53 Corporate Centre renewal and rejuvenation programme for the Carlsberg brand. When implementing CarlsbergGLYPH<213>s marketing stra- tegy, respect for national and international legisla- tion and provisions is a key priority. Responsible consumption of our products is a key focus area and concern, both towards our consumers and our business at large. Non-beer portfolio As a complement to the core beer business, sev- eral of the Group subsidiaries operate a broader portfolio of non-beer brands within categories such as carbonated and non-carbonated soft drinks, packaged water, sports / energy drinks, cider and various alcoholic beverages. The soft drinks portfolio generally consists of licence production of leading international brands, for example Coca-Cola$^{¤}$, Pepsi$^{¤}$ and Schwep- pes$^{¤}$, and of strong national Group-owned brands (both carbonated and non-carbonated) such as Solo$^{¤}$ in Norway, Tuborg Squash$^{¤}$ in Denmark and Zingo$^{¤}$ in Sweden. The Group has particular strength in the mineral water category with several market leadership positions, for example Ram- lGLYPH<154>sa ¤ in Sweden, Carlsberg Kurvand$^{¤}$ in Den- mark, Farris$^{¤}$ and Imsdal$^{¤}$ in Norway , Passugger ¤ in Switzerland and Pedras Salgadas$^{¤}$ in Portugal. Within the energy drinks category, Battery$^{¤}$, de- veloped by Finnish Sinebrychoff, has a strong po- sition in the Nordic region and has subsequently been launched in more than a dozen markets, among others Russia and Switzerland in 2001. we Squ ash  | APPEILSIN . al }