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## People 

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. 

## HIGH-PERFORMANCE CULTURE 

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. 

## DEVELOP, RETAIN AND ATTRACT BEST-IN-CLASS PEOPLE 

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- 

ment and retention strategies that incorporate a defined set of leadership competences, training and competitive remuneration. 

## EMPOWERMENT AND ENGAGEMENT 

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. 

## SELECTED ACTIONS AND PROGRESS 2013 

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 

This will ultimately help the Group in its ongoing transformation and delivery of improved business results. 

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Meet our people and learn what they do. 

www.carlsberggroup.com/careers 

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. 

