Three high risks were identified  for 2013. Their impact on the  Group and the proactive steps  taken were as follows. In late 2011, it was decided to integrate and  centralise the Carlsberg supply chain, incorp- orating procurement, planning, production  and logistics and rolling out the business  standardisation project (BSP1).  Due to the scale of the BSP1 project and the  dependency on initiatives being implemented  smoothly, the change agenda related to the  integration of the supply chain was deemed  a high risk for 2013. During 2013, a number of initiatives were  undertaken to ensure the smooth implemen- tation of BSP1. Initiatives included frequent  communication and regular interaction with  markets and commercial teams to increase  awareness and resolve questions. Also, the  change agenda was a standard item on the  senior supply chain management agenda. In addition, close continuous cooperation be- tween the business standardisation implemen- tation teams and the supply chain ensured  alignment of tasks, needs, requirements etc. The integration and centralisation of the  supply chain and the roll-out of BSP1 remain  key priorities for the Group, and the associ- ated risks are still considered high. Eastern Europe accounts for approximately  35% of Group beer volumes and 40% of  operating profit. In recent years, our largest  market in the region, Russia, has passed  new regulations impacting the beer industry,  such as sales and advertising restrictions  and recipe requirements. For 2013, the Group  considered the changing laws and regula- tions in Russia and the rest of the region to  be a high risk. The changing laws led to a change in the  retail landscape in Russia in 2013, which had  a negative impact on Russian beer consump- tion in 2013. The market volume decline im- pacted our Russian volumes, but was partly  mitigated through lower costs of goods sold,  significant efficiency improvements across  the region and lower marketing expenses.  In addition, senior management at Group  and local level maintained a sharp focus  on government relations in 2013. We also  engaged in coordinated initiatives with the other brewers in Russia aimed at bet-  ter representation of the industry to the government and other key stakeholders. In continuation of this, the Russian brewers  have announced a self-regulation scheme  concerning beer bottle sizes.  The Group still considers legal restrictions in Eastern Europe a strategic risk, although  not a high risk for 2014. Consequently, we will continue our proactive approach to government relations and initiatives with the brewers’ associations in our Eastern  European markets. In late 2012, the global economic environ- ment was challenging and consumer senti- ment was under pressure, particularly in  Western Europe.  In view of this, increased pressure from  customers for more promotions leading to  lower net sales/hl was considered a high  risk for 2013.  A number of actions were taken in response  to this high risk. The most important of  these was the continued development and  roll-out of our sophisticated value manage- ment toolbox, which aims at strengthening  our position with customers and increasing  the net sales value per hl in close cooper- ation with our customers. In addition, we  continued the development and roll-out of  tools to measure the return on marketing  investment (ROMI).  These tools have increased the transparency  and oversight of the Group’s pricing and  promotional decisions and marketing invest- ments, and have enabled us to optimise net  sales per hl and the value gained from sales  and marketing activities. Consequently, the  risk has been reduced and is not a part of  the heat map for 2014. CHANGE AGENDA RELATED TO THE  SUPPLY CHAIN INTEGRATION LEGAL RESTRICTIONS IN EASTERN  EUROPE PROMOTIONAL PRESSURE FROM RETAIL Carlsberg Group Annual Report 2013 33 Management review RISK MANAGEMENT High risks 2013