from the CEO JØRGEN BUHL  RASMUSSEN President & CEO We delivered our solid results in a year of challenging macroenvironment in West- ern and Eastern Europe. In Russia, the beer  market was even further challenged by the  outlet restrictions that came into force in  January. Our results demonstrate our ability  to constantly execute and innovate effect- ively while maintaining tight control of our costs. I am pleased to report that this year the  Group once again achieved volume and  value market share growth in all our regions  as a result of our strong international and  local brand portfolio, a number of successful  innovations, and our powerful commercial  execution, including effective use of our  best-in-class sales and marketing tools such as portfolio optimisation and value  management. Despite the positive development in our  market share, Group beer volumes declined  organically by 2%. The growing volumes in  Asia were not enough to offset the volume  decline in Eastern and Western Europe  caused by declining markets.  The Tuborg brand grew 10% for the year.  The growth was mainly driven by very strong  performance in Asia, not least in China and  India. We continued the brand’s rejuvenation  programme, supported by the launch of Tu- In 2013, we delivered on our three-year  targets for energy and CO$_{2}$ and we almost  succeeded in reaching our three-year target  for water. We have subsequently set new  three-year targets to maintain the leading  position among our international peers.  A key priority in our CSR efforts is packaging.  In order to reduce dependency on primary  The Carlsberg brand grew its volumes in  the premium markets in the second half of  the year but declined 2% for the full year  as we were cycling last year’s EURO 2012  activations, when the brand grew 8%. In  Asia, the brand showed particularly strong  performance in China and India. During the  year, we rolled out the innovative music en- gagement programme “Where’s the Party?”  in 20 markets; started activation of our  English Premier League sponsorship in 53  markets, including the launch of the innova- tive “Strikr” app, which is the first app to let  fans have real-time football conversation  on Twitter; and renewed our long-standing  partnership with Liverpool FC. The activa- tion on digital media platforms continued  successfully and the viral “Carlsberg puts  friends to the test” achieved over 13m views  on YouTube. The Group’s Belgian abbey beer Grimbergen  continued its successful expansion in 2013 and  is now available in 33 markets globally. Dur- ing the year, Grimbergen was launched in nine  new markets, including Denmark and Poland,  and we took over the distribution in Russia. The Carlsberg Group has a very strong  portfolio of brands addressing the relevant  consumer needs and occasions. An import- ant part of our commercial strategy and an  important means to continued improvement  in our market share is to grow our strong lo- cal power brands as well as our international  premium brands – Carlsberg, Tuborg, Kronen- bourg 1664, Grimbergen and Somersby. Ensuring an appropriate balance between  volume and value in all our markets is key to  the Carlsberg Group and in 2013 we again im- proved both net revenue and gross profit per hl. borg Booster in India, the new Tuborg bottle  in the UK and the launch of Skøll by Tuborg  in France. Kronenbourg 1664 continued its positive  momentum with 6% growth (excluding  France, which was impacted by destocking  following a significant excise duty increase).  We introduced the brand in new markets,  and the successful roll-out of the wheat beer  Kronenbourg Blanc contributed to the overall  brand development, particularly in Asia. Our cider brand, Somersby, continued its  very strong progress and grew 78%. The key  drivers behind the growth were the launch  in the UK, continued positive performance  in Poland and line extensions in established  markets such as Wild Cactus by Somersby in  Denmark and Double Press in Norway. The  brand is now available in 40 markets around  the world and I am proud of the fact that it  continues to be the fastest growing interna- tional cider brand. STRONG BRAND PORTFOLIO  BALANCING VOLUME AND VALUE In 2013, the Carlsberg Group  delivered solid earnings growth  driven by strong and focused  execution in the front and back  ends of the business. Operating  profit increased organically  by 5% and adjusted net profit  increased by 5%.  Carlsberg Group Annual Report 2013 CSR Management review STATEMENT FROM THE CEO 9