out a policy to increase the proportion of  women in senior management positions. The relevant action items are as follows: • Headhunters must present at least one  qualified female candidate when recruit- ing for senior management positions. This  requirement has been incorporated into  the Group Recruitment Policy but it is too  early to judge the impact of the initiative. • The Carlsberg Group has a leadership pro- gramme (ALDP – Accelerated Leadership  Development Programme) to which qual- ified employees are appointed once a year.  The target is to ensure that at least one  third of the participants in each programme  are women. In 2013, 35% of the appointed  participants were women, an increase of  more than 30% compared to 2012.  • Finally, any woman who, based on a  very strong performance and potential  rating, including full international mobil- ity, qualifies to take on a role at CEO or  management board level in Carlsberg’s  local subsidiaries and/or in the commercial  supply chain or finance areas at VP level  in Carlsberg Group functions/headquarters/  regions/Carlsberg Supply Company AG,  Switzerland, must have a mentor ap- pointed. The mentor must be a senior  manager, and the role of the mentor is to  encourage the strong-performing woman  to continue to develop her competences  within management and consider career  opportunities and promotions (including  in Carlsberg businesses in other countries).  All women from this group who received  a strong performance rating in 2013  already have a mentor or will have one  appointed during the first six months of  2014. Similarly, mentors will be appointed  for qualifying women in 2014. Group HR is  considering whether a structured men- tor guideline should be drawn up, but at  present the mentor is relatively free to  decide on how to fulfil the mentor role as  long as the aim is to encourage women to  develop management skills and consider  relevant opportunities and promotions. It  is expected that the mentor programme  will increase the number of women who  decide on a management career in Carls- berg, but it is too early to judge the actual  impact of the programme. Carlsberg wants to be an attractive work- place for both female and male managers  where men and women consider that they  have equal and fair opportunities for promo- tion to higher managerial positions and that  their competences can be used in the best  possible way irrespective of gender. International experience The objective regarding the international  experience of Supervisory Board members is met as at least six of the 10 members  of the Supervisory Board elected by the  General Meeting can be considered to have  substantial international experience from  managing large corporations or institutions  and all members elected by the General  Meeting are able to operate in an interna- tional environment. THE WORK OF THE SUPERVISORY BOARD The Supervisory Boards of the Parent  Company, Carlsberg A/S, and of the other  companies in the Group ensure that their  Executive Boards observe the goals, strate- gies and business procedures established by  the Supervisory Boards. Information from the  Executive Boards of the various companies  is provided systematically at meetings, as  well as in written and oral reports covering  areas such as market developments and the  companies’ performance, profitability and  financial position. The Supervisory Board of Carlsberg A/S  held nine meetings in 2013 and a two-day  strategy seminar combined with a visit to  Carlsberg’s supply chain organisation in  Switzerland. The strategy seminar and six  of the Supervisory Board meetings were  attended by all Supervisory Board members.  The remaining meetings were attended by  all but one member. According to its Rules  of Procedure, the Supervisory Board meets  at least six times a year in addition to an  annual strategy meeting at which the Com- pany’s strategy and overall organisation are  discussed. In between its ordinary meetings,  the Supervisory Board receives written in- formation on the Company’s operations and  financial position. Extraordinary meetings  are convened if necessary. The Supervisory  Board decides on major investments and  divestments, the size and composition of the  Company’s capital base, long-term obliga- tions, significant policies, control and audit  issues, risk management and significant  operational matters.  The Supervisory Board’s Rules of Procedure  set out the procedures for the Executive  Board’s reporting to the Supervisory Board  and for any other communication between  the two bodies. The Rules of Procedure are  reviewed annually by the Supervisory Board  and adjusted if required.  The Chairman and Deputy Chairman of the  Supervisory Board constitute the Chairman- ship, which organises meetings of the Super- visory Board in cooperation with the Exe- cutive Board. The Chairmanship held eight  meetings in 2013 and they were all attended  by both the Chairman and the Deputy Chair- man. The specific duties of the Chairman  and – in his absence – the Deputy Chairman  are set out in the Rules of Procedure. Each year, the Chairman of the Supervisory  Board heads a structured evaluation of the  Board’s work, accomplishments and com- position in a structured dialogue with each  Board member. The evaluation is carried out  in accordance with a written procedure estab- lished by the Supervisory Board on the basis  of a recommendation from the Nomination  Committee and on the basis of a question- naire with a number of items that the Supervisory Board members are to consider  as part of the evaluation. This evaluation  also includes the cooperation between the  Supervisory Board and the Executive Board,  and the work, accomplishments and compo- sition of the Executive Board and a session  without the presence of the Executive Board  at which its performance is evaluated.  Finally, the process includes a meeting without the presence of the Chairman at  which the performance of the Chairman is discussed. During the evaluation process in 2013, the Supervisory Board members  generally expressed that they were very content with the structure and function of  the Supervisory Board and, in particular, with the detailed meeting planning, the  amount and quality of meeting material and the presentation of issues by the Execu- tive Board and the subsequent open discus- sions at the Supervisory Board meetings.  The Supervisory Board also expressed  content with the focus on risk evaluation,  strategy and direction-setting during Board  Carlsberg Group Annual Report 2013 39 Management review CORPORATE GOVERNANCE