E W S L E T T E R
NORMAN AQUILINA GROUP CHIEF EXECUTIVE
MAINTAINING THE RIGHT STRATEGIC DIRECTION
Staying Agile and Strategically Aligned in a Dynamic Market.
As we are now well into the first quarter of our financial year, a cursory overview of our performance is both timely and essential for us to better interpret our
competitive position and how best to strategically respond to the prevailing market dynamics and upcoming trends. Ongoing competitive pressures, market shifts and changing consumption patterns, along with growingly cautious consumer spending, have created an environment where businesses like ours are having to fight harder for every euro of revenue
We can never lower our guard, or worse, take our results for granted.
In response, we are continuously undertaking performance assessments which serve to gauging the effectiveness of our ways of working, recognise our achievements along with shortfalls identifying areas for improvement and optimizing on our synergies whilst always ensuring we remain aligned with the market and competitive realities that we need to face
These assessments are helping us realign our teams, regroup our resources, whenever necessary, and
ensure we remain on the right path towards our corporate objectives. Indeed our assessments are giving us the necessary guardrails to venture beyond the necessary financial analysis
Ongoing competitive pressures, market shifts, and changing consumption patterns have created an environment where businesses like ours are having to fight harder for every euro of revenue.
This comprehensive approach is giving us that needed focus on driving our performance by managing and gauging our operational efficiency, productivity levels, quality culture, supply chain employee performance, customer satisfaction, market presence marketing strategy pricing policy amongst other lines of measure.
All this is done to also ensure we maintain a challenging and continuous improvement mindset, while ensuring our overall strategic alignment This allows us to uncover valuable insights whilst simultaneously underlining the importance of effective and aligned strategic planning
While the group holds on to a strong market share within the beverage category, the same cannot be said about the food sector, which remains
excessively fragmented with growing signs of consolidation, recognising that this is inevitable to hold on to a competitive position
In recognising the opportunities abound, we are working hard to ensure the whole group, that is, both our beverage and food business, are equally strategically focused and best placed to successfully ride on the rising tides, delivering the right results in this dynamic and evolving market.
Falling into comfort zones or complacency traps are real and tangible risks that must always be identified addressed, and prevented promptly
As a group, we need to ensure we are always well placed and prepared to promptly tackle the challenges and deal with the arising changes.
We can never lower our guard, or worse, take our results for granted. We need to keep in mind that falling into a comfort zone or complacency trap are real and tangible risks which raise their head from time to time Wherever and whenever, this must always be nipped in the bud
Adaptability and strategic foresight are key to sustaining our competitive edge
BY TONIO MIFSUD BONNICIHEAD OF HR GROUP HUMAN RESOURCES
BUILDING A STRONGER FUTURE TOGETHER: EMBRACING GROWTH, DIVERSITY, AND WELLBEING AT FARSONS
Fostering Employee Development, Strengthening Our Culture, and Ensuring an Inclusive and Supportive Workplace.
During the past 12 months, as Head of HR, it has been an exciting opportunity for me to appreciate more than ever that we are not
only colleagues, but above all, we are a community working in an incredible organisation in exciting and challenging times The HR agenda remains a tall one but our primary focus will continue to ensure that we foster an environment that encourages growth, diversity, and well-being
We are a vibrant community working together within an exceptional organization especially during these exciting and challenging times
In the coming months, we’ll be working together to explore new initiatives aimed at enhancing employee development, strengthening our culture, continuous improvement and ensuring that everyone feels heard, supported, and valued.
The Employee Engagement Survey will provide to be a valuable tool to support our HR strategy. As we move forward into the current financial year, I want to take a moment to express my gratitude to each one of you for your continued dedication and hard work The last few months have presented challenges and opportunities, and together, we ' ve embraced them head-on
Our primary focus continues to be creating an environment that promotes growth, diversity, and wellbeing.
Thank you for everything you do to make the Farsons Group a great place to work Let’s continue working together to make this year our best one yet!
We firmly believe that every individual deserves the opportunity to thrive Your feedback is invaluable in helping us create a workplace that works for everyone. "
The strength of our organization comes from each of you, and it is important that together we continue to enhance the continuous improvement mentality but also a positive, inclusive, and empowering workplace where everyone feels valued and supported
The strength of our organization lies in each of you. It is essential that we continue to cultivate a continuous improvement mindset, alongside a positive, inclusive, and empowering workplace
We believe that every individual deserves the opportunity to thrive I encourage you to reach out to me or any member of the HR team if you have thoughts, questions, or ideas Your feedback is invaluable in helping us create a workplace that works for everyone. Let’s continue to collaborate, innovate, and make Farsons an even better place to work for.
I’m excited to continue on this journey together!
THE FARSONS GROUP'S CODE OF CONDUCT: A COMMITMENT TO INTEGRITY
by Rachel Zammit Soler - Group Internal Auditor
The Farsons Group is dedicated to maintaining a high standard of integrity, with a commitment to "doing the right thing" shared by all directors, management and employees. This core principle shapes the company ’ s reputation and impacts its relationships with business partners employees and communities.
The Farsons Code of Conduct (the ‘Code’) provides ethical guidance to employees, ensuring they perform their duties with integrity, respect, and professionalism The Code applies to everyone at Farsons, from directors to employees, regardless of role or seniority Managers are expected to lead by example, supporting their teams in understanding and adhering to the Code, offering training, and fostering open communication.
Our Values: S T R I D E
The Farsons Group’s values, captured by the acronym S T R I D E , form the foundation of the Code These values emphasize ethical behavior and responsible decision-making: Success: Farsons employees are expected to take personal responsibility for their actions, protect the Group’s assets, safeguard confidential information, and use social media responsibly to avoid harm to both personal and corporate reputations
Teamwork: Encourages collaboration with colleagues and external partners, promoting mutual success and fostering long-term, trust-based relationships.
Excellence: Farsons encourages its employees to strive for the highest quality in their products and services continuously improving customer value and investing in their personal and professional development.
What's New in the Updated Code?
Respect: must be shown towards all business partners and employees. A fair and inclusive environment is promoted at the workplace with zero tolerance for violence, intimidation, discrimination or harassment. Farsons employees must also be committed to food safety, health and safety standards, security and environmental sustainability Integrity: Employees are expected to act honestly, comply with laws and regulations, and avoid corruption, bribery, and money laundering. Conflicts of interest must be managed appropriately and transparency should be maintained in dealings with government bodies Financial records and public disclosures must be accurate clear, and consistent Those with access to ‘inside information’ must handle it in a lawful and responsible manner Additionally, the Group promotes responsible marketing particularly for products containing alcohol Dynamism: Employees are encouraged to embrace innovation, take calculated risks, and consider the wider enterprise perspective to support growth and development.
The updated Code will refer to several policies which were introduced in recent years, such as: Responsible use of social media to protect both personal and corporate reputations.
Records management and archiving for regulatory compliance.
Data protection to safeguard personal information.
Voicing concerns and Code violations through the channels outlined in the Speak Up Policy. Responsibilities
Employees are expected to read, understand, and abide by this Code to help ensure Farsons remains a trusted partner and respected employer Until the newer versions are finalised a soft copy of the 2015 Code and a 5-minute animated video, explaining its key messages in an easy-to-understand manner, are available on the company ' s intranet
A summary of the more salient points in the Code can also be found in the Employee Handbook
Queries
For queries about the Code or policies, contact Tonio Mifsud Bonnici or Rachel Zammit Soler
FARSONS FOOD SAFETY CULTURE SURVEY
RESULTS 2025: CELEBRATING STRENGTHS AND IDENTIFYING OPPORTUNITIES FOR GROWTH
First of all a word of thanks to everyone who participated in the Food Safety Culture Survey and for giving your honest opinion
Now that the results are in, we are delighted to share the insight gained with all our teams.
Overall, we ' ve achieved a strong B+ rating scoring 75% placing us firmly within the 'High' category
This is an impressive achievement and reflects our collective efforts and dedication to maintaining high standards of food safety and quality across the brewery
Celebrating our Strengths:
✅ Team Trust and Collaboration:
Our teams consistently demonstrated strong collaboration and mutual support, indicating a reliable foundation of trust.
✅ Customer Commitment:
Feedback from our customers is taken seriously, showing our commitment to continuous improvement.
✅ Leadership on Quality and Safety: There is clear recognition across levels that senior management genuinely values and prioritizes quality and food safety.
✅ Empowerment:
Our teams feel empowered to take decisive action to resolve food safety issues proactively, thus enhancing our overall resilience and responsiveness. This is very important and is the hallmark of a strong food safety culture – if you see something wrong stop it and speak up!
by Daniel Mifsud - Food Safety Manager
Improvement Opportunities
While celebrating the above strengths we recognize key areas that require our attention: Inter-departmental Communication: Communication across departments emerged as our top priority area needing improvement Currently, departments work effectively internally but often operate in silos, limiting information sharing. Enhancing inter-departmental communication will be essential especially in our fiercely competitive market.
Learning from Complaints: While complaints are taken seriously, we must be more systematic in our approaches to extracting lessons from complaints that strengthen our processes and avoid recurring issues
Paperwork Management: An interesting insight from the survey reveals a discrepancy in perceptions about paperwork manageability. Managers feel paperwork requirements are adequate (95%) while operational staff perceive it as less manageable (74%) Although still rated positively overall, this gap suggests that there may be opportunities to streamline documentation and administrative tasks to better support our teams
Looking Ahead:
It's exciting to note significant progress compared to our 2022 survey results, with a notable +10% in communication and +8% in training effectiveness Clearly, our previous action plans, which focused on these two areas, have successfully moved us forward!
Meanwhile, we continue to look ahead. In the coming weeks, together with various teams, we will draft a new action plan that helps us to tackle our weakest scoring areas to position us even stronger for the future, continuing a tradition of excellence at our brewery.
Once again, thank you all for your continued commitment and efforts towards excellence..
Hello everyone, my name is Filipe Rodrigues, and I’m thrilled to be joining Simonds Farsons Cisk and to embark on this exciting new adventure as the new Health, Safety, and Security Manager I’m looking forward to working together toward our shared goals A little background: I’m originally from the beautiful island of Madeira, Portugal and I pursued my studies in Environmental Health in Porto, Portugal. I’ve been in Malta around 8 years. My professional journey began in Health and Safety advisory roles in Portugal and in Malta, which laid the foundation for my later experience as an Environmental Health and Safety specialist in a medical device manufacturing factory These experiences have shaped my practical and peoplefocused approach to health and safety
Hoping that you’ll see me regularly present on site, I’ll be a very transparent person, with honest communication and very approachable. I have a “Open Door” Policy. If it is for a quick chat or a complex matter, please I am here to listen and support you.
Above all, my mission is clear: everyone should come to work safe and go home safely I’m committed to helping build a safer, healthier workplace for all
As we move forward, I leave you with a Portuguese saying that has guided me: “E melhor perder um minuto na vida, do que a vida num minuto ” "It’s better to waste one minute of your life than lose your life in a minute."
FORKLIFT AND PEDESTRIAN SAFETY
Due to recent events, I would like to highlight the importance of good defensive driving, as a forklift driver, andalso, a pedestrian. All tasks that we carry out, we need to be MINDFUL of where we ’ re doing. Only in this way can we maintain a good safe working environment Here’s a table of DO’s and DON’T’s:
Forklift Safety Tips
Driver to give priority to pedestrians, always. Make
Eye contact with pedestrian
Driver must use all safety components (e g : Seatbelts) in the forklift
Drive Slow and safe Sight to be unobstructed, always
No passengers
Slow down and sound horn at doorways and corners Important to check the Mirrors
Do not use mobile phones while driving a Forklift Forklift must be stopped
Do not use earpiece while driving a Forklift Forklift must be stopped
Do not smoke while driving a Forklift
To wear all respective PPE’s (minimum requirement: safety shoes high visibility vest)
Stunt driving and horseplay are prohibited
Sudden braking and fast turns are prohibited
Pedestrian Safety Tips
To walk in the dedicated pedestrian walkways. High visibility vest to be use whenever is necessary to walk in non-dedicated pedestrian walkway
STOP LOOK and LISTEN for oncoming traffic
Make Eye contact with driver
Do not stand or walk under any portion of elevated forks, whether loaded or unloaded
Stop or slow down at blind intersections
Use your voice to be heard
Do not ride on any part of the lift truck
A N
K E Y P R O J E C T S U P D A T E
by Etienne Spiteri - Technical Services Manager • Energy Centre
As part of our commitment to innovation and sustainability, the Group has successfully completed several key projects in FY 2025, with others well underway. These initiatives reflect a significant investment, both financially and environmentally, as we continue to optimize operations while reducing our carbon footprint
CO₂ Recovery: A Milestone in Sustainability
During the natural fermentation process of beer CO₂ gas is produced To minimize emissions, we have invested in a state-ofthe-art CO₂ recovery plant capable of capturing 275kg/h of CO₂ that would otherwise be released into the atmosphere. This captured gas will be reused in beer production, carbonated water, and soft drinks This €2 million project supplied by
Pentair, comes with several technical challenges, requiring seamless integration of multiple components across the brewery. The plant captures, washes, compresses, dries, and cools CO₂ before storing it in cryogenic tanks. From there, the gas is converted back into a usable state for production Beyond reducing emissions, this initiative will eliminate the need for 500 tonnes of imported CO₂ annually further reducing transport-related emissions. Completion is scheduled for Q2 2025.
LPG Boiler Fuel: A Cleaner Alternative
Steam is essential in our operations, from brewing to sterilizing returnable bottles. Traditionally, our low-pressure fire tube boilers have been powered by gasoil To transition to a cleaner fuel
source, we are investing in LPG (liquefied petroleum gas) While the switch offers a modest reduction in greenhouse gases (GhG), it significantly reduces other pollutants such as sulphur oxides (SOx), nitrogen oxides (NOx), and particulate matter.
The project includes installing a custom-built LPG storage tank, pipelines, vaporizers, safety controls, and valves The made-to-order LPG tank has already been delivered from Italy. The project, expected to be completed by Q3 2025, has the potential to replace 80% of our current gasoil consumption.
80% gasoil consumption reduction
Essential Electrical Power: Strengthening Energy Resilience
To ensure uninterrupted power supply for critical operations, a new Essential Switchboard has been installed in the Energy Centre. This system provides emergency standby power to the Engine Room, Boiler Room, and Workshop Completed in Q2 2024, this upgrade enhances operational efficiency and allows better measurement and optimization of electrical energy use.
Expanding Renewable Energy: PV Panel Installation
In line with our sustainability goals, we have completed our third major solar energy project, installing a PV panel farm on the Logistics Centre Warehouse. Fully commissioned in Q3 2024, this system covers 5,600m² and delivers an output of 835 kWp, generating an estimated 1 2 million kWh of clean energy annually
Automated Returnable Packaging Logistics Facility
A significant ongoing project is the construction of a fully automated Returnables Warehouse Facility. This 32m-high facility will store returnable bottles, kegs, EcoPure bottles, and pallets Equipped with cranes and conveyor systems, it will seamlessly supply production lines. Additionally, the South-facing wall will be covered in PV panels, making the facility self-sustainable Major enabling works, including relocating an 11KV Enemalta Substation, have been completed, paving the way for foundation work and the installation of a tower crane.
Driving Sustainability Forward
These projects mark significant progress in our sustainability and operational efficiency journey By integrating innovative energy solutions, emissions reduction strategies, and renewable energy investments we continue to strengthen our commitment to a greener future.
In 2024, Food Chain Ltd experienced a year of expansion and technological advancements, strengthening its position in Malta’s fast-food industry.
Food Chain Ltd expanded in 2024 with new outlets refurbishments, and tech upgrades. In 2025, it plans further refurbishments, store relocations, and service improvements in North Malta ensuring continued growth efficiency, and customer satisfaction.
Key milestones included the launch of the first BK Cafe, the opening of a new Pizza Hut in Zejtun, and the refurbishment of Burger King Qormi. The BK Cafe concept introduced a premium coffee and pastry selection alongside the traditional Burger King menu, enhancing customer experience. The Zejtun Pizza Hut strategically expanded service to the southern region, while the modernised Qormi outlet improved comfort and efficiency.
A major focus was technological integration, with advanced IT systems streamlining operations, improving order tracking, and enhancing efficiency in both in-store and delivery services. This investment significantly reduced wait times and improved customer satisfaction.
A YEAR OF GROWTH AND INNOVATION
Looking ahead to 2025, Food Chain Ltd plans further refurbishments particularly in the North of Malta, alongside strategic store relocations to boost efficiency. By continuing to invest in modernisation, service improvements, and digital transformation, the company is poised for sustained growth and success in Malta’s competitive food service industry.
STRATEGIC GROWTH AND INFRASTRUCTURE DEVELOPMENT
Quintano Foods has remained a strong player in the FMCG industry despite challenges such as rising costs, labour shortages, and increasing competition. The company continues to grow, expanding its brand portfolio and strengthening its presence in the HORECA sector A major milestone for Quintano Foods is the development of a new state-of-the-art facility, which will house both Quintano and Food Chain offices along with a warehouse and logistics
centre for ambient, chilled, and frozen products This facility will more than triple the company ’ s current storage capacity, featuring over 5,000 palletpositions and integrating the latest inventory software, warehouse equipment, and sustainable energy measures These initiatives align with Quintano’s commitment to reducing its carbon footprint and promoting environmental sustainability.The project commenced in 2022 with a complete redesign of initial plans to maximize storage efficiency and accommodate future growth Significant progress has been made, with demolition and excavation completed in 2024 and construction is scheduled for completion by the end of the year. In addition to infrastructure investments, Quintano Foods has expanded its market presence by introducing several new brands and products In 2023, the company launched Cheetos snacks, Pipers premium crisps, Mellin baby food, and Ferrarelle Maxima sparkling water, further strengthening its product portfolio and consumer reach.
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
EVOLVING ICONS: A LANDMARK YEAR FOR SFC'S BEVERAGE PORTFOLIO AND A BOLD LEAP INTO 2025
by Karl Bondin - Head of Marketing [Designate] • Marketing Business Unit
2024 was a significant year for our Soft Drink portfolio. After two years of development and extensive research, we launched Kinnie Zero successfully on the market. This launch marked another milestone for Kinnie as the brand continues to evolve and cater for the ever-changing consumer trends and market conditions. Additionally, as official bottlers for PepsiCo, we joined the international reveal and launch for the new Brand Identity, for both Pepsi and Pepsi Zero, under the code name “Titan” This milestone is particularly significant for Pepsi Zero, as it replaced Pepsi Max as the zero sugar variant within the portfolio 7UP Zero has also gone through the same transition, formerly known as 7UP Free
INTRODUCING KINNIE TO THE WORLD: A BOLD STEP TOWARD GLOBAL RECOGNITION
2025 is also set to become a memorable year for Kinnie. In line with the company ’ s strategy to internationalize the brand, we reveal its new brand identity and repositioning strategy with the aim of introducing Kinnie to an international audience As we take the brand and our unique Kinnie flavour internationally, we will invite prospective Kinnie drinkers to Drink Different and make every day original with a bolder iconic and adventurous brand look and feel and communications campaigns
CISK REBRANDING: A BOLD NEW LOOK AND THE LAUNCH OF CISK CHILL MELON MIX
2024 was also an active year for Cisk, as we continued with the roll out of the rebranding exercise across the full portfolio. The objective of this rebranding project was to simplify the overall brand look and feel, and give Cisk a bold, unapologetic and modern look, in line with current branding trends. This roll out will mark its completion with the launch of Cisk Chill Melon Mix, which will replace Cisk Chill Berry and Ginger & Lime later on this year.
KINNIE RUMBA JOINS THE APERITIVO LINE-UP
Kinnie Spritz will be joined by Kinnie Rumba, as a rum flavoured 4.0% ABV ready to drink aperitivo with the strategic objective to continue growing the Kinnie Aperitivo range
2024 was an exceptional year for the brands within the SFC portfolio, and 2025 augurs to be an even more exciting year for our most iconic brands.
HOPLEAF REVIVAL A BOLD REIMAGINING OF A CLASSIC BEER FOR 2025
In 2025, we will also see the revival of an old classic within our beer portfolio. Our beloved Hopleaf will be relaunched with a new brand identity and a new brew, to match the current pale ale beer trends on the market. The new brand identity will extenuate the iconic hop leaf, which has been a distinguishing and recognisable icon of the Hopleaf brand throughout the years Hopleaf has deep roots in our company and also the local culture, since it was originally brewed by H&G Simonds of Reading, having its origins dating back to 1875
FBIC EXPANDS PORTFOLIO WITH EXCITING NEW BRANDS
by Claudia Attard - Marketing Manager • FBIC
EXPANDING OUR PREMIUM PORTFOLIO WITH ICONIC BRANDS
Farsons Beverage Imports continues to strengthen its portfolio with an impressive lineup of new brands added in 2024 and upcoming launches in 2025. As a leader in premium beverage distribution, we are committed to bringing the finest global brands to our customers.
WELCOMING GLOBAL EXCELLENCE: NOTABLE ADDITIONS IN 2024
In 2024 we welcomed several iconic names, enhancing our offering across multiple categories These include Peroni Nastro Azzurro, the worldrenowned Italian beer; Guinness 0 0, a non-alcoholic innovation from the legendary stout brand; Beluga, an ultra-premium vodka; Glen Grant Arboralis, a celebrated single malt Scotch whisky; and two esteemed Italian wineries, Tua Rita and Biondi-Santi, known for their exceptional wines
LOOKING AHEAD: EXCITING LAUNCHES COMING IN 2025
Looking ahead to 2025, we are thrilled to introduce more prestigious brands to our portfolio. These include Espolòn, an award-winning tequila crafted with Mexican tradition; Montelobos, an artisanal mezcal that embodies true craftsmanship, both part of Campari Group; and Poretti an Italian beer brand with a rich brewing heritage With these strategic additions, Farsons Beverage Imports continues to reinforce its commitment to quality and diversity, ensuring our customers have access to the world’s best beverages
Stay tuned for more exciting developments as we grow our portfolio
THE BREWHOUSE: CELEBRATING TWO YEARS OF INNOVATION, CRAFT, AND COMMUNITY
by John Bonello Ghio Head of The Brewhouse and Corporate Projects
The Brewhouse, housed in the iconic 1950s Farsons brewery, has completed its second year of operations, offering a vibrant multi-use destination
The space includes three F&B outlets: Kettles Café Bistro Bar The Chapels Gastrobrewpub, and The Cisk Tap Kettles, located beneath historic brewing kettles, is a popular spot for both tenants and locals The Chapels, featuring a microbrewery and a vast indoor/outdoor space, marks Farsons’ entry into the craft beer market The Cisk Tap rooftop bar, offers 360-degree island views and has become a go-to for private events.
The Brewhouse is also home to the Farsons Brandstore, which showcases the company ’ s iconic brands through a selection of merchandise with a focus on Cisk and Kinnie products and serves as the starting point for The Farsons Brewery Experience, a key attraction, offering an immersive and educational tour with a focus on tourism growth
The Brewhouse also features unique event spaces, like The Redler Room and The Grist, that provide inspiring venues for corporate and artistic events
The Brewhouse also offers high-quality office spaces.
During the upcoming year, The Brewhouse will be hosting a varied calendar of events. The season was kicked off in March with a very well attended St Patricks Fest in the amphitheatre, during April we will be hosting a Craft Beer Festival on The Chapels terrace, showcasing a number of locally produced craft beers including our inhouse brewed cratf beers together with imported craft beers by FBIC. We will have a calendar of monthly events, with a special celebration of The Brewhouse’s 75th anniversary since the original opening in 1950, planned for June
Stay tuned to The Brewhouse social media pages in order not to miss out on these events
"Where history meets innovation—The Brewhouse continues to craft unforgettable experiences."
TOWARDS A CIRCULAR ECONOMY:
EMBRACING SUSTAINABLE WASTE MANAGEMENT FOR A GREENER FUTURE
by Maria Portelli - Environmental Efficiency & Business Services Manager
Waste Management and Sustainability
Waste management and sustainability are critical components of addressing the environmental challenges of the 21st century Shaping a sustainable future within our company involves integrating environmental sustainability into our business operations, keeping in mind that the European Union (EU), has been a global leader in promoting sustainability through comprehensive policies, initiatives and regulations which we, of course need to adhere to
Sustainable waste management offers an opportunity to mitigate environmental harm, protect humans and also foster economic growth by transitioning from a linear model to a circular economy and that is also our journey here at SFC.
With the introduction of the Beverage Container Refund Scheme (BCRS) we have seen a significant step towards promoting sustainability and reducing waste This system is encouraging proper recycling thus reducing public litter in open spaces and beaches. By collecting and recycling materials like plastic, cans and glass BCRS is aligning with circular economy principles thus reducing the environmental impact of waste
With the introduction of the Single Use Plastic (SUP) directive, the European Union has recently introduced the obligation of having a tethered cap on all plastic bottles, . The EU has also set mandatory targets for the use of recycled PET (rPET) which is set at 25% by 2025 and 30% by 2030
Late last year the EU has officially adopted The Packaging and Packaging Waste Regulation (PPWR) and this came into effect a few weeks ago on February 11, 2025 with its measures set to be fully implemented by mid-2026 The PPWR is aimed at reducing packaging waste and promoting sustainability. It introduces stricter measures than previous directives in order to robustly foster a circular economy across all EU states
Sustainable Waste Management.
Our focus as a company but also as individuals should be on reducing waste generation, maximise resource recovery and minimising environmental impact that the waste disposal creates Disposal should remain our last resort and therefore we need to prioritise actions that prevent, reuse and recycle waste.
In Malta waste separation is now a mandatory practice and it is aimed at promoting recycling and reducing landfill waste In various office kitchenettes within the Brewery we introduced new bins to help encourage employees to separate (and minimise) mixed waste (black bag), from organic and recyclables.
We also have various collection points around the Brewery so that different contractors come in on specific dates to collect the waste stream they handle also to encourage further waste separation and to reduce waste destined to landfill.
We have recently also internally launched the Waste Forum which invites team members from the various units of the brewery and the wider group to participate in this forum where we address micro issues related to various waste management practices within our group.
During this forum we encourage members to raise their concerns and invite them to put forward their suggestions aiming for an interactive discussion whilst also keeping members abreast with current and proposed laws, regulations, and best practices
Sustainable waste management is not just an environmental necessity but also an economic and social opportunity. By embracing circular economy principles and innovative practices societies can transform waste into valuable resources while safeguarding the planet for future generations
AWARDS
WELFARE FUND
ĦADDIEMA FARSONS
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
Annual General Meeting 2025 and Committee Election
Date: 4 June 2025
Time: 13:30 – 14:30
Place: Meeting Room C1, Corporate Offices
Your participation is important It is your opportunity to stay informed, share your ideas and elect committee members A small token will be distributed Nominations forms for Committee can be collected from and returned to the Front Office until the 16 May 2025
Eligible employees are those who are on a definite or indefinite contract, full-time, part-time or reduced basis. Who is Eligible?
forms are available from Reception
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), Rosanne Altarhouni Borg (FBIC) 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
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.
With as little as €3.00 per month, you can become a member of the Welfare Fund Ħaddiema Farsons. Membership
�� JOIN THE FUN: “TWO TRUTHS AND A LIE”
TRIDENT PARK 75TH ANNIVERSARY QUIZ!
To celebrate the 75th anniversary of our iconic brewery building — now Trident Park — we ’ re inviting all employees to take part in a special edition of our “Two Truths and a Lie” quiz
All you have to do is read the three sets of statements and guess which one in each set is the lie It’s a fun and simple way to learn more about our rich heritage and the transformation of our historic building.
�� How to participate:
Read the questions in this section.
Identify the false statement in each set.
Submit your answers within 6 weeks of publication to nicholas.curmi@farsons.com
Be sure to include your name department and mobile number.
Question 1: Which of the following statements about the original Farsons Brewery (now Trident Park) is not true?
A) The original brewery was designed by a British architect in the post-war modernist style.
B) The Farsons Brewery building was completed in 1948 but officially inaugurated in 1950
C) The building was originally constructed to serve as a textile factory.
Question 2: Which of these statements about Trident Park’s redevelopment is false?
A) The building was demolished and completely rebuilt in a contemporary glass tower style.
B) The redevelopment preserved many original architectural features of the brewery
C) The redeveloped site includes a mix of office spaces, landscaped gardens, and a business center.
Question 3: Which of these is not true about Trident Park’s transformation?
A) The redevelopment project received international recognition for sustainable architecture
B) Trident Park was converted into a residential complex with luxury apartments.
C) Trident Park is now home to The Brewhouse a cultural and visitor experience celebrating Farsons' brewing heritage.
What’s in it for you?
One lucky winner will be randomly selected from the correct entries and will receive a €25 voucher added to their employee benefits!
Deadline & Winner Announcement: Entries close 6 weeks from the date of publication.
Good luck — and may the best trivia master win
