Measuring our  performance We measure our success against our ambition  and strategic goals using a number of KPIs,  which are integrated in incentive schemes  throughout the organisation to align the  performance of the Group and ensure they  are achieved. Selected financial and non- financial KPIs are presented here. 10bp Western Europe 30bp Russia -2% 2013 8% 2012 78 2013 78 2012 Participation 88% 2013 83% 2012 In 2013, we made  strong progress  towards our  environmental  targets. See these and other CSR targets  on page 29. Growing our market share is necessary to be a significant  player in the markets where we choose to compete and is  a strong indicator of our execution capabilities. However,  balancing volume and value market share growth will  remain in focus.  In 2013, we grew our market share in all three regions due  to our strong brands and strong commercial execution. The Carlsberg brand is our flagship brand, and in most markets  around the world it is a premium brand. The brand still has un- tapped commercial potential, not least in its premium markets.  In 2013, the Carlsberg brand declined 2% as it was cycling the  successful EURO activations in 2012, when the brand grew 8%. My Voice is a tool for tracking employees’ engagement and opinions on their work, workplace and the Carlsberg Group in  order to continuously drive improvements and the performance  of the Carlsberg Group.  In 2013, 88% of employees participated in the annual survey versus  83% in 2012. The overall engagement score was equivalent to 2012. 1  Measurement method changed in 2013. 2012 comparable score has been adjusted. Management review KPIs 21 Carlsberg Group Annual Report 2013 NON-FINANCIAL KPIs MARKET SHARE CARLSBERG BRAND VOLUME GROWTH IN PREMIUM MARKETS EMPLOYEE ENGAGEMENT SCORE AND PARTICIPATION (MY VOICE) Engagement score 1 FINANCIAL KPIs  Operating profit is a measure of our ability to enhance oper- ational performance through top- line growth and continued focus on cost-effectiveness.  In 2013, we guided for around DKK 10bn in operating profit. The actual result was DKK 9.8bn as 5% organic growth was offset by negative currency impact. A strong FCF allows us to return  cash to our shareholders and pay  down debt, enabling us to reinvest  in our business and engage in  value-creating M&A activities.  In 2013, FCF was impacted by  acquisitions in Asia and higher  CapEx. In 2012, the disposal of the  Copenhagen brewery site positively  impacted FCF by DKK 1.9bn. Maximising return on all invest- ments is the key to delivering  sustainable value to shareholders.  ROIC analyses of all investments  throughout the value chain as well  as of acquisition targets ensure the  right basis for decision-making. In 2013, ROIC improved by 20bp  on 2012. Adjusted earnings per share is  adjusted for the after-tax impact of  special items and is a key measure  of the underlying earnings of the  Group. Our longer-term ambition is  to deliver an average growth in ad- justed EPS of more than 10% p.a.  In 2013, we guided for mid-single- digit percentage growth in adjusted  EPS. Actual growth was 5%.  40 38 36 34 32 30 Adjusted EPS (DKK) Operating profit (DKKbn) 11 9 7 5 3 1 2013 2012 2011 2013 2012 2011 2013 2012 2011 10 8 6 4 2 0 Cash flow (DKKbn) 10 8 6 4 2 0 Return on invested capital (ROIC)  (%) 2013 2012 2011 Free  operating  cash flow Free cash  flow (FCF)