SELECTED ACTIONS AND PROGRESS 2013 HIGH-PERFORMANCE CULTURE DEVELOP, RETAIN AND ATTRACT BEST-IN-CLASS PEOPLE  EMPOWERMENT AND ENGAGEMENT ment and retention strategies that incorporate  a defined set of leadership competences,  training and competitive remuneration. This will ultimately help the Group in its ongoing transformation and delivery of improved business results. To allow high-performance employees to  thrive, we create a working environment char- acterised by empowerment and engagement.  Empowered and engaged employees are  willing to go the extra mile, raise the bar and  work to their full potential, and they always  cross the boundaries of functional silos.  In order for us to achieve our goals and exe- cute faster and better than our competitors,  we count on our skilled employees having a  high level of engagement, drive and ambition,  and we provide them with the necessary tools  for personal and professional development.  This strategic lever has three priorities. We set high standards and always raise the  bar for our employees. We want to embed a  high-performance culture by creating an en- vironment where people are motivated to do  their best, are engaged and feel empowered.  A high-performance culture is also driven by  embedding a visible link between perform- ance, reward and recognition. At Carlsberg, we invest in making our people  the talent benchmark within our industry. We  want the Carlsberg Group to be considered a  highly desirable employer and workplace for  high-performance employees. This requires  us to create and implement effective develop- To facilitate high performance and superior  execution, the Carlsberg Group Leadership  Competences were launched in 2013. The  eight leadership competences are based on  the Group’s winning behaviours and are a  summary of the most important charac- teristics for leadership at Carlsberg. They  reflect the way we want our leaders to  act and behave to deliver on our strategy.  The leadership competences will be the  benchmark for appraising our leaders’  performance and potential. They will also  become the framework for recruitment,  learning and development across the Carlsberg Group. In order to become a truly global company  and reap the associated benefits, the Group  has developed a Short Term Assignment  (STA) programme. STAs typically last for  one to six months and effectively utilise and  exchange skills and knowledge, bringing  together different competences across the  Group. They enable the Group to secure the  right candidates with the necessary skills  for short-term projects across functions and  geographies. STAs have been used success- fully for various strategic Group projects  such as value management, BSP1 and  responding to dark market conditions, and  2013 saw hundreds of successful STAs. An important aspect of the people  agenda is to support the continued trans- formation agenda of the Carlsberg Group.  To this end, the Group has developed and  adopted a structured approach to change  management. The purpose of our change  management framework is to ensure  that managers have a coherent and inte- grated approach combined with the right  transformation capabilities to deal with  employees’ motivation and performance  during changes. 24 Management review STRATEGY Carlsberg Group Annual Report 2013 Meet our people and learn what they do. www.carlsberggroup.com/careers People