits in the here and now, as well as exploit others that were not flagged yet were identified by the Farsons team
during the course of the audits and inspection. Getting the certification is certainly fantastic, but there remains more value to be gained by learning lessons and implementing improvements with every external audit experience.
These encouraging results would not have been possible without everyone’s concerted input, effort, and support. So, this is a word of thanks to all those who contributed, but it is also an invitation to all to keep working hard to strengthen our Food Safety and Quality Management Systems across the board.
In the beginning of March of this year Farsons was also subjected to a three-day AIB unannounced audit. We achieved a preliminary score of 800 which
has yet to be confirmed by the AIB reviewer. While this qualifies as a pass, it is still important that the findings flagged in this audit, as with all other audits, are addressed both specifically and in the wider, cultural context.
It is also crucial to highlight that in today’s world, we need to work on our food safety culture more than ever. Even though at Farsons we have a positive food safety culture, we need to keep striving to improve and nurture it for it to successfully permeate all levels of the organization. Culture is described as the collective attitude and belief towards a particular issue, which in this case is Food Safety, and getting there is a shared responsibility of every Farsons citizen. I look forward to continuing our collective walk on this journey.
As a member of the ESG committee, amongst other matters, I’m looking at ways on how the Group can reduce its carbon footprint and to hopefully contribute, in whatever even small manner possible, in leaving behind a lesser negative impact on the planet we live in. One way that is within our control is to reduce waste in our own workplace. There are some simple ways that we can all adopt in our work environment that will save incredible resources over time.
When one is at the workplace or even running around because of job necessities, one should opt to use reusable containers. When getting a coffee, for example, opt for a reusable mug instead
of a paper cup as the chances are that that cup ends up in the landfill. When having guests over for meetings or training is being organised inhouse, let’s avoid the use of these paper cups and instead make use of reusable cups and mugs which could then be washed all together in one of the dishwashers that we have in the kitchens.
The company is lucky to have a subsidiary company offering these water dispensers, so let’s use them more. Over the past months, we’ve increased the number of water coolers around the Brewery. This is being done to minimise the need of ordering water internally in one-way bottles.
This measure helps reduce the amount of paper/cardboard that one throws away in the mixed waste (black) bag that is destined to landfill with zero recycling. If you do get takeout food in containers, try and recycle as much as you can. A pizza box that has an unsoiled lid could be separated from the bottom part which is soiled and that lid can be added to the recycling bin. Of course, this is only one example.
Paper is the most significant waste in an office. The company purchases substantial amounts of paper each year. Paper usage could be reduced drastically if we think before we print. Sometimes we end up printing and discarding
paper in an instant. Perhaps one could revert to double sided printing to lessen the amount of papers used if it is absolutely necessary to print documents. Another option would be to reuse one-sided paper.
Another suggestion could be to carry a tablet or a laptop to a meeting, instead of writing things down on paper that often gets thrown out or converted to digital anyway. Capturing notes electronically, even on our smartphone, saves on waste and also on time.
In office environments, once should opt to use email instead of paper memos. Also encourage the sharing of various documents and files via cloud instead of printing to help reduce paper consumption.
In the coming weeks we’ll be seeing the introduction of new legislation in Malta relating to mandatory and obligatory separation of waste for households and commercial establishments. We too need to adhere to this law, so we do encourage you to follow the signs on the bins and
Farsons is actively seeking ways to reduce its carbon footprint. Last summer Farsons embarked on a three-month pilot project, together with the Foundation for Transport and the Malta Road Safety Council, to measure the impact of introducting electric vehicles into the day-to-day logistics operations and their overall costs.
The outcome of this project was critical to our plan regarding our future carbon footprint requirements. Even though we had already successfully introduced electric passenger cars, our main concern in distribution was how could electric commercial vehicles that are loaded with goods to be delivered to multiple delivery drops use energy somewhat differently. This meant that planning the delivery routes, based on range and payload per battery charge, was quite challenging.
For this project, an Electric Peugeot Expert Panel Van was made available by Michael Attard Ltd. This vehicle is smaller in size and capacity than the ones we currently use. We opted for this
vehicle for the distribution of CO2 cylinders.
While we were evaluating the battery range, it became evident that driver behaviour affected the amount of energy consumed. Learning how to read the road ahead and observing other drivers’ behaviour allows a driver to reduce excessive acceleration and braking, all of which have an impact on energy consumption and increase regenerative braking. It resulted that drivers with no previous training returned to the factory after a day of deliveries with around 35% remaining charge, while trained drivers returned with as much as 60%.
When it came to calculating the energy cost for the threemonth long project, we collected daily data related to the payload, the distances covered, and the units used for charging the vehicle’s battery. From these we arrived at the cost of the energy used by this vehicle. Based on our analysis, the cost per kilometre of this electric van is 67% cheaper than that of a diesel panel van of the same type and size, and carrying the same payload.
to separate as much as possible. Before disposing of an item make sure that you’re putting it in the right bin. We will shortly be changing the bins around the offices to make it easier for employees to sort so we also urge everyone to do their part.
Below you can also have a look at what goes where, to help you sort better.
If altogether we stick to the above practices we will be surely moving forward towards a better environment. Every little bit from each one of us helps, so please don’t underestimate your input in all this
The drivers’ experience using the electric van was very positive too. Electric vehicles are virtually silent because there is no changing gear as all the driver has to do is to just press the accelerator to go, while to stop the vehicle all the driver needs to do is to push the brake or simply lift the foot off the accelerator. During this coming year, we will see further investment in new trucks. The aim is to complete the upgrading of the fleet to the latest emission standards. However, following the positive experience in the pilot project, we will also be considering electric trucks, when available. Currently the size and type of trucks that we use for deliveries are not available yet on the Maltese market, but we could be having the first electric distribution truck by mid-2024.
Global CO2 levels in our atmosphere have been on a steady and sustained increase, beginning roughly with the Industrial Revolution (18th century) and rising sharply, in fact almost doubling, since the 1990s.
Every year, globally, we humans generate almost 40 billion tons of CO2.
It is a fact that our modern lives are more comfortable. We have more and better cars, better heating and cooling in our homes, and some of us travel on planes to go on holidays, even multiple times each year.
Current levels of CO2 emissions, however, are unsustainable. This simply means that if we humans continue putting out the current amount of CO2, the world will become unable to sustain life within a few decades. However scary or unreal this may sound, this is a very real fact that has been repeatedly and scientifically proven.
So, while we must first ensure that we are not being wasteful, and are being responsible in our energy use and all we take from our world, we must also look for alternative sources where to derive our energy from, preferably from ‘renewable’ sources.
Renewable means ‘from a natural source that is replenished at a higher rate than is being used”,
and, most importantly, does not create CO2 byproducts. Some examples of this kind of energy are Solar, Wind or Tidal, amongst others.
If we consider Solar energy, the sun outputs roughly 1,000 watts of power on each square meter of the surface of the world it falls onto. This is a staggering amount of free energy. We can either use its electromagnetic radiation directly, say through a solar water heater, or choose to turn it into electricity to power anything. The best PV systems in the market can harness around 22% to 25% of the power and convert it from light energy into electrical energy.
Farsons had already invested in its first installation of PV panels 10 years ago. This system has generated a
total of 309 KWp, that is, enough to power over 100 households. This system made use of the roofs at the ‘old’ HR, the administration offices, the canteen, and the PET and Process block. When Farsons gave the land on the North side (the facade) over to Trident to develop, the PV panels were not scrapped but shifted to the then newly-built Beer Packaging Facility, which had a much larger roof. At that stage we started thinking about making better use of the rest of this roof, and even considering other areas to invest even more in this clean form of energy. After some studies we decided to completely cover the roof of the Beer Packaging Hall and of the ‘old’ and the ‘new extension’ of the Logistics Centre canopies. In total, with the new
system, we managed to generate another 624 KWp. We did this by investing in high efficiency Polycrystalline Technology, with an output of 405W per panel.
As of today, in total, Farsons has almost 1MW of Solar Power installed, enough to provide clean energy to 300 domestic houses. This covers around 15% of the total electrical energy required by Farsons to operate. This new system is in an advanced commissioning stage and will be fully operational in the coming weeks. Anyone who wants a brief tour or more information about this project (or about any other sustainable projects) is very welcome to speak to me.
What is the mix of knowledge, skills, competencies and attitudes required by the manager and change agent of tomorrow – that is, one conscious of the drive towards sustainability (green) and sensitive to the opportunities made available by the ocean (blue) that surrounds us?
This is the key question driving a set of meetings led by the Dean of the Faculty of Economics, Management and Accountancy at the University of Malta, that involve key stakeholders from the private and public sector. These meetings help develop a better understanding of what it takes to be, or become, a ‘turquoise manager’ (turquoise being the ensemble of green and blue).
Ms Rosette Thake, Talent Development Manager within the HR Department at Farsons participated in a focus group discussion involving talent development professionals and human resource specialists from the public service, private industry and trade unions aided the sharing of ideas with a group of UM academics during a 2-hour event held at UM’s Valletta Campus on 30th January 2023. A second focus
group, this time with current students and alumni, is planned for 20th February 2023.
These workshops are being organised in each partner institution that is part of the consortium of the TURQUOOOISE project (Universities of Brest, Cadiz, Split, Gdansk and Nord), which is an EU-funded project under the ERASMUS MUNDUS DESIGN MEASURES call.
The project will lead to the crafting of a new master’s
programme in the sustainable management of organisations, jointly organised and run by six universities forming part of the SEA-EU Alliance, the European University of the Seas. The University of Malta is leading the preparatory phase of this programme development.
The event was comoderated by Prof. Godfrey Baldacchino, Dr Emanuel Said (Dean, FEMA), Dr Kurt Borg, and Dr Margaret Camilleri Fenech.
On the 2nd & 3rd of March we were delighted to host the Master Programme Development Committee of TURQUOOOISE - a pioneering Master’s programme focused on the sustainable management of organisations, and established by a collaborative group of universities across Europe, including The University of Malta.
The project partners met in Malta to develop a suitable curriculum and methods of assessment designed to lead the transition towards more sustainable management. Participants were hosted over the two days at the Farsons corporate offices, where Ms Antoinette Caruana, the Group HR Manager, also addressed the participants on the first day.
It was our pleasure to support this cutting-edge initiative as part of our long-standing collaboration with the University of Malta.
Early on in my life it was very clear that my parents needed to enrol me in the world of sports as I was a very athletic person, and sports in general was a big hobby of mine. I remember trying out various sports disciplines, including swimming, handball and badminton. However, basketball was the sport that I enjoyed participating in the most. Basketball coaches also saw potential in me, and this led me to continue pursuing solely this sport.
My main influence for the love of sports has to do with my uncle and grandfather. Even though they played sports other than basketball, they thought me the values of sports and competition. When it comes to role models in the sport there are plenty, however, the main ones are Michael Jordan and Lebron James – which is like talking about Messi and Ronaldo in the world of football.
HOW DID YOU DEVELOP YOUR SKILLS AND STYLE OF PLAY?
Practice, practice ... and some more practice. Basketball has always been a big part of my life. It would not have been possible to get to where I am today without sacrifices, hard work, discipline and a good support system. The sacrifices you make, the nights in before games, the early mornings to go for practice, and the late nights of studying after practice – all these eventually become a way of life. Furthermore, basketball shaped my character as through it I developed several traits, including the sense of being part of a team, the respect towards teammates and opponents, the sense of commitment, time management, leadership and passion towards something you love. All these are traits that I use in my working career nowadays.
• Winning the BOV Knockout Cup and Louis Borg Cup with the 1st Division Men.
• Winning the U14, U16, U19 and the 2nd Division League.
• Representing the National team in the U19 FIBA competition.
In my younger years basketball was for leisure, and practice was limited to twice a week. At around the age of 14 I started approaching the sport more seriously. Nowadays I train up to 4 times a week. When called up to the national team, sessions are daily. During this time one trains like a professional, even though work commitments can make it hard to cope. Also, as I continued to grow, I realised how important individual training is. Nowadays, I try to include some morning shooting sessions.
My main goal is to win the First Division League as well as to be called up
with the Men’s National Team. Also, I would like to start coaching once I retire from the sport. In my opinion this would help me to stay in contact and involved with the game of basketball. In a way it will keep my athletic identity alive.
From my perspective, in Malta most athletes fall under the category of semi-professional. This means that they must balance their life between work, sport and other day-to-day commitments as they cannot make a living from the sport. Keeping in mind this perspective in today’s modern world I think one can easily conclude how committed one needs to be to this lifestyle. This could lead athletes to quit because their motivation and competitive drive could start to diminish. I think this is the main challenge that Maltese athletes and basketball players in general face nowadays.
Simonds Farsons Cisk plc, proud partners of PepsiCo Inc and bottlers of the Pepsi-Cola portfolio for the local market since 1978, have just launched a new refillable, single-serve, bespoke glass bottle for flagship brands Pepsi-Cola and Pepsi Max, 7up and 7up Free, and Mirinda.
This launch closely follows the global release of the new bottle design and is the first design update since 1996. The etched, twisted bottom of the bottle allows for a visible and tactile brand experience, and the bold swirl and elevated profile of the bottle reflects the brand’s youthful spirit and appeals to younger consumers.
This new glass bottle design complements a similar new design for the PET 1.5 and 0.5 litre bottle range launched on the local market just last year.
“The PepsiCo portfolio in Malta has gone from strength
to strength over the years and we are confident that the latest investment in this striking and bold new glass bottle will serve to further enhance our clients’ and consumers’ overall brand experience,” said Ms Susan Weenink Camilleri, Head of Sales & Marketing. “We are also proud to endorse and participate in PepsiCo’s recently announced global goals regarding Sustainable Packaging Vision.”
This month PepsiCo announced a new global goal to double the percentage of all beverage servings it sells delivered through reusable
models from 10% to 20% by building out refillable plastic and glass offerings, amongst others. By working with partners and franchisors, this updated packaging goal will help PepsiCo meet its target of reducing virgin plastic per serving by 50% by 2030 and to become net zero by 2040.
Pepsi, 7up and Mirinda, together with their no-sugar variants, are produced, marketed and distributed by Simonds Farsons Cisk plc and are available nationwide in a variety of packages.
2022 was characterized by numerous challenges in most of our overseas markets. However, despite a global pandemic, the conflict in Ukraine, rising costs and supply chain disruptions, the past two years have seen our exports grow considerably, reaching unprecedented value and volume levels.
Farsons was able to act fast and adapt to overcome adversities, keeping sales consistently high and even managing to enter several previously untapped markets.
In the international arena, Farsons is often pitted against larger competitors, with deep pockets, and whose brands enjoy a long-standing dominant market position. Furthermore, distribution structures and consumer preferences abroad differ considerably from those in Malta. However, the inherent quality of our products, as evidenced by the ever-growing collection of prestigious awards, has enabled us to carve niches for some of our key brands.
Today the company exports its products to over 20 countries in Europe, Africa, the Indian subcontinent, Asia and the Middle East. These include nearby markets, like Italy, Greece,
France, Poland and the UK, as well as more distant markets, such as Australia, Canada, India, Liberia, Taiwan and Bahrain. If new initiatives in the Baltic states and West Africa come to fruition over the next year or two, this list will keep growing.
Entering a new export market is always a major challenge, but so too is maintaining one’s strong presence within an existing one. The advent of Covid-19 and its global disruptive effects severely impacted our previously stable Italian and Australian markets, but both have since bounced back with 2022 being one of the best years to date.
As a market challenger as opposed to a market leader, market penetration tends to be a gradual and long-term process, so, one might ask, why bother? The truth is that our strong position in the local market offers us limited growth potential, so any ambitious company such as ours will always be looking for new opportunities. Competing beyond our turf means that to succeed we must be inherently more competitive. This increases the pressure to always question our way of doing things and look for improved efficiencies and productivity gains, no matter how small or marginal they may seem. Exports will
immediately punish a company’s complacency, therefore staying export-competitive forces us to be a better company. After all, who does not enjoy drinking a Cisk when away from home and on holiday!
The key to export success also rests on our ability to understand and adapt to different markets and different market conditions. For example, it has proven more cost-effective for us to have Kinnie produced in Australia under licence. We are exploring similar licence arrangements in the Baltics and West Africa. In some instances, we have also developed entirely new products, such as Cisk Super Strong Lager, which was created specifically for export markets with an evident consumer preference for strong beers. The possibility of eventually introducing fruitflavoured versions of our awardwinning Cisk 0.0 Non-Alcoholic Beer is also being considered for certain markets in the Middle East and North Africa.
Exporting is a TEAM sport, and it takes dozens of people’s hard work and dedication to make a success of it. It is not just the remit of the Export Department, but ultimately dependent upon the effective and efficient function of the wider Farsons team and company.
The Farsons Brandstore is what happens when heritage, iconic household brands and design come together.
The Farsons Brandstore is a concept store presenting Farsons’ quintessential brands in a range of hip and trendy apparel, gifts and memorabilia. With a special focus on Cisk and Kinnie, sampling the large collection is a must for any beer fan. Every space within the store has been carefully designed to highlight and celebrate the building’s original characteristics, from the retention of original reinforced concrete dividing walls to the decorative display of restored original brewery items, such as the Diesel tank and the bottle-capping machines, to the creative upcycling of authentic printing blocks behind the cash register, forming a one-of-a-kind feature wall.
The purposely developed range of garments and accessories was designed with a younger demographic in mind, with the intention of re-introducing these long-standing brands in a bid to broaden an ever-growing base of loyal customers.
Farsons Brandstore will also serve as a new platform from which the brands are introduced to tourists visiting Malta. Perhaps some of these collectibles will become treasured items for these travellers, bringing back fond memories of their vacation in Malta. Needless to say, there is no doubt that the legacy of these brands will remain at the forefront of Maltese culture for years to come.
In a brief speech during Wednesday’s official launch, Mr Keith Pillow, creative director for DAAA Haus and DNA Creative Studio, took a moment to thank the owners, especially The Brewhouse director Mr Michael Farrugia, for entrusting the DAAA Group with so many facets of the project: from branding, to interior design, to the output of all their merchandise products. He thanked his team of designers who have worked so hard to make this dream a reality and described the team’s dedication and passion for creating an experience that is not only visually stunning, but also fun and memorable.
In closing, Mr Farrugia commented on how the opening of the Farsons Brandstore is another exciting milestone for The Brewhouse team, and thanked DAAA Haus and DNA Creative Studio for designing a truly cool industrial space and a super line of new merchandise and memorabilia.
Keep an eye on the official Brandstore website which will be launched very soon.
For more information visit: https://thebrewhousemalta.com
Fermentation chambers, which for decades brewed Malta’s bestknown beers, have been transformed into a new co-working space as part of the restoration of the iconic Farsons Brewhouse.
Officially opened on Wednesday, January 26th, The Vats coworking space is housed in The Brewhouse, the newly-converted Farsons brewing facility at the Central Business District.
For decades, the brewing vessels were used for what is known as “top fermentation”, a central part of the process of making lagers, like Cisk.
The Brewhouse, a subsidiary of Farsons Group, has entrusted creative agency BRND WGN to run the coworking space.
Speaking during a launch gathering on Wednesday evening, BRND WGN CEO and Founder Peter Jan Grech said that The Vats was a dream come true. Having started his agency “in a spare bedroom”, Grech said, renting a desk in a creative co-working environment was the stuff of fantasy when BRND WGN was first set up.
He said, “I feel extremely grateful that the leadership at Farsons and The Brewhouse have selected BRND WGN to run The Vats on their behalf – Malta’s very first creative co-working space and home of what we hope will become a growing community of entrepreneurs and change makers, bursting with innovation and positive disruption.”
Farsons Group Deputy CEO, Mr Michael Farrugia, said that when the group undertook the renovation of its iconic
brewing facility, the group knew it wanted to create a professional space that was bursting with creativity. He also said that he was glad to have partnered with BRND WGN because they shared Farsons’ vision for The Vats as a destination that “once brewed great beers and would now brew great ideas”.
The Vats is made up of five former brewing vessels, each housing four desks, which can be rented individually or for groups.
Two other Premium Vats are also available for added privacy and comfort. These have two desks each.
High-speed Wi-Fi is available throughout. Tenants can also apply to use several meeting rooms available at The Brewhouse, which also offers indoor parking, several restaurants, bars and cafes, a gym, and other services.
More information on The Vats is available on thevats.co
Throughout December and January, Burger King and Pizza Hut focused their efforts on rewarding their customers with gifts. Both Burger King and Pizza Hut rewarded guests for their patronage through campaigns called ‘Go King & Win’ and ‘Everyone is a Winner’ respectively. Guests of Burger King and Pizza Hut truly appreciated these campaigns as they were rewarded for their loyalty.
Burger King’s campaign, in collaboration with Pepsi Max and Scan Malta, was called ‘Go King & Win’. It consisted of customers upgrading their meals to King size during December and January. In return, with each King size meal, they were given a scratch card. There were hundreds of gifts to be won! After the scratch panel was peeled off, customers found a code that they could insert into the Burger King application, following which they were presented with their gift! Gifts varied from food and drinks from Burger King, such as Pepsi or Regular Meals, to gifts from Scan Malta, such as iPhone 14, vouchers and more. This proved to be a very successful and customer-engaging campaign because customers were guaranteed of receiving rewards.
For the Pizza Hut campaign, Pizza Hut collaborated with Pepsi Max, Cisk and Scan Malta. During the ‘Everyone is a Winner’ campaign, customers were given scratch cards when they visited one of the Pizza Hut outlets during December. This time, however, customers had to resist the temptation and not scratch off the panel immediately! The anticipation was further increased because guests had to wait till January to dine in or take away from a Pizza Hut outlet and then present their scratch card to the Restaurant Manager. It was only then that their long-awaited prize was revealed. Customers were rewarded with food and drink gifts from Pizza Hut, such as vouchers, pizzas and Pepsi, as well as gifts from Scan Malta, such as iPhone 14 or PlayStation 5, among others. This campaign emphasized customer loyalty, where Pizza Hut showed them its appreciation for their loyalty and support through this campaign.
HiPro by Danone can help you be at your best when exercising. So, how can you be a good athlete? You need to eat right, and then you need to rest. Taking care of both of these is important because they are linked together. The more tired you are, the harder it is to recover from a workout. And while this may seem like common sense, it is something many people forget in their busy lives. They do not get enough sleep, so they cannot focus on preparing healthy meals for themselves or eating well-rounded meals, with lots of protein and other nutrients that can help them feel better during their workouts. And then, when they do go out for sports practices or games, they do not have time to eat properly because they are too busy trying not to fall down!
So how can we fix this problem? Well... by eating DANONE HIPRO products!
Probably you have already heard that you need your protein when you are working out. But what foods should you eat to benefit your workout?
Research suggests that eating foods high in protein after your workout (within 15 minutes) provides essential amino acids that build and repair muscles. This may also increase the energy your body puts into storage to draw from in the future. Protein is important because it provides the amino acids your body needs to build and repair muscle.
So, if you are looking for a convenient way to get your protein while you are working out, Danone HiPro is the way to go. With the Danone HiPRO you can enjoy a delicious, high-quality protein drink or yogurt that will fuel your workout and help you build the lean muscle you want.
The Danone HiPro can help with pre-workout and post-workout protein source. It contains no less than 25g of protein, so you will get all the essential amino acids your body needs to build and repair muscles.
With 25g of protein and 9 essential amino acids, this tasty range of products will keep you feeling energized and ready to go all day long.
Available in many different and convenient packaging, it is a super tasty and healthy snack!
With a 330ml package that makes it easy to carry around with you wherever you go, Danone HiPRO is an easy choice for anyone who wants to stay on top of their workout routine. Plus, it is lactose-free!
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We continue to provide professional, positive and nurturing experiences for all children in a safe and secure setting. We encourage learning and sensory-motor development according to the child’s individual needs through interaction with others and the environment.
The approach adopted at Early Years Education and Childcare has been inspired by that of the “Reggio Emilia”. This world famous model is decades old and has benn developed over the years by the very people who experience it: the carers, the teachers, the children and the parents of Reggio Emilia in Italy. It is an approach that sees the child as an individual with her or her own individual development that can be unleashed only by understanding the process and presenting contexts in front of the child by means of the “100 languages” in which the child already communicates with and thus aiding him or her to develop holistically and towards its full potential.
Children are central to this philosophy, and from birth are considered as competent, resourceful, curious, imaginative and inventive, with an innate desire to interact and communicate with others. Children grow and learn through interaction and relationships with others, including, parents, staff and peers in a friendly and welcoming learning environment.
The role of the carer is that of a learner alongside the children.
The carer is also a researcher, a resource and a guide in the children’s journey of discovery. Within this role the educator listens carefully, observes and documents the individual child’s and group’s work and growth, whilst provoking and stimulating thinking. Carers also reflect upon their own teaching and learning such that they engage in a process of continuously building up on previous experience. This allows them to stimulate the children to take the experience further.
All that we offer children at our childcare centres is only meaningful in the context of a healthy relationship between families and us. We encourage open and frequent dialogue and ensure that we address concerns as quickly and effectively as possible. We appreciate that parents are entrusting us with their precious children and expect us to treat them as our own. To emphasize, we believe that our childcare centre must be in partnership with families for a richer learning experience.
The “Reggio Emilia” approach refers to the environment as “the third teacher”. A great deal of attention is given to the look and feel of the places utilized by the children. Carers organise environments and spaces that are rich in possibilities and provocations, and that invite the children to explore and solve problems, often in small groups and using age-appropriate materials and tools.
Children’s work is documented and displayed. Children’s artwork, models, and collections that
children have made are displayed at both adults’ and children’s eye-levels and eventually inserted in each individual’s portfolio. We also communicate with parents on a daily basis, using a passwordsecured online portal (web application) where descriptions, observations, photos and videos of their child are shared. The app also supports a daily timed schedule of feeding, sleeping, toileting and nappy changing times of the children.
Our qualified childcarers interact with the children through the range of activities designed to cater for their physical, social, intellectual and emotional needs. The approach chosen for our childcare provision is in line with the Reggio Emilia experience, and thus there is no timetable of activities which is fixed in stone but these activities are more or less designed according to the needs of the child/ ren together with the events that may have been happening in the centre according to the season or the weather, for example. Importance is given to the actual twinning of these activities to the range of learning outcomes as set in an age-appropriate manner.
For an appointment to view the Centre please contact us on:
TEL: 2144 5758
The winner of the AIM Suggestion Scheme Competition held during Q4 2022 was Mr Jesmond Mifsud who was presented with a voucher for a weekend break at the Radisson Blu Resort & Spa, Golden Sands. Congratulations!
BIRTHS
Congratulations to Christian Magro (Delivery Person - FBIC) and his wife Marija Magro nee’ Baldachino on the birth of their son Matthias on the 21st November 2022
Congratulations to Nicolle Hatherley (Customer Care Clerk – Ecopure Ltd.) on the birth of her daughter Ayla on the 9th January 2023
MARRIAGES
Darko Miladinovic (Driver –FDS) married Kristina Petrovic on 25th February 2023
RETIREMENTS
Angelo Muscat, Skilled Craftsperson, on 30th January 2023
George Farrugia, Process Leader, on 13th February 2023
Antoinette Caruana, Group HR Manager and Company Secretary, on 2nd March 2023
JUST MARRIED
Submit your name and punch card number with your answers for the above competition to Nicholas Curmi, HR Department nicholas.curmi@farsons.com by the 31st May 2023.
Competition Winner – Issue Number 49
Employee Competition
Rosanne Altarhouni Borg –Sales Clerk FBIC
Children’s Competition
Adele Rossignaud
Congrats!
AIM is the Company’s suggestion scheme, giving employees a space to voice their ideas on how we can innovate and improve, thereby creating a continuous improvement culture.
The scheme is a clear example of our belief in empowering employees, listening to experts in their field so that they can also contribute to our LEAN Principles.
All employees are eligible to participate in the AIM Suggestion Scheme if their suggestion goes beyond what is expected of them in the course of their normal duties.
SUGGESTIONS MAY FOCUS ON:
• Savings
• Innovation
• Quality
• Environmental Impact
• Health & Safety
KEEP
THE SUGGESTIONS
• Lean Concept Improvements
