Corporate Supply Chain 55 activities, including audits at the breweries and suppliers as well as certificate agreements with both parties. Product quality is monitored through extensive control at the production sites supple- mented with a centralised taste panel function in Copenhagen, which assesses whether the flavour of the GroupGLYPH<213>s products worldwide is satisfactory and uniform — in line with consumer expectations. Furthermore, various tools are used to assure high quality at the breweries, including a statistical process control system developed by the Group with its own reporting system QC/SPC as well as an internal ring analysis system called Carlsberg Inter Laboratory Analysis Scheme (CILAS). An executive forum — Carlsberg BreweriesGLYPH<213> Quality Council — which consists of representa- tives from the Executive Board, Supply Chain and markets of a substantial size, establishes the ge- neral quality requirements for the GroupGLYPH<213>s prod- ucts and determines the guidelines for production of the companyGLYPH<213>s brands. In addition to the ongoing efforts to improve quali- ty and production technology, Carlsberg Breweri- es considers the development of new products to be a key activity, among other things to ensure general consumer interest in beer. Several prod- ucts have been launched in the local markets dur- ing the year, including Semper Ardens in the Da- nish market. Semper Ardens is a line of exclusive, specialty products brewed from carefully selected raw materials and bottled on 70 cl bottles. Sem- per Ardens is one of brewer J.C. JacobsenGLYPH<213>s latin phrases and means GLYPH<210>always burningGLYPH<211>. It reflects the brewerGLYPH<213>s dedication to the craft of brewing. Packaging innovation focuses both on primary and secondary packaging development. This has resulted in new packaging types within beer and soft drinks, and new types will be added. The PEN bottle is one example of a successful intro- duction of a new packaging type — it has proven itself as more than a passing fad and in several markets it is there to stay. Innovation In future, an important task will be to sharpen the definition of the production process for bran- ded Carlsberg beer. These efforts will be lifted in cooperation with the Carlsberg Research Center. The Environment In 2001, all breweries in which Carlsberg holds the controlling interest have worked on developing lo- cal environmental management as well as ensu- ring compliance with Carlsberg BreweriesGLYPH<213> envi- ronmental requirements. During the year, improvements have been realised through reduc- tions in energy, electricity and water consumption. Apart from an improvement in the operating econ- omy, this has also resulted in a reduction in waste water and solid waste disposal. The responsibility for the upgrading processes lies with the individual breweries whereas Carls- berg Corporate Supply Chain examines whether the goals are actually achieved through regular visits, training and measurements. In May 2001, an environmental conference was held with broad participation from the environ- mental managers of the Group and this exchange of experience has strengthened local environmen- tal efforts. In June 2001, Carlsberg Breweries published its first environmental report, covering the period 1998/1999 and 1999/2000 in 35 breweries. The report documented improvements in the con- sumption of energy, electricity and water and set out prioritised goals for the year ahead. Carlsberg Breweries experienced no major en- vironmental accidents or industrial injuries in 2001, and the breweries will continue their efforts to establish preventive measures. In the year ahead, Carlsberg Breweries will work on obtaining certification of its own brewer- ies in keeping with international environmental standards. Danbrew Ltd. provides services to the Carlsberg Group breweries and the international brewery in- Danbrew