
BIER Member Spotlight: Justin Merrell
Name: Justin Merrell | Group Sustainability Director
Welcome to our series aimed at spotlighting the individual leaders within BIER member companies and stakeholder organizations. Learn how these practitioners and their companies are addressing pressing challenges around water, energy, agriculture, and climate change, and what inspires each of them to advance environmental sustainability in the beverage sector and collectively, overall.
Briefly describe your role and responsibilities and how long you have worked with your company.
My current role is Group Sustainability Director for LION. LION operates primarily in Australia, but we are also the largest brewer in New Zealand. In addition, we have a significant craft beer presence in the United States, including New Belgium Brewery and Bell's Brewery. Our US craft beer network spans four operational sites: Bell's Brewery in Michigan; New Belgium's breweries in Fort Collins, Colorado; Asheville, North Carolina; and our newest site in Daleville, Virginia. Beyond brewing, we also operate wineries on the west coast and New Zealand.
I've been with LION for around six and a half years. I initially joined as Environment Director, and after three years, I transitioned into the Sustainability Director role. My responsibilities now focus on leading LION's overall sustainability strategy, which we divide into three pillars—Environmental, Social, and Governance (ESG)—to maintain clarity and focus. My role is to set the strategy across these pillars and ensure its successful implementation.
Before joining LION, I worked across a range of carbon intensive industries, including aviation, chemicals, steel, and aluminum. This diverse background has been invaluable in bringing a fresh perspective to challenges such as decarbonization, water stewardship, and advancing the circular economy within the brewing industry.
I'm a chemical engineer by background, and the first half of my career was centered on engineering and management roles. My first dedicated sustainability role was at Qantas, where I worked for six years before joining LION.
How has the company's sustainability program evolved over the years, and what are your specific priorities for 2025?
When I first joined, our sustainability strategy was organized into distinct areas of focus. On the environmental side, it centered around four key pillars: carbon, water, packaging (within the broader circular economy), and environmental risk management. Socially, our priorities included responsible consumption—our most material issue as an alcohol producer—along with community investment and reconciliation work with Australia's First Nations people. We've also focused on broader human rights initiatives, which naturally tie into responsible sourcing. Governance underpins all of this, with a growing emphasis on climate reporting, risk management, and policy development, particularly as new disclosure requirements emerge globally.
Most recently, we've made significant progress. For example, on carbon, we have science-based targets cascaded from our parent company, Kirin, in Japan. In Australia, we've already exceeded our 2030 Scope 1 and 2 targets, achieving a 70% reduction against our 2019 baseline. This success is largely due to investments in renewable electricity, including agreements to supply 100% renewable power to our Australian operations. In New Zealand, we have a credible pathway to meet our 2030 target of a 55% reduction, but the U.S. presents more challenges. Access to renewable energy agreements there is more complex, so identifying opportunities to secure wind and solar power for our U.S. breweries will be a major focus over the next few years.
On water stewardship, we're on track to achieve a 2.4L/L water efficiency target at our large breweries in water-stressed regions—Brisbane, Sydney, and Launceston—by next year. This has been enabled by the installation of a new reverse osmosis water recycling plant at Tooheys in Sydney that matches our water recycling operations at XXXX Brewery in Brisbane.
For packaging, we're making strong progress in increasing recycled content. On average, our packaging contained over 70% recycled material last year. Some of our glass bottles have exceeded 80% recycled content, and aluminum cans exceed 50%. Working closely with our suppliers, we're continuing to reduce demand for virgin materials and the carbon intensity of packaging. For instance, using recycled glass reduces energy consumption in glass furnaces, especially when combined with innovations like oxygen injection and cullet pre-heating, which has the potential halve furnace energy use.
Looking ahead to 2025, we're shifting focus from discrete efforts on carbon, water, and circular economy to integrated projects that deliver impact across multiple pillars simultaneously. To truly accelerate progress, we need to move beyond individual efforts and start collaborating more deeply across the value chain.
Our suppliers make up roughly 80% of a beer's carbon footprint, so working collectively with them is essential. A great example is the Australian Climate Leaders Coalition's Scope 3 Roadmap project, where we brought key players together—packaging suppliers, maltsters, logistics providers, and customers. Instead of relying on generic database figures, we gathered real carbon emissions data directly from our partners. It wasn't easy—there is a natural reluctance to share sensitive data—but we addressed concerns by aggregating where needed and building trust.
With accurate data, we could have meaningful discussions about emissions reductions—whether that's increasing recycled content in packaging, using electric trucks, or working with farmers on regenerative agriculture. This project demonstrated the power of collaboration and the need to take the blinkers off. Too often, companies pursue the same targets independently, missing opportunities to work together.
In 2025, we'll focus on fostering more of these 'pre-competitive' collaborations, where competitors and partners align on shared challenges. There's precedent for this—like the Roundtable on Sustainable Palm Oil —where companies worked together to address deforestation. We're out of time, and we can't afford to tackle these issues alone. Guardrails are needed to ensure compliance with competition laws, but these non-competitive conversations are critical to accelerating change.
A great example of this approach is the work we're exploring to support the resilience of the Great Barrier Reef. Projects like this demonstrate how we can simultaneously address nature conservation and sustainability challenges across the value chain.
Ultimately, I find this deeply exciting. There's so much potential when we work together. The limits of going it alone are now clear, but when we take collective action, we can make a much bigger impact on the climate, circularity, and beyond.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Hamilton Spectator
7 hours ago
- Hamilton Spectator
Auditor general finds F-35 costs soar amid project delays, pilot shortages
OTTAWA - The estimated cost of Canada's incoming fleet of advanced stealth fighters exploded by nearly 50 per cent in just a few years, auditor general Karen Hogan said Tuesday in a new report. The fighter jet audit was one of eight tabled in the House of Commons by Hogan and environment commissioner Jerry DeMarco. The reports flag problematic procurement contracts, a backlog in applications for First Nations status and a delay in reducing the amount of federal office space. An investigation by the auditor general concluded that costs associated with the F-35 advanced fighter jet program are running $8.7 billion higher than the original estimates. And it warns the program is being plagued by delays and critical shortfalls — including a lack of qualified pilots. The report lands in the middle of an active review ordered by Prime Minister Mark Carney to examine possible alternatives to the F-35. He ordered the review in response to U.S. President Donald Trump's trade war with Canada. National Defence said in 2022 the base price for the F-35s would be $19 billion. Just two years later, the number has climbed to $27.7 billion. That estimate does not include figures for infrastructure upgrades or weapons. The report says the department's 2022 estimates relied on outdated data from 2019 — despite the availability of better estimates showing 'that costs of the aircraft had already increased substantially.' The audit says issues associated with the global pandemic — such as runaway inflation, rising costs for facilities and munitions and volatile foreign exchange rates — pushed the price tag sky high. Defence Minister David McGuinty's office sent out a written statement to media that blamed the increased costs on 'external economic conditions driven by the COVID-19 pandemic, including global supply chain disruptions, workforce shortages, and increased inflation and foreign exchange rates.' 'In combination with increased global tensions and related impacts on the availability and demand for materials, we would not have been able to deliver the full scope of this project under our previous budget,' he said in the statement. But Hogan also warned Tuesday that the program faces 'significant risks that could jeopardize the timely introduction of the new fleet.' She said the department successfully identified the risks but has not planned appropriately to mitigate them. Construction of two new fighter squadron facilities — in Cold Lake, Alta., and Bagotville, Que. — is running three years behind schedule. The report says the facilities will not be ready until at least 2031 because the department needs to 'redo important elements' of their design. The department started planning the new facilities in 2020 before the government had settled on the F-35. The aircraft comes with significant infrastructure security requirements. 'Costs to develop an interim solution to support the new jets will further increase infrastructure expenses,' the report warned. It said the department produced a contingency plan to operate the aircraft from temporary facilities but the plan fell short because it was incomplete and offered 'no proposed actions nor a cost estimate.' Canada is also still short of qualified pilots to fly the advanced aircraft — despite being warned about this in 2018. The report said the F-35 program lacks measures to minimize potential risks and the department failed to produce robust contingency plans. It notes that the department identified cost overruns from inflation and currency fluctuations as potential risks to monitor, but plans to track those risks were never approved by officials. The Liberal government announced in 2017 it planned to purchase 88 new fighter jets. It signed a contract with Lockheed Martin for the F-35s in 2023. The modern jets are needed to replace Canada's aging CF-18 fleet, which is nearing the end of its service life. The fighter jets are expected to be delivered between 2026 and 2032. Over the next two years, the initial eight will be sent to a U.S. air force base in Arizona, where Canadian pilots will be trained to fly them. The rest will be delivered to Canada starting in 2028. The report said the Joint Strike Fighter Program Office conducted various assessments that uncovered 'significant issues,' such as 'insufficient departmental engineering personnel to service support equipment for both the CF-18 Hornet and CF-35A during the transition.' The audit said that at the end of the last fiscal year in March, National Defence earmarked $935 million for the U.S. government for the first four jets and related items needed to produce another eight aircraft. It says about $197 million has been paid out already. On top of that, National Defence spent another $516 million on the project, including $270 million in infrastructure costs. This report by The Canadian Press was first published on June 10, 2025.
Yahoo
9 hours ago
- Yahoo
JCCBI recapped its first six months of activity on the Québec Bridge
QUÉBEC CITY, June 10, 2025 (GLOBE NEWSWIRE) -- At a media briefing held earlier today in Québec City, The Jacques Cartier and Champlain Bridges Incorporated (JCCBI) recapped its first six months of activity regarding the rehabilitation of the Québec Bridge. On November 12, 2024, the retrocession of the Québec Bridge to the federal government was announced, and its management was entrusted to JCCBI. Investments in the order of one billion dollars are planned over the next 25 years. Since this announcement, the JCCBI team has been active on several fronts. Rehabilitating a century-old assetAs announced in November 2024, JCCBI is developing an asset management plan for the Québec Bridge, beginning with inspections and various studies, to arrive at accurate diagnoses and be able to prepare a detailed rehabilitation plan and prioritize work. The work will mainly aim at as repairing, reinforcing and painting the steel to protect it from corrosion and improve the overall appearance of the bridge, and could eventually target the piers and footings. In the last few months, JCCBI has awarded a few professional service contracts in asset management, including inspections and load-carrying capacity studies, in addition to work supervision contracts, quality control, and laboratory services. A professional service contract was also awarded for the development of plans and specifications for the reinforcement, cleaning, and painting of the steel structure. A construction contract for steel repair and painting was assigned to JCCBI, enabling the work begun by CN to continue in 2025. Dedicated team and new offices JCCBI will be managing this asset from a new office in Québec City. A team of three people will be assigned full-time to the project, and the Project Director was also recruited. This team will carry out all its activities in Québec City, continuously supported by staff members in Montréal, several of whom are already making regular trips to Québec City to learn more about the new asset and to forge ties with the local community. Participatory approachTo familiarize itself with the greater Québec City area, JCCBI carried out an initial mapping of stakeholders and held meetings with a few key players. JCCBI has also initiated discussions with the representatives of eight First Nations and held several meetings. Communication tools to help follow JCCBI's activities were also created, including a new section on the corporate website and a newsletter. Collaboration agreementJCCBI assumes all responsibilities as the owner of the infrastructure, and to ensure the implementation of the rehabilitation plan for this iconic structure, a three-party agreement is being negotiated with its two partners and users of the Québec Bridge: CN, which remains responsible for the rail corridor, and the Ministère des Transports et de la Mobilité durable, who is responsible for the road corridor and sidewalk. The purpose of this agreement is to optimize coordination and ensure the completion of all activities and work on the bridge. 'Last November, our team committed to restoring this great structure to its former beauty while extending its service life, and we have made many efforts in this direction over the last few months. A dedicated team has been formed, a Québec office has been set up, several asset management contracts were awarded and are underway, a participatory approach is being rolled out, including meetings with First Nations, plus several communication tools. A three-party collaboration agreement with CN and the Government of Québec is also being negotiated. Finally, a steel repair and painting contract was assigned to JCCBI allowing for work to begin on the bridge as early as 2025. I am very proud of all these achievements, which testify to our firm commitment to fulfilling our mandate of ensuring the sustainability of the Québec Bridge,' said Sandra Martel, Chief Executive Officer of JCCBI. Here are the multimedia links: Photo albumX accountNewsletterWebsite About JCCBIAs a manager of important infrastructure, The Jacques Cartier and Champlain Bridges Incorporated is a federal Crown corporation established in 1978 that is responsible for the Jacques Cartier Bridge, the structure of the Québec Bridge, the Estacade, the federal sections of the Bonaventure Expressway and the Honoré Mercier Bridge, as well as the Melocheville Tunnel. JCCBI also deconstructed the original Champlain Bridge. The Corporation manages, maintains, and repairs these structures to ensure the safe passage of thousands of users every day. It also ensures that these structures remain safe, fully functional, and aesthetically pleasing both today and in the future. For more information: Nathalie Lessard, Director, CommunicationsPhone number: 450-651-8771Email: Contact us formError in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data


Hamilton Spectator
10 hours ago
- Hamilton Spectator
Audit General finds F-35 costs soar amid project delays, pilot shortages
OTTAWA - The cost of Canada's incoming fleet of advanced stealth fighters has exploded by nearly 50 per cent in just a few years, auditor general Karen Hogan said Tuesday in a new report. The fighter jet audit is one of eight tabled in the House of Commons by Hogan and environment commissioner Jerry DeMarco which flagged problematic procurement contracts, a backlog in applications for First Nations status and a lag in reducing federal office space. An investigation by the auditor general of Canada finds costs associated with the F-35 advanced fighter jet program are running $8.7 billion higher than the original estimates. And it warns the program is being plagued by delays and crucial shortfalls — including a lack of qualified pilots. The report lands in the middle of an active review ordered by Prime Minister Mark Carney to examine possible alternatives to the F-35. He ordered the review in response to U.S. President Donald Trump's trade war with Canada. National Defence said in 2022 the base price for the F-35s would be $19 billion — just two years later, that number has climbed to $27.7 billion. That does not include estimates for infrastructure upgrades or weapons. The report found the department's 2022 estimates relied on outdated data from 2019 - despite the availability of better estimates showing 'that costs of the aircraft had already increased substantially.' The audit finds issues associated with the global pandemic – such as runaway inflation, rising facilities and munitions costs and volatile foreign exchange rates – pushed the price tag sky high. Auditor general Karen Hogan also warns that the program faces 'significant risks that could jeopardize the timely introduction of the new fleet.' She said the department successfully identified the risks but has not planned appropriately to mitigate them. Construction of two new fighter squadron facilities — in Cold Lake, Alta., and Bagotville, Que. — is running three years behind schedule. The report says the facilities will not be ready until at least 2031 because the department needs to 'redo important elements' of their design. The department started planning the new facilities in 2020 before the government had settled on the F-35, but the aircraft comes with significant infrastructure security requirements. 'Costs to develop an interim solution to support the new jets will further increase infrastructure expenses,' the report warns. It says the department produced a contingency plan to operate the aircraft from temporary facilities but the plan fell short because it was incomplete and offered 'no proposed actions nor a cost estimate.' Canada is also still short of qualified pilots to fly the advanced aircraft — despite being warned about this back in 2018. The report says the F-35 program lacks measures to minimize potential risks and the department failed to produce robust contingency plans. It notes that the department identified cost overruns from inflation and currency fluctuations as potential risks to monitor, but plans to track those risks were never approved by officials. The Liberal government announced in 2017 it planned to purchase 88 new fighter jets and signed a contract with Lockheed Martin for the F-35s in 2023. The modern jets are needed to replace Canada's aging CF-18 fleet, which is nearing the end of its service life. The fighter jets are expected to be delivered between 2026 and 2032. Over the next two years, the initial eight will be sent to a U.S. air force base in Arizona, where Canadian pilots will be trained to fly them. The rest will be delivered to Canada starting in 2028. The report says the Joint Strike Fighter Program Office conducted various assessments that uncovered 'significant issues,' such as 'insufficient departmental engineering personnel to service support equipment for both the CF-18 Hornet and CF-35A during the transition.' The audit says that at the end of the last fiscal year in March, National Defence earmarked $935 million for the U.S. government for the first four jets and related items needed to produce another eight aircraft. It says about $197 million has already been paid out. On top of that, National Defence spent another $516 million on the project, including $270 million in infrastructure costs. This report by The Canadian Press was first published on June 10, 2025.