At a Board meeting of the directors held last Wednesday the Directors resolved to spin-off our two food companies namely, Food Chain Ltd and Quintano Foods Ltd, into a new entity to be owned by a separately listed Group named Quinco Holdings plc
This strategic decision has been long in coming and as already explained in previous years is intended to ensure that the food business can grow and prosper under a separate plc structure to be governed by a separately accountable board of directors
In this way your Board of Directors feel that the full potential of our food business namely, our quick service franchised restaurants and food import company, can be realised over the medium to long term and to the benefit of all stakeholders.
To help achieve this objective a brand new €20 million logistics centre is currently being constructed at Tal Handaq which is due for completion by June 2026 Both of these companies will therefore move their operations to this new site around this time
Quinco Holdings plc will be chaired by Norman Aquilina, as Executive Chairman, who will be concluding his term as CEO of SFC on 30 June 2026 and concentrating his energies to this new venture I have every confidence that this project will be a profitable one for all stakeholders.
APPOINTMENT OF CEO DESIGNATEOF SIMONDS FARSONS CISK PLC
Simultaneously, the Board is pleased to announce the appointment of Michael Farrugia as CEO designate of Simonds Farsons Cisk plc with effect from 1 October 2025. Michael will formally assume the role of CEO on 1 July 2026
Michael joined Farsons in 2006 and brings with him extensive experience within the beverage business His most recent role as Deputy CEO (Beverage Business) has enabled him to gain valuable insight into the operations of the business, deepening his understanding of the industry’s complexities and challenges This experience will serve him well in leading the business forward in the years ahead
I wish both Norman and Michael every success in their new roles
Louis Farrugia Chairman
26 September 2025
BY MICHAEL FARRUGIA -
CHIEF EXECUTIVE
SHAPING OUR FUTURE TOGETHER: A MESSAGE FROM THE CEO-DESIGNATE
Strengthening Our Foundations as We Embrace the Road Ahead
As I step into the role of CEO-designate, I want to begin by expressing my heartfelt gratitude Having spent the past twenty years working
across this brewery, I have been fortunate to learn and grow alongside many of you, and to witness firsthand the dedication and commitment that define our culture. I do not take this next step for granted. It is a privilege one I hold with humility and a deep sense of responsibility.
It is a privilege one I hold with humility and a deep sense of responsibility
Looking ahead, I am genuinely excited about the journey we will continue to shape together Our future success will depend on how well we collaborate across teams, how openly we communicate, and how effectively we combine our diverse talents. When we operate as one company, coordinated, cross-functional, and united there is little limit to what we can achieve.
T
A key part of our path forward will be the ongoing transformation to become a leaner, greener, and more digital organisation:
Shaping Our Future Together Through Collaboration
and Transformation
• Leaner:
We will focus on simplifying processes, improving efficiency and eliminating waste across the entire value chain from grain to glass. Lean is not just about cost; it is about creating clarity, speed, and excellence in everything we do. Achieving this requires strong collaboration and a shared mindset of continuous improvement across all departments
Lean is not just about cost; it is about creating clarity, speed, and excellence in everything we do
• Greener:
Sustainability must underpin our longterm competitiveness. We will continue strengthening our environmental
performance by reducing energy use, minimising water consumption, cutting emissions, and driving circularity This is not only the right thing to do it is what our consumers, partners, and future generations expect from us
Sustainability is at the heart of our future reducing impact today to protect our planet for generations to come
• Digital:
We will embrace modern tools and data-driven decision making to improve planning, visibility, quality, and customer service. Digital is the enabler that makes us faster, more reliable, and better connected. It breaks down silos, supports cross-functional teamwork, and helps us operate with greater precision to deliver excellent customer service.
Digital and lean ways of working make us faster, smarter and more connected —delivering excellence across every process
A M : TOGETHER EVERYONE ACHIEVES MORE
Nurturing Our Brands and Empowering Our People for the Next Chapter
At the same time, our mission remains deeply tied to the brands we have been entrusted with We are custodians of some of Malta’s most
iconic names, and it is our responsibility to continue nurturing and strengthening those brands, honouring their heritage while ensuring their relevance for the future. We must also be bold in our ambition to take our brands beyond our shores, building an international presence that showcases the quality of Maltese brewing and products to the world. Our brands deserve nothing less.
As custodians of some of Malta’s most iconic brands, it is our responsibility to honour their heritage while ensuring their relevance for the future—and to be bold in taking them beyond our shores, sharing the quality and pride of Maltese brewing with the world
In the months ahead my focus will be on building my team while listening, learning and deepening my understanding of how we can better support one another Strengthening communication, driving alignment and reinforcing teamwork across the organization will be essential to driving our next chapter of continued growth and excellence.
By listening learning, and strengthening teamwork, we will align our efforts and support one another to achieve continued growth and organizational excellence
It is a privilege to take on this responsibility. I am inspired by what lies ahead and confident in what we can achieve locally and internationally as one team working towards a leaner, greener, and more digital future.
As one team, we have the opportunity to drive growth innovation, and sustainability, shaping a future that is leaner, greener, and digitally empowered
Thank you once again for your continued commitment and support. The journey ahead is ambitious and exciting, and I’m honoured to walk it with you all
Michael Farrugia – CEO Designate, Simonds Farsons Cisk plc
Michael Farrugia was appointed CEO Designate of Simonds Farsons Cisk plc on 1 October 2025 and will formally take up the role on 1 July 2026 Having joined Farsons in 2006, Michael most recently served as Deputy CEO (Beverage Business) gaining extensive operational insight and deep industry experience. He is well-positioned to lead the company forward, combining a respect for its heritage with a focus on growth, innovation, and international expansion.
T E A M : TOGETHER EVERYONE ACHIEVES MORE
BY TONIO MIFSUD
HEAD OF HR
EMBRACING LEGACY, SHAPING THE FUTURE
A New Chapter for Farsons Group and Quinco Holdings plc
Farsons Group’s legacy has long shaped expectations across our organisation The Board of Directors has recently taken the bold decision
to spin off the Food business, with Quintano Foods and Foodchain Limited becoming part of the newly listed Quinco Holdings plc as from 6th October 2025. As our Chairman highlighted during the Farsons AGM the Board is confident that this reorganisation will allow each business
Our strong legacy fosters pride, identity, and confidence it gives employees a sense of belonging to something proven and enduring
to pursue focused growth under distinct leadership. Just as the 2018 spin-off of Trident Estates plc proved to be a success, we are confident that this newly formed company will also thrive.
At the same time, this moment presents an important opportunity for us- as the
Farsons Group—to reflect on who we are, the purpose of the business we continue to operate, and the values that unite us Our strong legacy fosters pride, identity, and confidence It gives employees a sense of belonging to something proven and enduring Yet, legacy can also anchor expectations in what has worked in the past rather than what will work in the future.
Legacy can anchor expectations in the past; clarity about our direction empowers us to embrace change and seize new opportunities
When expectations are shaped too heavily by history we need greater clarity about where we are heading clarity that empowers us to adapt embrace change, and build the momentum needed to face today’s challenging market We cannot allow past achievements to overshadow emerging realities: new markets technologies and evolving consumer behaviours Our leaders, Norman Aquilina current Group Chief Executive
and Michael Farrugia, as designate Group Chief Executive will in the coming months continue strengthening communication, driving alignment and reinforcing teamwork across the organization
Looking ahead, our focus must be on reimagining our legacy as a powerful foundation for progress - not a barrier to change.
The reorganisation allows each business to pursue focused growth under distinct leadership, just as past spin-offs have proven successful
Together through collaboration and shared purpose, we can build the future our organisation deserves.
I wish everyone both at Farsons Group and Quinco Holdings plc, the best of the coming Festivities, the best of Health and peace.
Together, through collaboration and shared purpose we can build the future our organisation deserves ”
T E A M : TOGETHER EVERYONE ACHIEVES MORE
STRENGTHENING OUR FOOD SAFETY CULTURE: LESSONS FROM THE AIB AUDIT
by Daniel Scicluna - Head of Quality and Product Development
Progress in Food Safety Culture:
From improvements in our food safety culture across all tiers of employees, as clearly identified in this year ’ s Food Safety Culture Survey, to the successful completion of all food safety audits, we are on the right path in our never-ending quest for food safety and quality excellence. The journey remains long and challenging, which is why we must double down and keep pushing
Understanding the AIB Audit:
In August, we underwent the AIB audit. For the new team members among us the AIB audit is a food safety inspection-based audit subcontracted by PepsiCo to assess our level of food safety awareness and the effectiveness of our systems in preventing food safety issues and ensuring we remain in control
Results and Key Learnings:
Although we obtained a passing score of 825, this was lower than last year ’ s result (850) and below our internal target of 900, despite the considerable effort and resources invested The improvement from last year was tangible even though the score does not reflect it. This demonstrates that our rate of progress must exceed the rate at which standard expectations increase in order to close the gap The main issues were of a reporting nature instances that, with more awareness and personal initiative, could have been resolved on time
This shows that we need to do more to nurture a stronger reporting culture While each auditor has his or her own focus, and it is natural to see shifts when the auditor changes (this year we had a new AIB auditor who brought a different focus), the principles we align with always remain the same.
Seasonal Challenges and the Need for Vigilance:
We recognise that even with robust systems in place that have given us good results in the past, the summer months in Malta present both environmental and production challenges, as elevated peak season demands place significant pressure on our resources Nevertheless, we must put in more effort to remain in control, even during high-throughput months Various corrective actions have been introduced to improve our current systems. Still, the main message to all employees is this: please remain aware of your surroundings and immediately report anything that could affect product quality safety legality, or authenticity This is what food safety culture is about: being engaged and taking the initiative to report issues rather than accepting them as normal Never accept anything that you would not accept in your own home
Speak Up for Food Safety:
Speak up Your feedback helps us improve by making the management team aware of issues so we can continue strengthening our systems If you would like to raise certain matters anonymously, I remind you of the existence of our SpeakUp! Policy.
Recognised Strengths: Hygiene and Maintenance:
That said, the AIB auditors were very impressed with our standards of maintenance, housekeeping, and hygiene in food-contact and open-product areas. This improvement is due to the great focus we have placed on these areas over the past two years It clearly demonstrates the hard work and effective implementation of initiatives designed to incentivise the extra care they require. The auditors reiterated that they have visited many plants, but very few have achieved our level of performance in this regard a big well done to all teams for embracing the food safety journey. Let’s keep going!
Looking Ahead with Confidence:
My final message is this: do not be disheartened whenever the goalpost shifts to an area that was out of focus. Instead, let us take these as learning opportunities that will help us improve and achieve the targets we all strive for Keep up the good work I am confident that with the energy and focus of our current teams, we will succeed in our journey toward food safety excellence
CELEBRATING OUR PEOPLE AT THE 2025 STRIDE RECOGNITION AWARDS
by Nicholas Curmi - HR Administratorr
The 2025 STRIDE Recognition Awards once again brought the Farsons family together in a celebration of the values, talent, and spirit that define #TeamFarsons. More than just an annual event, the ceremony is a reminder that our success as a company is built on the dedication and passion of our people
Record Number of Nominations
This year, we received a remarkable 154 nominations from across the Group – 59 put forward by managers and 95 by peers After careful review, 65 nominations were presented to the Board of Evaluators: 46 in the STRIDE Awards category and 19 in the Peerto-Peer Awards. From these, 23 employees were ultimately recognised, including a teamwork nomination for a group of three colleagues and two individuals who tied in the Dynamism category.
The honourees represented a true cross-section of our organisation, with colleagues from Operations, Logistics, Finance Food Chain, Quintano HR, FBIC, and the Brewhouse all being celebrated. This breadth of recognition is a testament to the fact that excellence can be found in every corner of our company
A Rigorous and Fair Process
Recognition at Farsons is the result of a structured and rigorous process that begins as early as May/June each year Once nominations are submitted, they go through several rounds of review Ultimately, a detailed document covering all shortlisted nominations is prepared and presented by Tonio to the Board of External Evaluators.
Each evaluator is given an individual score sheet for every nomination. Scores are then tallied, and the three employees with the highest scores in each STRIDE value category are selected for recognition. For the Peer-to-Peer Awards, only one individual is chosen in each category, following the same careful process. One observation from this year ’ s evaluations is that peer-to-peer nominations often strengthen a candidate’s case for a STRIDE value award, as they demonstrate broad support and recognition from colleagues themselves Another important factor is the quality of the motivational text prepared by nominators: the clearer and more compelling the narrative the greater the chance of securing higher points during the evaluation process It is also worth remembering that nominations should not only focus on the colleague at the next desk or within the same office Some of the most deserving contributions come from larger teams and colleagues working behind the scenes, whose efforts are not always immediately visible but are essential to the success of the business To ensure fairness and credibility, nominators are encouraged to look beyond immediate hierarchies and highlight authentic, distinctive contributions
Stories that Inspire
The evening’s awards brought these values to life The Syrup Room Team was honoured for teamwork and their seamless coordination across shifts, while individuals such as Matthew Mifsud and Karla Grima were celebrated for their dynamism and adaptability
The Peer-to-Peer Awards provided equally inspiring stories Pierre Anastasi received the Positive Influencer Award for uplifting team spirit, while Ian Wilson was recognised with the Quiet Leadership Award for his calm and steady contribution
This year also saw recognition of employees whose innovative suggestions saved the company significant resources – a powerful reminder of the impact each of us can make by thinking beyond the everyday
Recognition Beyond Awards
Throughout the evening, one message was clear: recognition is not just about trophies but about the values we live every day. Success, Teamwork, Respect, Integrity, Dynamism, and Excellence are more than words on paper – they are the foundation of how we work together.
A word of thanks also goes to our external evaluators – Dr. Elaine Dutton, Mr. Mark Galea, and Mr. Noel Debono – who once again lent their expertise and fairness to this rigorous process. Congratulations to all our award recipients. Your stories inspire us, your dedication motivates us, and your achievements remind us why #TeamFarsons is truly our greatest brand.
2025 Employee Engagement Survey Results
Key insights and action plan
In February and March 2025, Farsons conducted a comprehensive Employee Engagement Survey to assess satisfaction, engagement, and workplace culture across the organisation. The results indicate a strong, healthy organisational climate, supported by effective leadership, collaboration, and a positive work environment, while also highlighting strategic areas for improvement.
Leadership Culture & Organisational Values
89.3% of employees feel trusted by their superiors demonstrating a leadership style based on respect and autonomy.
83.2% agree that Farsons has strong organisational values and a positive culture.
77.3% say their superior fosters openness, while 87.8% feel their manager consistently behaves in line with company values. These results indicate a leadership culture that is values-driven, transparent, and supportive.
2025 Employee Engagement Survey Results
Key insights and action plan
Employee Pride & Connection
83 5% feel proud to work at Farsons a strong indicator of emotional connection and long-term retention potential
Management Relationships
86 7% say their superior provides clear direction and role clarity
79.8% feel their opinions are valued.
79% feel recognised by their superior.
This reflects a generally strong relationship between managers and teams, with room to strengthen recognition.
Work Conditions, Training & Wellbeing
Collaboration & Teamwork
87 3% feel they work effectively in teams
81 6% believe departments cooperate well, though many expressed interest in more cross-department exposure
These results suggest teamwork is a core strength, with limited siloing across the organisation.
Work Environment & Resources
86.9% report a positive and supportive work environment.
90 6% say they have access to the resources they need
The workplace is widely viewed as empowering, supportive, and functional
85 6% believe their working conditions are safe and satisfactory
86 9% feel they receive sufficient training to perform well
81.6% feel able to balance their work and personal life.
Strong scores indicate solid wellbeing standards, with opportunities to further enhance balance and support.
2025 Employee Engagement Survey Results
Key insights and action plan
Career Development
74 6% feel the company supports their growth
76% believe Farsons encourages learning and advancement
86 3% feel comfortable discussing training needs with their supervisor.
Employees appreciate development opportunities but desire clearer career paths and more structured learning options.
Retention & Motivation
67.6% have not looked for other jobs in the past six months.
77.7% believe Farsons’ conditions support retention. Top reasons for staying:
Job security
Pride in the company
Enjoyment of the work
Retention is stable, supported by strong organisational identity and intrinsic motivation
2025 Employee Engagement Survey Results
Key insights and action plan
Job Evaluation & Transparent Progression
Completing job evaluation by early next year will help ensure fair grading, align compensation with qualifications and responsibilities, and mitigate concerns about stagnation.
Farsons aims to introduce clearer career paths and promotion criteria across all levels.
Workload & Staffing Levels
While 71 5% find their workload manageable nearly 30% do not
Concerns include understaffing and inconsistent team support
HR has accelerated recruitment and will continue addressing workload bottlenecks through:
New hires
Digitalisation and process automation
Task reallocation to balance workloads
Recognition & Communication
21.1% feel insufficiently recognised for their efforts. Some employees described a perceived disconnect between management, HR, and staff.
Improvements will include:
Enhanced peer-to-peer recognition programmes
More frequent leadership communication
Greater transparency on HR decisions
Stronger two-way communication channels
Employee Utilisation & Role Fit
31 5% feel underutilised or stuck
Priority actions include:
Identifying root causes (unclear paths, insufficient training, mismatches in roles)
Introducing personalised development plans
Expanding coaching and mentorship
Opening cross-functional project opportunities
2025 Employee Engagement Survey Results
Key insights and action plan
Work-Life Balance Enhancements
21.8% of managerial staff report difficulty balancing work and personal life. Potential initiatives include:
Flexible or hybrid work arrangements where feasible
Flexible hours or compressed workweeks
Wellness programmes and mental health support
Family-friendly policies
Training, Learning & Progression Clarity
Around one-third of employees feel their role does not maximise their potential. Additional feedback highlighted:
Desire for clearer training pathways
Transparent promotion criteria
More self-directed learning options
Planned actions include expanding UDEMY training, formalising career pathways, strengthening leadership development, and ensuring merit-based and transparent promotion processes.
Physical Working Conditions
22% of technical employees expressed dissatisfaction.
Ongoing job evaluation will support better alignment of roles and responsibilities while identifying areas where tools equipment, or environments require upgrades
Retention Risks & EVP Enhancement
32 4% have considered leaving in the past six months
Main reasons:
Better compensation (12 7%)
Better benefits/conditions (11.6%)
Better work-life balance (9.7%)
Farsons will continue strengthening its Employee Value Proposition, focusing on:
Fair, competitive compensation
Balanced workloads
Robust career development
Improved workplace flexibility and Benefits
Overall Conclusion
The 2025 Engagement Survey shows that Farsons employees experience a positive, collaborative, and valuesdriven workplace, with strong leadership, supportive teams, and meaningful opportunities for development. At the same time, targeted improvements particularly in workload management, recognition, career progression, and physical working conditions will further enhance engagement and retention. The organisation’s commitment to continuous improvement, transparent communication, and employee wellbeing positions Farsons for sustained growth, stronger talent retention, and deeper employee engagement in the years ahead.
MULTI-SKILLING PROGRESS CARD: CLARITY, FAIRNESS, AND GROWTH IN ACTION
NICHOLAS CURMI - HR ADMINISTRATOR
Progress on the Cards! ��
The Talent Development Team, together with Operations, has launched the Multi-skilling Progress Card a new initiative that gives employees full transparency on their skills development journey while recognising the allowances that come with the achievement of each certification.
Why was it introduced?
The idea behind the Progress Card is simple: employees should be able to clearly see where they stand, what skills they’ve achieved, and what comes next. By linking each certification directly to allowances, the system also ensures that recognition is fair, consistent, and motivating. No guesswork, no grey areas — just a clear snapshot of progress and rewards.
Fairness and Flexibility
Before the rollout, a lot of groundwork went into upgrading and redistributing allowances to make sure they are applied fairly across all departments This created a level playing field for everyone, while making skill development not just rewarding, but equitable
Another big plus? For the first time, the Multi-skilling Progress Card makes cross-departmental skilling possible. Employees can now certify across different areas, which not only expands their personal growth opportunities but also gives Operations a more flexible and resilient workforce.
The Motivation Factor
Seeing progress captured on a card may sound simple, but it’s proving to be a real motivator. Every certification signed off is a milestone — and with each one comes not only recognition, but also a tangible allowance Employees can track their journey in real time, while departments benefit from stronger morale, greater adaptability, and smarter workforce planning
At the end of the day, the Multi-skilling Progress Card is more than just a piece of paper It’s about clarity, fairness, and motivation helping employees grow while giving Farsons the flexibility to thrive
This month, we catch up with Karl, who recently stepped into the role of Head of Marketing at Farsons. Over more than a decade, Karl has been instrumental in shaping and growing some of the company ’ s most iconic brands. In this feature, he reflects on his journey, what drives him as a leader, and the lessons he’s learned along the way.
Can you share a brief overview of your journey within Farsons, from Brand Manager Beers to your new role as Head of Marketing?
I joined Farsons in 2014 as Brand Manager for Beers overseeing the Cisk brand and the Farsons Classic Brews, as well as managing the overall beers portfolio within the
group. In 2019, I was appointed Marketing Manager, expanding my responsibilities to include soft drink and water along with broader strategic initiatives. During my time at Farsons, I also pursued an MBA with the University of Suffolk in the UK. In August of this year after 11 years with the company, I began my role as Head of Marketing Together with the marketing team, my focus is on developing and implementing impactful strategies to strengthen and grow our iconic brands.
Honouring our heritage, shaping the future
What excites you most about leading the Marketing team at this stage of your career?
I am both thrilled and honoured to have the opportunity to lead the Marketing team during a pivotal time, as Farsons approaches its centenary celebration in 2028, followed by Cisk’s 100th anniversary in 2029 These milestones are a testament to the vision, resilience, and values upheld by previous leaders, values that continue to inspire us today In the short term, we are focused on several brand projects scheduled for launch next year, with the strategic goal of further solidifying our strong presence in the beverage market
What are your key priorities or focus areas as Head of Marketing?
My first priority is my team. I believe that as leaders it’s essential to ensure that every team member is positioned for success and has the opportunity to excel My second focus is agility, anticipating market trends so that our brands can evolve and remain relevant in a dynamic marketplace Finally, I am committed to maintaining the highest standards of quality and attention to detail in all our initiatives. I see this as a critical value passed down through generations of leadership, one that continues to drive Farsons toward its centenary of excellence
Looking back at your career within Farsons, what advice would you give colleagues aspiring to grow within the Group?
Never stop seeking opportunities to learn, especially by stepping outside your comfort zone Have the courage to challenge existing ways of working when necessary, and equally, have the courage to maintain established practices when they continue to serve us well. Most importantly, practice patience, growth and success take time
Karl’s journey is a great example of how dedication, continuous learning, and a passion for excellence can shape a rewarding career at Farsons. As the company approaches its centenary, his leadership will no doubt continue to inspire the next generation of marketers, driving our brands forward
As leaders, our first responsibility is to set our teams up for success, because when people grow, our brands grow with them.
We caught up with Robert Galea, newly appointed Head of Sales, to learn more about his professional journey within Farsons, his vision for the Sales team, and his advice for colleagues aspiring to grow within the Group
Can you share a brief overview of your journey within Farsons, from Sales Executive to your new role as Head of Sales?
My journey within the Farsons Sales team began in 2004, when I was appointed as a Sales Executive. From the very start, I was driven by a passion for building strong client relationships and supporting my colleagues in achieving our shared goals.
In 2008, I was entrusted with leading the On-Premise Sales Team as Sales Manager during a transformative period following the
liberalisation of Malta’s beverage market. This experience was both challenging and rewarding, strengthening my focus on innovation, collaboration, and strategic growth.
In 2019, I took on the role of Commercial Manager, broadening my responsibilities to include both the Sales and Dispense teams This position allowed me to align commercial strategies, foster teamwork and drive performance across key areas of the business It has been a fulfilling journey marked by professional growth and a deep sense of pride in being part of the Farsons Sales team.
Collaboration at every step
What excites you most about leading the Sales team and contributing to the Group’s growth?
What excites me most about leading the Sales team is the opportunity to inspire and support a group of passionate individuals who share a common drive for excellence Together with the management team, I take great satisfaction in developing strategies that not only deliver results but also strengthen our relationships with customers and partners
Contributing to the Group’s growth is deeply rewarding — it allows me to be part of a forward-thinking organisation that values innovation, collaboration, and continuous improvement. Seeing our collective efforts translate into tangible success for the business is what truly motivates me every day
What are your key priorities or focus areas as Head of Sales?
As Head of Sales, my main focus is to drive revenue and market growth by meeting and exceeding our targets while expanding market share I am committed to optimising our route-to-market strategies to enhance efficiency, ensure product availability and strengthen in-store execution Building and maintaining strong business relationships remains a top priority, as does negotiating effectively and tailoring strategies to suit the needs of each channel.
Equally important is leading coaching, and empowering the sales team to achieve consistent, high-level performance. I also place great emphasis on using analytics and forecasting to guide strategic decisions and execution. Above all, I believe in close collaboration across all departments to ensure seamless operations and unified business performance that supports the Group’s long-term goals
Looking back at your career within Farsons, what advice would you give colleagues aspiring to grow within the Group?
Growth in sales — and in leadership — comes from a combination of curiosity, commitment, and character. It’s not only about hitting numbers but also about how we think, how we collaborate, and how we add value every single day. The best sales leaders are those who understand the business end-to-end, care deeply about their customers, and continually strive to learn and improve. Take initiative. Ask questions. Look for ways to improve what we do — whether that’s strengthening relationships in the market, supporting a teammate, or finding smarter ways to execute Every step you take to go beyond what’s expected brings you closer to the next stage of your journey. Most importantly, stay passionate and stay true to our shared values of integrity, teamwork, and excellence When you consistently deliver results and lead with purpose, growth and recognition will naturally follow.
Let’s continue to inspire each other, challenge ourselves, and build a legacy of success we can all be proud of
It’s not only about hitting numbers, but about how we think, how we collaborate, and how we add value every single day.
This year ’ s Negroni Week campaign set out with a clear ambition: to elevate awareness around the initiative’s charitable purpose while celebrating Campari’s unmistakable role at the heart of the world-famous serve. The objective was not only to honour the drink’s heritage, but to inspire experimentation, champion bartender creativity, and bring Malta’s growing cocktail culture to the forefront.
By driving participation across on-trade, off-trade, and digital platforms, the campaign strengthened local engagement, reinforced trade partnerships, and increased visibility and sales for Campari across the market. At the core of the campaign was one powerful idea: there is a Negroni for everyone. Outlets and bartenders were encouraged to create their own unique twist — showcasing craft, creativity, and the versatility of this classic cocktail This approach positioned bartenders as artists of flavour while educating consumers on the breadth of possibilities within the Negroni family.
To support this, venue tent cards displayed four signature serves the Classic Negroni Coffee Negroni, Tequila Negroni, and a Bartender’s Special turning each order into an opportunity for discovery. Meanwhile wwwnegroniweekcom featured an interactive global map of participating outlets placing Maltese venues shoulderto-shoulder with international hotspots enhancing visibility and highlighting their contribution to the campaign’s charitable partner, Slow Food.
ACROSS THE ISLAND, NEGRONI WEEK
CAME TO LIFE THROUGH RICH, EXPERIENCE-LED ACTIVATIONS.
The campaign launched with a vibrant Aperitivo Event at Paranga, reintroducing the Negroni as a refreshing daytime serve. Guests explored a selection of innovative twists Campari-based aperitivo cocktails, and Mediterranean pairings all set against a seaside backdrop. A Build-Your-Own Negroni menu encouraged experimentation and reinforced Campari’s versatility in casual, social settings.
At Hammett’s Mestizo, a series of intimate Negroni Masterclasses offered a deep dive into the cocktail’s history balance and craftsmanship Participants learned to build their own interpretation, gaining insight into Campari’s essential role and leaving with a deeper appreciation for the drink’s creativity and complexity
Trade engagement was strengthened through an internal bartender competition at Cisk Tap Bartenders created their own Negroni twists in a friendly, creativity-led challenge, with the winning serve featured on the venue ’ s Negroni Week menu. Three dedicated Negroni Sessions throughout September showcased twists paired with platters, culminating in the winning bartender sharing the story behind his creation with guests.
A LIMITED-EDITION NEGRONI PACK ENCOURAGED AT-HOME EXPERIMENTATION AND STRENGTHENED THE CAMPARI–NEGRONI ASSOCIATION BEYOND THE BAR.
Negroni Week also performed exceptionally well online, driven by lifestyle creators James & Chloe blending entertainment with cocktail culture. Their videos ranged from at-home Negroni tutorials to twist challenges and engaging conversations with bartenders about preferences, perfect serves and food pairings This localisation made the campaign relatable, highlighted participating venues, and helped reinforce Malta’s emerging reputation as a Negroni-loving market
Participation also included the Negroni Week Reel Competition where bartenders filmed videos showcasing their outlet’s atmosphere their twist recipe, and the story behind it These videos were shortlisted by Campari Group, with the top three per country entering a public Instagram vote — boosting consumer engagement and driving national pride. Malta’s winning serve was crafted by Rumen Kostadinov of Sip n ’ Sail in Valletta whose “Bounty Boulevardier” stood out for its balance, creativity and storytelling.
To honour Malta’s achievement and celebrate its bartender community a dedicated Campari gathering was held at Sip n ’ Sail, where industry professionals came together to taste the winning cocktail and strengthen connections within the community.
By uniting creativity, education, consumer engagement and trade collaboration, Malta’s Negroni Week campaign showcased the spirit of innovation that defines Campari. Whether enjoyed by the sea, discovered in a masterclass mixed at home, or personalised by a bartender’s imagination Malta proved that there is “No Negroni without Campari.”
CAMPARI IS MARKETED & DISTRIBUTED BY FARSONS BEVERAGE IMPORTS CO. LTD
THE FARSONS BEER FESTIVAL 2025:
CELEBRATING MALTESE CULTURE, MUSIC, AND COMMUNITY
by Steve Borg - Sales Manager (On Premise) - Client Services
MALTESE TRADITION
This summer, Malta’s most beloved festival returned, bigger, bolder, and more vibrant than ever The Farsons Beer Festival, in its 43 edition, took place from 3 to 12 July 2025 at the National Park, Ta’ Qali, offering ten unforgettable nights of music, culture, and celebration rd rd th
First launched in 1980, the Farsons Beer Festival became a true Maltese tradition, a unique blend of entertainment, community and craftsmanship that captured the island’s spirit. After a short hiatus during the Covid years, the festival made a powerful comeback, reaffirming its place as a highlight of Malta’s summer calendar.
A FESTIVAL FOR EVERYONE
Like previous years, more than 60 local and international artists and DJs took to three stages, entertaining crowds that ranged between 6000 and 8,000 visitors per night The festival remained free to enter, ensuring it stayed accessible to all
From families enjoying a relaxed evening in the dedicated Kids’ Area, to beer lovers sampling the latest brews under the stars, to music enthusiasts dancing the night away, there truly was something for everyone. The event also embraced a strong environmental message, with eco-friendly initiatives such as reusable cups and a limited-edition festival mug.
Farsons Beer Festival 2025 in numbers
43 editions
10 days of non-stop entertainment
6-8k approx. attendance per night
70k+ total approx. visitors
4 stages
60+ performances by local and international artists and djs
55k+ beer servings
30k+ reusable cups and mugs
130 people working at the festival per night
15+ branded bars
Local food was another cornerstone of the experience. The festival grounds came alive with the aromas of Maltese cuisine, giving visitors, locals and tourists alike, a taste of authentic island flavours
The event also provided a platform to highlight The Brewhouse, Farsons’ award-winning regeneration project, which stood as a year-round attraction for visitors. Conveniently located along the hopon/hop-off bus route The Brewhouse connected Malta’s brewing heritage with its future in a dynamic, tourist-friendly setting.
A
true Maltese tradition, The Farsons Beer Festival continues to capture the island’s spirit - a celebration of music, culture, and community under the summer sky.
A CATALYST FOR MALTESE TALENT
One of the festival’s proudest traditions was its support for local artists. Over the decades, it helped launch the careers of countless Maltese musicians by offering them the chance to perform before thousands of people. The 2025 edition continued this mission, giving both emerging and established acts a platform to shine.
by Joseph Schembri - Franchise Manager
PIZZA HUT MALTA TO REPRESENT EUROPE AT GLOBAL CHAMPIONSHIP
Pizza Hut Malta has secured first place in the Europe Pizza Hut Championship, earning the opportunity to represent the region at the Global Pizza Hut Championship in the Dominican Republic later this year.
The annual competition brings together Pizza Hut teams from across Europe to assess compliance, operational standards, and product execution. This year ’ s edition was held live in Budapest, Hungary, with twelve markets participating.
Following an internal selection process across all Malta restaurants, Kenzemon Shelly and Athira Sunil from the Bay Street outlet were chosen to represent Pizza Hut Malta after demonstrating strong performance in customer service product knowledge, and execution standards They subsequently underwent targeted preparation ahead of the European event
The competition involved two components: pizza preparation and presentation by the crew member, and a product knowledge and assessment walkthrough conducted by the restaurant manager. Kenzemon and Athira performed strongly in both areas, demonstrating consistency, attention to detail, and a solid understanding of Pizza Hut’s operating standards
“This result reflects discipline, teamwork, and genuine pride in delivering the Pizza Hut standard every day. We are proud of the team and look forward to supporting them as they represent Europe globally.”
This achievement reflects their individual dedication and the ongoing commitment across the Pizza Hut Malta network to uphold quality and consistency.
We congratulate Kenzemon, Athira, and the wider team and extend our best wishes as preparations begin for the global stage.
“Kenzemon and Athira showed professionalism and commitment throughout the journey. Their success is shared across all our restaurants.”
QUINTANO FOODS WINS
TROPICANA MARKETING INITIATIVES & BRAND SUPPORT AWARD
We are delighted to share that Quintano Foods Malta has been honoured with the Marketing Initiatives and Brand Support Award by Tropicana Brands Group
This recognition celebrates our team’s passion, creativity, and commitment to rebuilding the Tropicana brand in Malta, following its transition out of the PepsiCo portfolio.
As the first company to introduce fresh juices to the Maltese market, Quintano has always been a pioneer in driving innovation and brand excellence. In recent years, our team has worked tirelessly to regain Tropicana’s market presence through impactful marketing initiatives achieving remarkable growth in a highly competitive and price-sensitive environment.
BRAND EXPANSION AND MARKET GROWTH
With a strong commitment to overcoming challenges and embracing new opportunities, Quintano Foods continues to drive innovation, enhance operational efficiency, and solidify its role within the Farsons Group. Through strategic investments in infrastructure sustainable practices, and a diversified product portfolio, the company is positioning itself for long-term growth, adapting to market demands, and ensuring sustained success in the highly competitive FMCG industry. By fostering a culture of continuous improvement and leveraging new technologies, Quintano Foods is poised to lead in both local and international markets
Thanks to these efforts Tropicana’s market share grew from 6% in January 2023 to an impressive 22% by mid2024 — a testament to the dedication and teamwork of everyone involved.
“This award is a reflection of our collective effort and belief in the strength of the Tropicana brand. It’s a proud moment for all of us, ” said the Quintano Marketing Team.
We extend our gratitude to Tropicana Brands Group for this recognition and look forward to continuing to build on this success — together Well done to the entire team for making this achievement possible! ��
ĦADDIEMA FARSONS WELFARE FUND
What is the Welfare Fund?
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 is also supporting the Farsons Group’s subscription to the Richmond Foundation’s services as well as CSR activities, amongst several 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
Welfare Fund Suggestion Scheme
Do you have an idea? Suggest it to the Welfare Fund
The Welfare Fund is here to support and improve the wellbeing of our members. Do you have a suggestion on how we can make it better?
Email us on welfarefund@Farsons.com.
Eligible employees are those who are on a definite or indefinite contract, full-time, part-time or reduced basis Who is Eligible?
How do I Subscribe?
With as little as €3 00 per month, you can become a member of the Welfare Fund Ħaddiema Farsons
Membership forms are available from Reception
Who Can I Contact for More Information?
You can send an e-mail addressed to me at rosette thake@farsons com or the secretary of the committee Charles Briffa at charles briffa@farsons com You may also contact the other members of the committee: Rachel Zammit Soler (CEB), Neil Lofaro (Dispense & Vending), Mark Bartolo (Workshop), Joseph Mifsud (Workshop) and Janet Abela (Front Office). If you would like more information, you may also contact the HR Department. Download the Statute, Membership Form and Request for Support Form from here
FESTIVE SEASON CALENDAR 2025
Fri 5 Dec
Sat 6 Dec
Wear your best (or funniest!) Christmas-themed jumper. Group photo at 1:00pm at Front Office Reception (weather permitting) Photographer on-site to capture the fun!
Tue 9 Dec
For children aged 4-10 who registered. Fun with animators, a magician, and a visit from Santa!
Retirees’ Christmas Gathering
A special celebration honouring our esteemed retirees and their years of dedication.
Fri 12 Dec
Christmas Treats Fundraiser
From 9:00 am, acquire festive sweets in the Corporate Offices Foyer. Donations go to Tereza Nuzzo Mission
Fri 12 Dec
Fri 19 Dec
Staff Christmas Party
Villa Corinthia, Attard, from 8:00 pm Celebrate together with food, drinks and festive cheer! Entertainment by Klinsmann & Band
Year-End Mass & Presentations
Mass at 12:30 pm. Her Excellency, the President of Malta, will attend, Presentation of 2025 Long Service Awards and retirees’ Trophies follows.
Don’t miss out-join in and make this festive season memorable!
