THE FORMIDABLE TEAM BEHIND THE FARSONS BEER FESTIVAL
WHAT IS THE WELFARE FUND ĦADDIEMA FARSONS?
The Welfare Fund Ħaddiema Farsons assists its members, financially or otherwise, in cases of long-term illness and medical treatment overseas, as and where applicable. This support may be extended to relatives in specially approved cases. It also supports the Farsons Group’s subscription to the Richmond Foundation’s services as well as CSR activities, amongst several other initiatives.
The Welfare Fund Ħaddiema Farsons has helped a number of employees,
and consistently continues to do so. Being a member will support some of your colleagues and maybe even yourself, should you ever need such assistance.
Eligible employees are those who are on a definite or indefinite contract, full-time, part-time or reduced basis.
With as little as €3.00 per month, if you were engaged with the company after 01 March 2016 (i.e. when the statute was revised), you can become a member of
the Welfare Fund Ħaddiema Farsons.
WHO CAN I CONTACT FOR MORE INFORMATION?
You can send an e-mail addressed to me at george. darmanin@farsons.com or the secretary of the Fund, Charles Briffa on charles. briffa@farsons.com. You may also contact the other members of the committee: Rachel Zammit Soler (CEB), Neil Lofaro (Dispense & Vending), Natalino Borg (Workshop), Joseph Mifsud (Workshop). For more information, you can also contact the HR Department.
The Cause for Applause STRIDE Recognition Awards
2023 offers us an opportunity to align our practices with the company’s values of Success, Teamwork, Respect, Integrity, Dynamism, and Excellence. Basically, anyone can nominate another person (including groups or teams but excluding SMB members) who embodies one or more of the company values.
Now, let’s discuss why we implemented this initiative. By aligning the awards with our core values, Farsons is fostering a thriving workplace environment which inspires us to achieve new heights of success. Celebrating those of us who behave strongly and consistently in line with our STRIDE culture reinforces the importance of these values.
Why is this important? Centring the awards on the STRIDE values makes the recognition programme a powerful tool for reinforcing and promoting the core principles that define Farsons. This strengthens our company culture and helps us understand and embrace the values that drive our success. Moreover, it increases our engagement and motivation as employees. When we see that the organisation genuinely recognises and appreciates behaviours and achievements that align with our values, it enhances our sense of belonging and purpose. Recognising individuals who exemplify the STRIDE values fosters a culture of engagement and motivation, as we are encouraged to embody these values in our daily work.
Another crucial aim is to facilitate cultural transformation. By refocusing the awards on the STRIDE values, Farsons is shaping
and transforming its organisational culture in a positive way. Publicly recognising individuals who consistently demonstrate the desired behaviours and values sets clear expectations and provides role models for us to emulate. Over time, this contributes to the development of a more cohesive and valuesdriven culture throughout the company.
Recognition is a powerful driver of performance. With this approach Farsons has established a direct link between exceptional performance and the core values of the organisation. This connection inspires us to strive for excellence, fostering a high-performance culture where we are motivated to go above and beyond to achieve outstanding results.
When we witness our peers being acknowledged and awarded for displaying the STRIDE values, it creates a positive reinforcement loop, encouraging us all to embrace those values and contribute to a more positive and productive work environment.
In today’s volatile work environment, we should not underestimate the extent to which employee recognition contributes to the attraction and retention of talent. A strong company culture that values and recognises employees based on our adherence to core values is attractive to top talent. When potential candidates see Farsons placing a high emphasis on recognising and celebrating employees who embody the STRIDE values, it signals a supportive and fulfilling work environment. This can help attract and retain talented individuals who align with the company’s values and contribute to its long-term success.
In conclusion, the annual Farsons Recognition Awards, Cause for Applause offer an excellent opportunity to reinforce the company’s core values and foster a thriving company culture. By refocusing the awards on the STRIDE values, Farsons is inspiring us to embrace these principles, creating a positive and productive workplace environment thus laying the foundation for continued growth, success, and employee engagement.
The period for nominations has now closed and the hard work begins; to identify those individuals and teams who deserve to be held up as role models for all of us.
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
In my position at Farsons, I have responsibility for HR, Health & Safety, Security and an element of Facilities Maintenance. These are very distinct operations that require different mindsets.
For HR, I feel that at the moment my most important role is to focus on retaining employees. In today’s world, with so many options available, it is not uncommon to feel that “the grass is greener elsewhere”. We need to ensure that “our greenery” is also very visible and emphasise the soul of this Group of Companies – where doing what is right is valued, where the contribution of each individual is sought, where managers are also effective leaders. In other words, while ensuring that our salaries and benefits are competitive, life at Farsons is truly deeper.
For Health & Safety, Security and Facilities, my role is to ensure that the necessary resources are available to perform our job
well. I formulate and adjust my ideas mainly by spending time going around our three locations, introducing myself to our employees and dedicating time to understand what they do and listening to their improvement suggestions.
In November 2022, Antoinette Caruana and I met during an HR Conference. I had known Antoinette for many years following a benchmarking discussion on employee surveys that we had had many years ago. We had developed a mutual respect as we both identified in each other a strong sense of ethics (the ability to do what is right), respect for ourselves and others, and the need to be fair in our actions. During this conference, Antoinette confided in me that she was retiring and that her experience at Farsons was overall challenging but hugely satisfying. She sowed
the seeds that would eventually encourage me to join the birthplace of Cisk Lager and Kinnie (among others).
I am slowly turning into a mix of my mother and father. I am patient and a good listener (like my father), I love gardening (mother), I love to get to know others (father), I enjoy physical exercise like pilates and swimming (father), I love walking (mother), I procrastinate to do home maintenance (father) – to the chagrin of my wife Daniela, my face gives away my emotions (mother), and I am careful with my money (both).
It is indeed gratifying to note the strong results we delivered – a clear demonstration of our resilience and commitment, with all companies within the group contributing.
We registered significant progress and a solid delivery with a record group turnover of €118.2 million, reflecting an increase of 28.8% when compared to the previous year, and 14.2% higher than our previously held record turnover of €103.5 million which was attained in FY January 2020, just before the onset of the pandemic. Likewise we registered a record pre-tax bottom line of €15.3 million, exceeding the previous record registered in FY January 2019 by 8.7%.
These results reaffirm our strong recovery shortly after a very turbulent and unprecedented period. This was predominantly achieved as a result of added focus on execution, better balancing out our scale with agility, and a step-up in both productivity and reach to market, along with ongoing investments in our brands. Encompassing all this, we adopted a pro-active approach to pricing, apart from continuous scrutiny of cost containment and more rigorous procurement to mitigate prevailing inflationary pressures. We also allocated our resources with greater focus and priority.
Going forward, and with the new financial year well underway, we need to focus on our performance as individuals and collectively as a group.
We are dependent on people that have the vision to see what must be done and the determination to have it done. We are only as good as the quality and capabilities of our people, so let us ensure we all uphold a positive and winning mindset.
In our journey of continuous improvements, we all need to fully recognise the individual role every one of us must play. We all need to contribute towards our efforts aimed at stepping up productivity along with further improving on our quality standards. Likewise, in becoming a better digitally connected enterprise, along with raising the bar on sustainability and responsibility as we embark on more ESG initiatives.
In today’s growingly volatile environment, we need to constantly scenario plan and identify the levers that we can pull at the right times. If we are just reacting to situations as they unfold, we are more likely to over-react or under-react. We therefore need to remain actively responsive
through ongoing measures and always striving to be more innovative, challenging a status quo whenever necessary.
We need to stay focused on seeking ways to build a stronger corporate culture oriented towards higher efficiency levels and further value creation. This requires the setting of aggressive, but nonetheless achievable, goals. All that is required from us continues to be demanding, yet it is well within our reach, and our achievements over the years are testament to this.
Whilst thanking all #teamfarsons for making these results possible, let’s stay focused on our performance to ensure we continue delivering the desired results.
With much appreciation for your work and commitment,
NormanART
BREWERY
Trident Park and The Brewhouse were both officially inaugurated on Wednesday 28th June with an opening ceremony attended by the Prime Minister, the Archbishop, and other dignitaries.
The ceremony marked the official opening of the €86 million Farsons brewery regeneration project which has seen one of Malta’s finest 20th-century industrial buildings transformed into a vibrant green office campus and world-class business destination.
Spearheaded by London-based ritchie*studio, led by renowned architect Ian Ritchie, in collaboration with Alex Torpiano’s engineering-focused Maltese practice TBA Periti, and celebrated
environmental physicist Doug King, the transformation of the iconic Art Deco site was inspired by Maltese palace gardens and the island’s vernacular buildings.
Opened 73 years ago, in June 1950, the original brewery is one of the first and finest examples of concrete-reinforced Art Deco buildings.
The redevelopment consists of seven lowdensity and low-rise terraced office blocks, all of which are intersected by landscaped generous gardens, courtyards and terraces.
While Trident Park, a €66 million investment, is a world-class office campus, The Brewhouse, a further €20 million investment, is a truly unique destination offering business facilities and a number of food and beverage
outlets, as well as a new brand store and brewery experience, all set against the beautifully restored industrial heritage of the original brewery building.
The project is also designed to meet the strictest of environmental codes.
It boasts a cuttingedge climate control system that utilises sustainable technology and architectural designs that maximise natural light while showcasing the site’s unique industrial heritage.
It has recently been awarded the BREEAM Excellent certification for sustainability.
Located in the heart of Mrieħel’s Central Business District, the project stands opposite the historic 17th Century Wignacourt Aqueduct.
The inauguration ceremony was attended
by some 400 guests and dignitaries, including the Hon. Prime Minister Dr Robert Abela, His Grace Archbishop Mons. Charles J. Scicluna, former prime minister Dr Lawrence Gonzi, the Leader of the Opposition Dr Bernard Grech, Members of Parliament, and several ambassadors.
Speaking during the inauguration ceremony, Farsons Group Chairman Louis A. Farrugia said that Trident Park and The Brewhouse are not just physical structures but also expressions of Farsons Group’s longheld values, traditions and commitment to excellence, quality and sustainability.
Mr Farrugia explained how Farsons Group had made a deliberate strategic decision not to utilise all of the site’s developable space, and
instead created a lowlying, terraced project which prioritises quality over quantity.
“Both The Brewhouse and Trident Park are truly marvellous spaces. We took risks but we were confident that this was the right path to take.”
“Looking to the future, I say, let this space be an incubator for change, and let future generations and the next entrepreneurial leaders look to this project as an example of what can be possible,” Mr Farrugia said.
Prime Minister Dr Robert Abela hailed the project’s innovative and aesthetic approach.
“When I am frequently asked if Malta should keep attracting investment, my answer is an outright yes. We need more investments like Trident Park and The Brewhouse,” he said.
Of particular note, he said, is the inclusion of industrial tourism through the brewery experience at The Brewhouse, which is an interesting new niche in Malta’s touristic offering.
Dr Abela also commended the sustainable approach taken in the regeneration project.
“I wish to congratulate you, Mr Farrugia, on this project,” said Dr Abela. “Your values, your vision and ability to recognise investment potential, and do so in a sustainable manner that not only enhances the growth of your company but also contributes significantly
to government’s and nationwide efforts to stimulate and foster prosperity.”
Mr Michael Farrugia, Director of both Simonds Farsons Cisk plc and Trident Estates plc, as well as deputy CEO of the Farsons beverage business, also addressed the gathering.
He said that the brewery site was always “much more than just a building but a symbol of our deep passion for brewing and brands, of our rich history and industrial heritage, our committed workforce and the community we proudly continue to serve. It is a building that stood the test of time to become a national and iconic landmark and part of the collective memory that has left an indelible mark on the lives of the thousands of workers who have worked within its walls, many of whom would have spent their entire careers working here.”
“Indeed,” Mr Farrugia continued, “that is what makes industrial heritage sites so worthy of conservation and regeneration, for they provide a window on our social and cultural past and house a certain soul that goes beyond the purely brick and mortar to act as markers of humankind’s progress or otherwise.”
Trident Estates Chief Executive Officer Mr Charles Xuereb described the project as a first for Malta, a project
aimed at attracting and retaining talent.
“As employers, we have come to understand that retaining employees has become ever more challenging. With that in mind, we have come up with an innovative approach to the overall work experience and environment,” Mr Xuereb said. “Our long-standing experience, nearly a full century old, has taught us that the quality of the work-space environment affects the overall working experience of employees and their performance, delivery, but most of all, their allegiance.”
Architect Ian Ritchie said that the combination of The Brewhouse and Trident Park has created a world-class business centre, not only because of the architecture and
the spaces within but also the environmental ambitions for the entire development.
“We hope that with this project, we have, together with our client and the construction industry here and in Europe, given the Maltese planning authority a benchmark of commercial development and architectural quality to which future planning can aspire to help ensure this island’s beauty for future generations,” Mr Ritchie concluded.
Simonds Farsons Cisk plc held its 76th Annual General Meeting physically after three years of remote meetings. The Company welcomed its shareholders to the newly formed Trident Park Conference Hall. Mr Louis A. Farrugia, Chairman of Farsons, said that the Group returned to reasonable levels of profitability in the financial year ended 31 January 2023 following the challenging period of the Covid-19 pandemic.
Profit before tax of €15.3 million was achieved as the Group generated a turnover of €118.2 million, an increase of 28.8% over the previous year’s figure of €91.8 million.
The Group reported that after a decade of careful planning and preparation it was thrilled to open the newly refurbished “1950” Brewhouse housing a number of food and beverage outlets as well as The Farsons Brewery Experience, illustrating a near century of history. The project has now transformed the non-productive space into a revenue-earning facility which is establishing itself as a landmark location.
Group Chief Executive Mr Norman Aquilina said that despite the macro-economic turbulence, Farsons Group delivered on its financial projections and achieved solid growth with an operational profit margin of 14.1% through cost containment measures and revision of work practices. He reported focus and commitment on the Group ESG responsibilities with progress made on waste management, water usage, renewable energy, and emissions reduction. Despite the significant challenges, Farsons Group is building on the momentum of the latest financial results and is taking on the future with renewed ambition and confidence in its strategy.
Further to the approval of the Financial Statements and the Directors’ and Auditors’ Reports for the year ended 31 January 2023, PricewaterhouseCoopers were reconfirmed as the Company’s Auditors. The Remuneration Report for the year ended 31 January 2023 was approved by way of an advisory vote. The shareholders also approved the Board of Directors’ proposal for a dividend of €0.11 per ordinary share of €0.30, representing a final net dividend of €3,960,000 to be paid to the shareholders of the Company registered on its Register of Members as at close of trading on 25 May 2023. The Board of Directors was also reconfirmed.
The official version of the Farsons Group Annual Financial Report can be found on its website www.farsons. com following its publication on the Malta Stock Exchange website.
Anew publication detailing the rich history and innovative transformation of the iconic Farsons brewery was launched on Tuesday 27th June with a discussion among leading architects about the project and the state of architecture in Malta.
Published by the UKbased publishing house Unicorn, the book, titled Renewal Architects: The Transformation of Farsons Brewery Malta, offers new insights into the design philosophy behind both The Brewhouse and Trident Park projects, both inaugurated on 28th June.
The two Farsons Group projects have transformed a key 20thcentury industrial site into a green office campus and business destination.
Architectural works were spearheaded by
ritchie*studio, led by renowned architect Ian Ritchie, in collaboration with Alex Torpiano’s engineering-focused Maltese practice TBA Periti and environmental physicist Doug King. Architects drew inspiration from Maltese palace gardens and the island’s vernacular buildings when transforming the Art Deco site.
In an opening address, Farsons Group Chairman Mr Louis A. Farrugia praised the project as “a masterpiece of form, light, shade, sustainability, and environmental engineering”.
Mr Farrugia said that he believed that The Brewhouse and Trident Park have “set a new standard for future projects to aspire to.” Leading architect Richard England introduced the event with high praise for the project.
“It’s a long time since I visited a building in Malta which made me smile,” he said. “Today I really did smile!”
Mr England said the low-lying Trident Park building and the regenerated 1950s Farsons brewery – an iconic example of an early reinforced concrete industrial structure – are powerful antidotes to Malta’s current trend towards high-rise structures.
Mr Ritchie, who has worked on world famous projects, including the Louvre Pyramids and Sculpture Courts and the La Villette Science City in Paris, the Reina Sofia Museum of Modern Art in Madrid, and the Dublin Spire, said that one of the major challenges of regenerating the original site was not knowing what lay beneath the surface of its concrete structures.
The book not only celebrates the history of the site, Mr Ritchie said, but also the journey of reimaging and reinventing the space.
Other speakers included academic, architect and TBA Periti director, Mr Alex Torpiano, Mr Michael Farrugia, director of SFC plc and Trident Estates plc, who led the transformative projects of The Brewhouse and Trident Park, and engineer, physicist and innovator Mr Doug King.
The discussion was moderated by Mr Paul Finch OBE, Founder and Programme Director of the World Architecture Festival, and former editor of the Architects’ Journal and Architectural Review.
Renewal Architects: The Transformation of Farsons Brewery Malta is available at the Farsons Brand Store for €40.
Logistics has always been one of the most challenging sectors. Its main goal is to meet customer requirements in a timely and cost-effective manner. Many people are involved in logistics, with everybody contributing his part to the smooth flow of the process as a whole. The team making up the Logistics Department are fully skilled, as required, and fully adhere to the principles and guidelines established by the company.
Goods are received from two main channels: Production and Imports.
The pallets pass through the conveyor system all the way from the Production Department directly to the Logistics Centre, where they are transferred to one
The four pillars of the Logistics Process are:
of the different storage locations available in the warehouse.
The second channel receives goods via imports. Here, one of our Logistics Officers checks the consignment against a transport receipt at unloading stage so that all the data regarding the shipment is gathered and inserted in the
WMS (Warehouse Management System) accordingly. Labels listing all the relevant data about the particular product are created and fixed to the respective pallet. The barcode system enables all pallets to be scanned and all movements are recorded in the WMS.
The pallets received through the two main channels are then transferred via the WMS system as a transaction movement and are stored in the designated area in the warehouse. There are mainly four different areas in the warehouse. Each product received directly from Production or Imports is stored in its dedicated area in the warehouse
together with several other products.
Our Warehouse Team, led by the Warehouse Co-Ordinator, oversees the task of transferring the pallets to their respective area. There are mainly two different stages involved after the receipt of the shipments. The first stage is collecting the pallet with the use of a reach truck and temporarily positioning the pallet in the Pick-and-Drop location. The
second stage involves a VNA (Vehicle Narrow Aisle) to collect the pallet from the Pick-andDrop location and position the pallet in its designated area, as mentioned above.
Among other tasks, the Warehouse Operations Officers ensure the replenishment of stock in “pick locations” so that stock is always available for picking that same day or the following day.
The orders that need to be distributed the following day are validated and downloaded by the Routing Team within the Logistics Department. Based on these orders, the routes are assigned by the Routing Team with departures being created per truck load. The next step is the creation of the pick sheets by our Logistics Clerks. These are then handed over to the Picking Team to pick accordingly.
The Picking Team picks in two different ways: by client (that is, the whole pallet is given to one client), or bulk (that is, a mixture of clients in one pallet). This involves going to each location and picking as required. This process involves speed coupled with attention to detail so that only the correct products are picked, as listed on the pick sheets.
Following this, the Logistics Clerks do another check to ensure that all cases are present. Anything found missing or extra is dealt with immediately to further enhance the efficiency and the performance, and increase the percentage of successful picking vis-a-vis requested orders.
Once checking is complete, the next step is to load the trucks so that the deliveries are made the following day, according to schedule. The Distribution Team within the Logistics Department will then take over the next phase of the Supply Chain.
introduċejna u qassamna din il-birra madwar Malta.
Ħamsa u erbgħin sena ilu żgur li ma daħallix f’moħħi li kont se nidħol naħdem ma’ Farsons Group bħala summer worker u nibqa’ hawn għal dan iż-żmien kollu.
Meta nħares lura nista’ nara kemm saru bidliet f’din il-kumpannija li llum inqisha bħala t-tieni dar tiegħi.
Meta dħalt naħdem ma’ Farsons Group kien għad għandi sbatax-il sena. F’dawn is-snin kollha kelli ħafna xogħlijiet differenti. L-ewwel xogħol tiegħi kien fl-istores, li konna nsejħulhom “talvojt”. Wara mort naħdem ma’ Wands Wines and Spirits. Meta l-Carlsberg daħlet għall-ewwel darba f’Malta, jien kont wieħed minn tal-ewwel, flimkien ma sieħbi Karmenu Bugeja, li
Wara dan mort naħdem ilBottling tal-Birra u tal-Minerali. Minn hemm mort il-Brewing Department fejn kien isir il-proċess tal-birra, fejn illum hemm il-Kettles. Hawn kont sibt verament familja oħra għax sħabi kienu kollha akbar minni u kienu jħobbuni qisni t-tifel tagħhom għax kont l-iżgħar fosthom. Hemm jien tgħallimt ħafna.
Peress li jien kont Reliever kelli l-opportunità naħdem f’ħafna dipartimenti differenti, bħall-Fermentation, il-Brew House, il-Kantina u ċ-Chillers. Konna naħdmu u ngħinu lil xulxin għax l-għan tagħna kien li jkollna birra ta’ kwalità tajba. Konna kburin bix-xogħol li nagħmlu u bil-kumpanija tagħna. Illum sħabi kważi kollha ta’ dawk id-dipartimenti ħallewna, imma f’qalbi ħallewli memorji sbieħ ta’ kemm iċċajtajna flimkien, ħdimna, kilna u anki bkejna flimkien.
Esperjenza kera li kelli kienet meta darba minnhom dħalt għax-xift ta’ billejl, u wara xi tliet sigħat ċemplet il-mara ta’ wieħed minn sħabi li kont biddilt biex tgħidilna li dan seħibna kien ħalliena.
Esperjenza żgur mhux daqshekk kera kienet meta bagħtuni naħdem il-Kettles –fejn bdejt nimmaġina li se nsib lil sħabi kollha fuq xogħolhom inaddfu l-borom u jippreparaw xi tisjira birra!
Aktar tard intgħażilt bħala driver tas-Sur Gera fejn kont għamilt sentejn. Għamilt żmien ukoll naħdem ir-Raw Material
Stores u fil-Workshop. Hawn jien irrealizzajt li fil-ħajja dak li tiżra’ taħsad għax meta kont żgħir kont ngħin lil sħabi li kienu akbar minni u meta kont il-Workshop kont jien li sibt l-għajnuna ta’ sħabi għax issa jien kont l-anzjan fosthom! Ta’ dan nixtieq nirringrazzja lil sħabi kollha tal-Workshop.
Wara dawn iddipartimenti kollha spiċċajt fejn ninsab illum, jiġifieri fid-dipartiment tal-Human Resources bħala Messenger Driver. Hawn jien ninsab tassew kuntent bilmanagement, bi sħabi, kif ukoll bix-xogħol li għandi.
Matul dan iż-żmien kollu li għaddejt naħdem f’din ilkumpanija rajt bidliet kbar. Ta’ dan nixtieq nirringrazzja lis-Sur Louis Farrugia għall-viżjoni kbira li kellu, flimkien mad-Diretturi. Din il-viżjoni llum qed tissarraf fis-suċċessi kbar li Farsons Group qed jagħmel. Jekk Alla jrid ma tantx baqagħli biex nieħu BTB (il-Bieb ta’ Barra). Forsi wkoll ikolli l-grazzja li ngawdi l-fażi li jmiss tal-ħajja.
Grazzi ħafna lil kulħadd!
FRANKIE GALEA
I have just completed my Bachelor of Science (Hons) in Home Economics at the University of Malta. During the third year, students are required to carry out a 24hour placement within a business or retail setting. I feel privileged to have been given the opportunity to undertake this placement at Simonds Farsons Cisk plc, specifically within the Human Resources (HR) and Logistics Departments. Throughout the period of this placement I was under the supervision of Ms Rosette Thake, Talent Development Manager, Group Human Resources. I had the opportunity to shadow personnel on various tasks, including the Third Country Nationals (TCNs) Onboarding Process and the Payroll Process, logistics administration tasks, and Ecopure® telesales. I was also given a tour around the production areas of the company, the warehouse and the loading bay. The sessions I enjoyed the most were the Employee Engagement Workshops and the tours within different sections.
Through the former I became more aware of the importance of employee engagement and communication, and how these processes can contribute to a positive work environment. The tours helped me to gain a better understanding of the processes involved in producing and packaging beer, and the importance of quality control and safety measures in the manufacturing industry. This placement was a very positive and enriching experience for me. It strengthened the important skills needed both in everyday life and in the workplace, including communication skills, organisational skills, team-work skills, selfconfidence, time management, and a better idea of good self-image. I also had the opportunity to apply my Home Economics knowledge and skills in a practical setting.
Apart from these skills, I increased my knowledge on entrepreneurship and gained insights into the various processes involved in running a large, well-known, reputable business like Simonds Farsons Cisk plc, especially with regards to the Human Resource and Logistics units.
In conclusion, this placement with Simonds Farsons Cisk plc has helped me appreciate how much work and dedication there is behind the scenes before the actual delivery and consumption of a product. It was also an opportunity for me to obtain first-hand practical experience of what is taught in Home Economics, as well as to broaden my knowledge of what future job opportunities I could have as a Home Economist. In terms of future development and practice as a potential entrepreneur, the placement experience highlighted the importance of attention to detail, effective communication and teamwork, commitment to continuous learning and development, as well as building trust and loyalty with customers.
This placement would not have been possible without the support and guidance of the personnel at Simonds Farsons Cisk plc, for which I am deeply grateful.
CAN YOU TELL US WHERE YOU ARE FROM AND ABOUT YOUR BACKGROUND?
My name is Midhun Narayanan and I am from Kerala, India. I work as a Mechanical Engineering Graduate with a Diploma in Automobile Engineering. I have been in Malta since September 2022 and joined Simonds Farsons Cisk in February 2023.
CAN YOU TELL US ABOUT SOME OF THE CULTURAL DIFFERENCES YOU HAVE EXPERIENCED BETWEEN YOUR HOME COUNTRY AND HERE IN OUR COMPANY? One of the cultural differences between companies in my home country and in Malta is that in India most of the duties and responsibilities fall on men, whereas in Malta duties and responsibilities are shared between men and women working together. Besides, in India all workplaces feel like family and workers help each other a lot, whereas in Malta one has to find his own way – although this is something that helps you develop your self-growth and selfconfidence. Regarding safety at the workplace I think that it is much stronger here than in India.
HOW HAVE YOU ADAPTED TO THE COMPANY’S CULTURE SINCE YOU STARTED WORKING HERE?
I adapted to the company’s culture by trying to learn its policies and its working methods. I had the opportunity to start my career as a trainee technician at Farsons and I have been trained by my process leader who does his utmost to help me develop my practical knowledge, although I must say that all my colleagues have supported me well and helped me settle down to the day-to-day work.
HAVE YOU FACED ANY CHALLENGES IN ADJUSTING TO THE COMPANY’S CULTURE, AND HOW DID YOU TACKLE THEM?
The main challenge that I had to face in this company was adapting to a fully automated environment rather than manual techniques and processes – although my current process
leader has been of great help and taught me how to tackle the work with greater ease and confidence.
HOW DO YOU SEE YOUR CULTURAL BACKGROUND AS AN ASSET IN YOUR ROLE, AND HOW CAN IT BENEFIT THE WORKPLACE?
In Malta the native language is Maltese but most of the workers here speak English, and this is indeed an asset to me. My educational background and my personal interest in the technical field will be a benefit at the workplace.
HOW DO YOU APPROACH WORKING WITH COLLEAGUES FROM DIFFERENT CULTURAL BACKGROUNDS?
Colleagues from different parts of the world have helped me to understand different work environments, different work techniques and different cultures.
CAN YOU TELL US WHERE YOU ARE FROM AND ABOUT YOUR BACKGROUND?
I come from a land not so far away, Sicily, and specifically from Palermo, a land as beautiful as it is bitter, where everything is possible but where nothing is certain.
CAN YOU TELL US ABOUT SOME OF THE CULTURAL DIFFERENCES YOU HAVE EXPERIENCED BETWEEN YOUR HOME COUNTRY AND HERE IN OUR COMPANY?
Despite the populations that have alternated in the various dominations in Sicily and who have influenced our culture, I can say that in my country unfortunately there is still no equality and parity, and therefore “cultural differences” are seen as a disadvantage.
On the contrary, the multiculturalism that reigns in Malta makes it a freer country. Farsons, even if for the majority “populated” by Maltese citizens, reflects the mentality of the country, welcoming people of different nationalities with an open mind, appreciating “diversity” as an advantage.
HOW HAVE YOU ADAPTED TO THE COMPANY’S CULTURE SINCE YOU STARTED WORKING HERE? HAVE YOU FACED ANY CHALLENGES IN ADJUSTING TO THE COMPANY’S CULTURE, AND HOW DID YOU TACKLE THEM?
For me the adaptation process in the company was easy and natural. I consider myself a person who has no mental restrictions. Having
The La Sirena Partenope Trophy is awarded at the Naples Cinema Capital Festival. The nominees for the La Sirena Partenope for the 2023 were selected from among numerous film productions and other artists for the years 2022-2023.
The artists included actors, singers, producers, music video creators, photographers, scene designers and costume designers. The Adjudicating Commission, under the direction of Don Backy, was made of Vlady Valentino, Vincenzo Capasso, VMA Productions Director, and Alfonso Gemito.
The event was attended by numerous well known performers, including this year’s winners of the Italian edition of The Voice Kids, Eva Henger, Maurizio Mattioli, Fausto Leali, Davide Marotta and others.
Rodianne Spiteri, a student at The Voice Lab Malta, under the direction of Ms Claudia Magrin, won the award for her expressiveness and originality from among other artists from across Europe.
RODIANNE SPITERI ADMINISTRATIVE ASSISTANT
the possibility to work in a Maltese company and with most of the colleagues being Maltese makes me feel even more part of the community –without forgetting the fact that people of other nationalities also work in the company and which makes life here even more interesting.
HOW DO YOU APPROACH WORKING WITH COLLEAGUES FROM DIFFERENT CULTURAL BACKGROUNDS?
I am a person who does not have any kind of prejudice. The “new” and the “different” fascinate me. I think it is something that helps us to grow and improve our knowledge and ability to adapt and coexist.
Simonds Farsons Cisk recently hosted 2 young people following programmes at Aġenzija Żgħażagħ, who spent time working in our Inventory Department and General Stores. This is what they had to say at the end of their time with us:
E.S.:’’Jien Eman Agius. Kelli esperjenza ta’ xogħol għal sitt ġimgħat ma’ Farsons. F’din l-esperjenza tgħallimt affarijiet ġodda u għamilt ħbieb ġodda. Nixtieq ħafna li l-quddiem inkun impjegat magħhom. Grazzi ħafna.’’
Z.S.: ‘’Kienet esperjenza sabiħa u għamilt ħbieb ġodda. Ma kontx naħseb li dan ix-xogħol ser jgħinni noħrog millqoxra tiegħi u nsir iktar kunfidenti.’’
FRESH FRUIT FOR ALL EMPLOYEES
QUARTELY FOOD DRIVE IN AID OF YMCA AND FOOD BANK
WEARING YELLOW FOR ST MICHAEL
Retirement is the time when one leaves behind their working-life. For some it cannot come soon enough; others wish it never would. Whatever one’s perspective, retirement is a time of change, and change can be difficult.
With this in mind the Learning and Development Team organised a pre-retirement course for those planning to retire within the next year or so. Participants discussed how to prepare oneself for a different lifestyle; ways to stay physically and mentally active and healthy; winning over loneliness and seeking social support; and picking new hobbies. The programme also included a session by a representative of the Social Security Department which discussed pensions and other benefits.
EMPLOYEE ASSISTANCE PROGRAMME (EAP)SESSIONS BY CARITAS ON ANGER MANAGEMENT AND HEALTHY RELATIONSHIPS
EMPLOYEE ASSISTANCE PROGRAMME (EAP)SESSIONS BY HEALTH PROMOTION DEPARTMENT ON MENTAL HEALTH
HEALTH, FIRE & SAFTEY AND NOISE AWARNESS COURSE
ALL EMPLOYEES VISIT THE FARSONS BREWERY EXPERIENCE
DANIEL MIFSUD, FOOD SAFETY MANAGER
Food safety is a fundamental aspect of our daily lives as it directly affects every person’s health and well-being. A food safety culture encompasses the values, attitudes, and behaviours within an organization or society that prioritize the safe handling, production, and consumption of food. In this article, we will go through the benefits of cultivating a robust food safety culture.
The primary objective of a food safety culture is to protect public health by preventing food-borne injury. Food-borne hazards have the potential to cause severe health complications, ranging from gastrointestinal distress to long-term organ damage or choking to outright death. A strong food safety culture allows the appropriate behaviours and
attitudes that minimize the risk of contamination to flourish. This allows the risk of transmission of harmful pathogens (or any type of hazard for that matter) to be significantly reduced, hence safeguarding the health and well-being of consumers.
A strong food safety culture contributes to enhancing consumer confidence. When individuals have trust in the safety and quality of the food they consume, and therefore peace of mind, this will directly reflect in the establishment’s bottom line. Employing effective food safety practices demonstrates a commitment to consumer welfare, leading to increased loyalty and positive brand reputation. Transparent communication regarding
food safety protocols, regular inspections, and proper labelling build trust, fostering long-term relationships between consumers and their food.
Food-borne hazards have substantial economic consequences for both individuals and the food industry as a whole. When outbreaks occur, public health authorities must allocate significant resources to investigate and contain the source of contamination. Businesses involved may suffer severe financial losses due to recalls, lawsuits, and reputational damage. Additionally, affected individuals may incur medical expences and lost time off work. By nurturing a food safety culture, organizations can proactively prevent contamination incidents, minimizing the economic impact on all stakeholders.
A robust food safety culture supports compliance with regulations and industry standards. Governments, international organizations and the company itself establish guidelines and regulations to ensure the safety of food. Organizations that prioritize food safety culture are better equipped to meet and exceed these standards, protecting themselves from legal and regulatory consequences. Compliance is not only a legal
obligation but also demonstrates a commitment to maintaining high standards of safety and quality, fostering an environment of continuous improvement.
Fostering a food safety culture encourages collaboration and knowledge-sharing within the food industry. Sharing best practices, lessons learned, and emerging research allows for the adoption of innovative solutions to address food safety challenges collectively. By working together, the industry can develop more robust preventive measures, identify emerging risks, and respond swiftly to incidents, ultimately benefiting public health and safety.
An essential aspect of a food safety culture is the empowerment of employees.
Training programmes and ongoing education ensure that employees possess the necessary knowledge and skills to produce food safely. When employees understand the role they play in maintaining food safety, they become proactive in identifying and addressing potential hazards. The ‘why’, therefore, is as important as
the ‘how’. A supportive work environment, where employees feel comfortable reporting concerns or suggesting improvements, fosters a sense of ownership and responsibility. Empowered employees contribute significantly to preventing food-borne injury and maintaining the integrity of the food supply chain.
In conclusion, therefore, nurturing a robust food safety culture is of paramount importance for protecting public health, enhancing consumer confidence, and ensuring the sustainability of the organization. By implementing comprehensive food safety practices, organizations can mitigate the risk of foodborne hazards, promote consumer trust, and reduce the economic impact of outbreaks. Collaboration, knowledge sharing, and employee empowerment are vital components that contribute to continuous improvement in food safety. Together, we will keep working to create a culture that prioritizes the safe production and distribution of our products, ensuring the wellbeing of the communities that we serve.
Malta’s award-winning, iconic beer brand Cisk has recently launched a new, bold and vibrant branding for its main brand Cisk Lager and its low-carb variant Cisk Excel with the newly designed cans and bottles beginning to appear on supermarket shelves and in popular bars and kiosks across Malta and Gozo.
This launch marks the initial phase of a longer-term project which has been in the making for some time and which has been developed through a detailed process of market research, strategy and creative thinking, in collaboration with bluemarlin, the renowned UK-based agency. From the vibrant and warm colours to the newly modelled stallion proudly rearing up above the Cisk word mark, all elements of the new branding build on a history and legacy to be proud of, placing Malta at its core and looking to the future with confidence.
Cisk, the flagship brand of the Farsons Brewery, was born in 1929 and has gone on to play a definitive role in the local beverage industry. First brewed by the Scicluna family in a predominantly wine-drinking culture, the market soon started to embrace the beauty and love of beer.
“We have come a long way since the launch of Cisk in 1929,” said Susan Weenink Camilleri, Head of Sales & Marketing at Simonds Farsons Cisk plc. “Today brands play a huge part in our consumers’ lives. Following this
brand upgrade, the Cisk ‘look and feel’ and imagery have been modernized and are making a bigger, bolder statement, ready to take on the 21st century.”
Ms Weenink Camilleri continued thus: “The modernised Cisk brand identity comprises many elements, all working together to create something greater. From the subtle and unassuming use of the widely recognised and respected Maltese Cross to the bold red lettering used in the word mark, each element has been carefully considered and crafted to communicate our provenance and our brand identity, and aligned with our strategy.”
The new identity is locked into place with the signature of “iċCisk”, John Scicluna.
Today Cisk is brewed in a state-of-the-art brewery. As longstanding independent brewers, the Farsons Brewery remains committed to the family traditions and heritage that have sustained the brand all these years.
The original Cisk Lager beer is a golden-coloured, bottom-fermented lager with a distinctive and well-balanced character. Its rich hop aroma and pleasant bitterness have made it the natural choice and thirst quencher for beer drinkers who want to savour the original brew which always has been and continues to remain faithful to its recipe of 1929.
The Cisk family also includes Cisk Excel, a low-carbohydrate lager; Cisk 0.0, an alcohol-free lager; Cisk Pilsner, a premium pilsner brewed to exacting
specifications using only the finest Pilsen malt and Noble hops of the Saaz variety; Cisk Export, a smooth-tasting premium lager with a light golden colour; Cisk Strong, a strong premium lager with an increased alcoholic strength; and Cisk Chill, in a range of flavoured beers.
The portfolio has won several major international awards over the years, with the latest coveted recognitions being awarded to Cisk 0.0 at the International Brewing and Cider Awards 2021, as well as to Cisk Export and Cisk Excel at the International Beer Challenge 2021.
ango is loved for its smack of fruity flavour and unique sharp ‘tang’. Since the late 80’s and 90’s, the brand has gained attention in the UK for disrupting the soft drinks market with its bold attitude and controversial advertising.
Today, this Britvic-owned brand has become a true British icon that has doubled in size over the last 5 years, becoming the fourth largest brand in the fruit-flavoured carbonates category. Tango continues to drive relevance through its irreverent humour and personality. With this and their great tasting drinks, Tango is a symbol for youth culture and the destination brand for many UK teens.
Tango is launching in Malta with flavours including Tango Orange original and other sugar-free variants, such as Apple, Paradise Punch and Dark Berry, all in 500ml PET. These flavours will tickle the tastebuds and deliver the ultimate taste in tangy refreshments.
Tango is imported, marketed and distributed by Farsons Beverage Imports Company (FBIC) Ltd, a member of the Farsons Group, and is available at all leading outlets or from www.farsonsdirect.com.
As part of our Corporate Social Responsibility and in celebration of Pizza Hut’s 30th Year Anniversary, on the 12th of May we teamed up with Nature Trust Malta and collected any garbage surrounding the area of Ballut ta’ Marsaxlokk Nature Reserve to protect and preserve our environment. In addition, we also collected donations for the non-profit Nature Trust Association, that works to protect and conserve our natural resources.
The day kicked off with an inspiring introduction, emphasizing the importance of cleanliness and its
We are thrilled to share the incredible success of our recent team building event at Mdina held on the 24th of May which was organised by the HR Team. At Food Chain, we recognize the immense value of fostering a collaborative and harmonious work environment. Our team building event was designed to bring our talented employees together, strengthen connections, and enhance productivity within our organization.
In line with our commitment to employee well-being, we incorporated a treasure hunt that challenged our team members physically, mentally, and creatively. The event provided opportunities for individuals to showcase their unique talents, skills, and problem-
impact on the environment. We divided into teams and assigned different areas or tasks, such as picking up litter and clearing the area. Throughout the day, we collaborated, engaged in meaningful conversations, and strengthened our bonds as colleagues. It was amazing to witness the collective effort and the positive energy. We are proud of our contribution to the environment and the stronger sense of community that emerged from this shared experience.
solving abilities. Collaborative challenges fostered effective communication, decision-making, and teamwork, highlighting the strengths and talents of each team member. We firmly believe that a strong team is the cornerstone of any successful organization.
We extend our gratitude to all
upon the momentum generated
foster a culture of teamwork and
If you’ve tried it, you know it. Smoothies are becoming more and more desirable now that summer is approaching. Refreshing, delicious and, of course, also very healthy.
The best breakfast in Malta on a hot summer morning is often accompanied by a cool smoothie made with fresh fruit. The delicious taste, together with a lot of health benefits, make it an awesome summer treat for your mind and body. Smoothies not just cheer up your senses but also let you beat the heat in Malta.
Via Nature – a nutritious breakfast that gives a good start to your day. It gives you energy to keep going all day long. In summer, people around the world look for ways to blend flavour and good nutrition together, and get relief from the scorching heat. Having smoothies with breakfast every day can surely pave the way to good health and enjoyment throughout the hot season. This blog post brings you some benefits of having smoothies to make the most of this summer.
Via Nature has a number of health benefits and are perfect for all the family. Find them in all leading retail outlets.
• Smoothie Helps You Lose Weight
• Prevents Dehydration
• Makes You Feel Full
• Controls Cravings
• Aid In Digestion
• Source of Antioxidants
• Enhances Immunity
• Boosts Brain Power
The Junior Achievement Malta (JA Malta) Awards Night was held at the University of Malta on 20th May. Joseph Camilleri, Farsons Group Head of HR, presented the Farsons Ready for Work Award to “Colori” – a team made up of students from Verdala International School, Pembroke.
Farsons is a founding member of JA Malta (previously known as Young Enterprise) and a proud sponsor of this entrepreneurship programme.
My distance learning journey with the University of Leicester’s MSc in Human Resource Management and Training has been a profound learning experience. By pursuing this programme part-time, while working full-time, I have not only expanded my understanding of HR management but also honed my time management and organisational abilities. Despite the challenges of balancing work and studies, I have gained invaluable knowledge and skills that have significantly enhanced my professional growth.
Through this programme, I have gained a comprehensive understanding of human resource
management theories, practices, and strategies. I have developed strong analytical and problem solving skills that I can apply directly to my current role. Furthermore, the programme’s emphasis on training has equipped me with the ability to foster a culture of continuous learning within my organisation.
The support of my family and colleagues has been instrumental in my success. They understood the demands of my studies, allowing me to manage my workload effectively. I am also appreciative of the support given by Farsons Group through the study subsidy scheme and by providing flexible working arrangements.
BENJAMIN GRECH’S PERFORMANCE
Opening Doors Association is a nongovernmental voluntary arts organisation that provides opportunities for adults with intellectual disabilities.
The HR Department recently surprised Benjamin Grech, a valued member of the teamturning up to support him during this year’s performance hosted by Opening Doors, showcasing the work developed by the artistic leaders and trainees.
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
• Lean Concept Improvements
• Health & Safety
When filling in the form, provide as much detail as possible. You can submit your form either by sending it via e-mail to nicholas.curmi@farsons.com or via internal mail addressed to the attention of: Nicholas Curmi, HR Department.
BIRTHS • Joseph Borg Bezzina Delivery Person –Baby boy Karist 22/03/2023 • Frank Ruggier QA Technician and his wife Ritianne Ruggier – Baby Girl Cataleya 20/12/22 RETIREMENTS • Andrew Aguis 05/04/2023 • Bernardette Maria Portelli 18/01/2023 • Lawrence Darmanin 20/06/2023 • Karl Borg 28/01/2023Send us a selfie taken at The Pepsi Challenge stand at The Farsons Beer Festival (more info on pages 16-17) to participate.
One lucky winner of the Employee Competition will be drawn at random from all submissions and will be entitled to a €25 allowance, added to their Employee Benefits Card.
Send in a photo of your child/ren at The Children’s Area at The Farsons Beer Festival (more info on pages 16-17) to participate.
Submit your name and punch card number with your photo/s to Nicholas Curmi, HR Department nicholas.curmi@farsons.com by the 28th February 2023.
Competition Winner – Issue
Number 50
Employee Competition
Kevin Grech, Finance
Executive FBIC