Report and Accounts 1999 / 2000 - Carlsberg Group

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Group Staff Functions 23 other markets in connection with the local brand portfolios. Quality and benchmarking High and consistent product quality is a crucial factor for Carlsberg’s success. In order to ensure such high quality and optimise the use of all technical know-how, Carlsberg’s technology organisation is divided into a control function and a service function. The control function - Operations Control - ensures that production and distribution of the Group’s beer and soft drink products is in accordance with the guidelines set out for quality management, support for product development and management of the comprehensive benchmarking system that was introduced this year. Focus on benchmarking has been intensified because increased competition within beer and soft drink production has resulted in a growing need to measure the performance of own breweries and compare Carlsberg with the competitors. The breweries have been divided into groups according to geographic location and size. A wide variety of Key Performance Indicators are collected and evaluated on an ongoing basis. The results are made available to the breweries participating in
24 Group Staff Functions the project. That way they can see who is “Performance Leader” within areas such as productivity (volume produced per employee), energy consumption, shrinkage, etc. In addition, the benchmarking system generates calculations of potential savings as each brewery is compared with the “Performance Leader” within its own group. According to the benchmarking system, Carlsberg’s breweries are some of the most productive in the world and their average performance is high by international standards. Carlsberg has implemented a global environmental management system that includes all Group breweries and is based on local environmental management. The technology organisation’s service functions for own breweries and licence partners are handled by the subsidiary Danbrew Ltd. A/S, among others. The environment All breweries in which Carlsberg holds the controlling interest must comply with the environmental policy and consistently work to implement further improvements both as regards resource consumption and discharge management, etc. In accordance with Carlsberg’s environmental policy, the local management of each brewery is fully liable for the day-to-day environmental management. Carlsberg’s reporting system forms the basis for the local environmental management and the system ensures that the local brewery as well as the Group can document that the environmental policy is being observed. The results contained in the reports are checked by Carlsberg Corporate Operations Control. Carlsberg’s environmental policy • Carlsberg recognises its responsibility as regards protection of the environment wherever Carlsberg operates. • Carlsberg will seek to meet the needs of the consumers, customers, and employees in an environmentally sound and sustainable manner, through continuous improvement in environmental performance in all Group activities.
Page 1 and 2: Report and Accounts 1999 / 2000
Page 3 and 4: A Brief Presentation ▲ ▲ A Brie
Page 5 and 6: 2 Letter to the Shareholders Letter
Page 7 and 8: 4 Board of Directors and Executive
Page 9 and 10: 6 Highlights and Key Figures, 5-yea
Page 11 and 12: 8 Report for 1999/2000 Report for 1
Page 13 and 14: 10 Report for 1999/2000 Provisions
Page 15 and 16: 12 Report for 1999/2000 Malaysia: E
Page 17 and 18: 14 Report for 1999/2000 ed a key pa
Page 19 and 20: 16 Management and Corporate Governa
Page 21 and 22: 18 Shareholder Information Investor
Page 23 and 24: 20 Group Staff Functions Group Staf
Page 25: 22 European Music Awards, the devel
Page 29 and 30: 26 Corporate Strategic Sourcing (CS
Page 31 and 32: 28 Group Staff Functions allocation
Page 33 and 34: 3030 Regional Reports Regional Repo
Page 35 and 36: 32 Regional Reports Finland The Fin
Page 37 and 38: 34 Regional Reports due to the posi
Page 39 and 40: 36 Regional Reports vourably. Today
Page 41 and 42: 38 Regional Reports new joint ventu
Page 43 and 44: 40 Soft Drinks Soft Drinks CCNB In
Page 45 and 46: 4242 The New Carlsberg A/S The New
Page 47 and 48: 4444 The New Carlsberg A/S Carlsber
Page 49 and 50: 46 The New Carlsberg A/S establishm
Page 51 and 52: 48 The New Carlsberg A/S Group Comp
Page 53 and 54: 50 The New Carlsberg A/S 2 3 4 5 Ca
Page 55 and 56: 52 52 The New Carlsberg A/S Carlsbe
Page 57 and 58: 54 The New Carlsberg A/S Carlsberg
Page 60 and 61: Accounts for 1999 / 2000 Accounts f
Page 62 and 63: Financial Review of the Carlsberg G
Page 70 and 71: Accounting Policies 67 running of t
Page 72 and 73: Profit and Loss Account 1999/00 69
Page 74 and 75: Balance Sheet 71 Balance Sheet at 3
Page 76 and 77:
Notes to the Accounts 73 Notes to t
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Page 84 and 85:
Development in Results by Quarters
Page 86 and 87:
Group Companies 83 Group Companies
Page 88 and 89:
Auditors’ Report 85 Auditors’ R
Page 90 and 91:
Subsidiaries 87 Carlsberg Malawi Br
Page 92 and 93:
▲ ▲ Board of Directors and Exec
Page 94 and 95:
Carlsberg's primary activities are
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Report and Accounts 1999 / 2000 - Carlsberg Group

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