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    You are here: Company information - Carlsberg Danmark A/S, Headquarter

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    Company information
    Mineral water, Juices and Soft drinks

    Carlsberg Danmark A/S, Headquarter

    Denmark, København

    05.10.2018   Carlsberg launches ground-breaking innovations to reduce plastic waste    ( Company news )

    Company news Carlsberg announced a series of ground-breaking innovations including its new Snap Pack, which is set to reduce plastic waste globally by more than 1200 tonnes a year - the equivalent to 60 million plastic bags.

    The Snap Pack replaces the plastic wrapping used around Carlsberg’s six packs with a pioneering technology that glues its cans together. A world first for the beer industry, it will reduce the amount of plastic used in traditional multi-packs by up to 76%.

    Three years in the making, the Snap Pack is just one of Carlsberg’s sustainable packaging solutions that were announced today.

    Other improvements include:
    - A switch to Cradle-to-Cradle CertifiedTM silver inks on its bottle labels to improve recyclability
    - A new coating on refillable glass bottles to extend their lifespan and therefore reduce their environmental footprint
    - New caps which remove oxygen to make the beer taste fresher for longer

    The innovations represent the first of a series of consumer-facing manifestations of Carlsberg Group’s sustainability programme, Together Towards ZERO, which includes ambitions of a ZERO carbon footprint and ZERO water waste. They will first be applied on the flagship Carlsberg brand to drive constant reappraisal and refinement. This will further substantiate the iconic tagline of ‘Probably the Best Beer in the World´ in a meaningful way - giving consumers a great tasting beer that also helps them reduce their environmental impact.

    Cees ’t Hart, CEO of the Carlsberg Group, said:
    “It’s an important day for Carlsberg. We are working hard to deliver on our ambitious sustainability agenda and to help tackle climate change.”

    "We always strive to improve and today’s launch clearly shows our ambition to follow in our founder’s footsteps towards a better tomorrow. Carlsberg's Snap Pack will significantly reduce the amount of plastic waste, and we look forward to giving our consumers better beer experiences with less environmental impact.”

    Carlsberg Group’s supply chain, sustainability and development teams have worked closely with the Carlsberg brand team and external partners to innovate in ways that will make a difference to both consumers and the climate.

    To accelerate the implementation of its sustainability ambitions, Carlsberg also announced a strategic partnership with Plastic Change, a Danish environmental organisation, in addition to its long-standing dialogue with the WWF on sustainable issues and their impact on both the environment and the world’s natural resources.

    Bo Øksnebjerg, Secretary General in WWF Denmark, said:
    ”Our wildlife is drowning in plastic – and the problem is unfortunately growing considerably. We therefore need to act now. We need less plastic to end up in nature. That is why we consider it huge progress that Carlsberg is now launching solutions that significantly reduce the amount of plastic in its packaging. With these new solutions, Carlsberg has taken the first big steps on the journey towards a more clean and green future.”

    To celebrate the launch of the Snap Pack, Carlsberg unveiled its own unique version of Copenhagen’s Little Mermaid statue made entirely from its new Snap Pack cans. Held together with glue just like the Snap Pack cans, the mermaid ‘canstruction’ embodies Carlsberg’s intent to make beer that is not only great tasting but is also better for the environment.

    Three metres high, the new installation features a rising tide of 137 kilograms of plastic – representative of the amount of plastic that Carlsberg will be eliminating every hour (that is 1,200 tonnes a year), thanks to Snap Pack.
    (Carlsberg Danmark A/S)
    06.07.2018   Lithuania: Carlsberg and Brooklyn Brewery open new brewery in Lithuania    ( )

    Danish brewing company Carlsberg and US-based Brooklyn Brewery have opened a new brewery in Lithuania, the Drinks Insight Network reported on July 2.

    Called the Svyturys Brewery, the new facility is located in the Klaipeda port area. It was opened after three years of reconstruction work, which was carried out using a joint investment between the two companies.

    Svyturys Brewery features a new craft beer line, a beer museum, a gastropub and a shop, as well as conference and degustation halls.

    Svyturys-Utenos Alus’ managing director Rolandas Virsilas said: “Today the Svyturys Brewery embarks on a new journey, changing a closed and outdated brewing space into a modern, open and social place where it is all about brewing the perfect craft beer.

    “Our ambition is to nurture and support the rich beer culture in Lithuania and to make Svyturys Brewery the centre of this culture not only within Lithuania but also in the entire Baltic region.

    “I am sure that this day also marks the beginning of a greater change within the brewing market of Lithuania.”

    The opening of the new brewery in Lithuania is expected to further strengthen the partnership between Carlsberg and Brooklyn. The project is said to be the companies’ fourth major joint undertaking in Europe. Prior to this, they opened similar craft breweries in Stockholm (Sweden), London (UK) and Trondheim (Norway).

    Brooklyn Brewery president Robin Ottaway said: “In Klaipeda, we found a passionate group of brewers who wanted to introduce new styles and flavours to beer enthusiasts in Lithuania. It was natural for us to partner with like-minded brewers, who also want to advance a good beer culture.”

    The renovated brewery will be used to create craft and speciality beers for the Svyturys and Raudonos Plytos brands.
    14.05.2018   EU: Carlsberg launches new alcohol-free beer Birell    ( )

    Carlsberg Group has launched a new alcohol-free beer brand called Birell, as the company seeks to capitalise on the growing taste for alcohol-free beverages from European consumers, reported on May 8.

    Birell was made available to consumers in Poland and Bulgaria on May 1 in two formats, Pilsner Lager and Belgian Wit, and the brand will be introduced into new markets in 2019, according to the company.

    Carlsberg says that drinks in the Birell range retain the same taste, mouthfeel and body of regular beer, and are free from artificial ingredients such as colourings and flavours.

    Figures provided by the company claim that the alcohol-free beer sector has grown 90% over the last decade, and Birell has been created to offer consumers who live an active lifestyle a new option, as the drink also contains fewer calories than regular beer.

    Shawn Gallegly, vice-president alcohol-free brews for Carlsberg said: “The alcohol-free category has seen huge growth in the last few years as consumers develop greater awareness of the food and drinks they purchase.

    “As a result, more people are opting for alcohol-free drinks, but they don’t want their choices to be limited to water or soft drinks. They are seeking a wider range of relevant and great tasting refreshment choices. That’s why we created an alcohol-free beer that is uncompromising on taste, quality and enjoyment alike.”

    “2017 was a very good year for our alcohol-free brands, and this year, without revealing the numbers, looks even more promising.

    “Bringing the Birell launch to the Carlsberg portfolio further adds to our focus on brewing for a better today and tomorrow. With Birell, it’s a positive approach on living more.

    “By giving consumers the opportunity to enjoy a great tasting alcohol-free beer, we aim to inspire consumers to fulfil their active lifestyles.”
    14.05.2018   South Korea: Whiskey maker Golden Blue signs exclusive deal to import and ...    ( )

    ... distribute Carlsberg’s lager products in Korea

    Whiskey maker Golden Blue will enter Korea’s imported beer market, a diversification by the Busan-based company known for trendy low-alcohol whiskeys such as Sappirus, the Korea JoongAng Daily reported on May 9.

    Golden Blue said on May 9 it signed an exclusive deal with Danish beer brand Carlsberg to import and distribute its lager products in Korea starting this month.

    “The beer industry is vital for Golden Blue to surge ahead as a comprehensive liquor company,” said Kim Dong-wook, CEO of Golden Blue in a statement. “Through Carlsberg, we plan on a diverse, young marketing strategy to develop Carlsberg into a representative European beer in Korea.”

    Golden Blue, which in 2009 launched whiskies with lower-than-average alcohol content, quickly became a top-tier player in Korea’s whiskey market, long dominated by imported brands.

    In 2017, Golden Blue signed an MOU with traditional liquor company Omy Nara to produce its own versions of Korean liquors.

    “Golden Blue wants to tackle Korea’s imported beer market, which has been showing continuous growth despite an overall decline in alcohol consumption nationwide,” the company said in a statement.
    07.08.2017   Carlsberg Group and Brooklyn Brewery to establish new brewery in Lithuania    ( Company news )

    Company news The Carlsberg Group and Brooklyn Brewery are collaborating to establish a new brewery in Klaipėda, Lithuania, following recently announced joint ventures in Hong Kong and London.

    The new brewery will be installed at the site of Švyturys Brewery (photo), part of the Carlsberg Group, and will see its brewers collaborate with those from Brooklyn Brewery to create a range of small-batch classic and experimental beers.

    The new range is scheduled to launch at the end of this year, following completion of the construction of the new Švyturys Brewery building.

    Rolandas Viršilas, CEO of Švyturys-Utenos Alus, said:
    “Brooklyn Brewery has become a synonym for high quality craft beer, and the fact that they are coming to work in Lithuania is evidence of our robust beer market and our passionate consumers.
    “We have noticed that our consumers’ habits have been changing: the beer-drinking culture and the level of knowledge about beer is rising; and the demand is growing for diverse flavours and new, versatile beers. The partnership with Brooklyn Brewery will allow us to satisfy this growing demand by offering numerous new, exclusive and experimental beers”.

    Eric Ottaway, CEO of Brooklyn Brewery, said:
    “By investing in Klaipėda, we are expanding our collaboration with the Carlsberg Group in Europe, and we believe that our work with the Lithuanian brewers will help both parties to grow. We are equally excited to work closely with the great local beer enthusiast community, and look forward to exploring all kinds of new flavours together with them.”

    This is the first investment by Brooklyn Brewery in Eastern Europe and represents its latest collaboration with the Carlsberg Group. In June, HK YAU - a new beer brand exclusive to Hong Kong was launched, while it was announced last week that Carlsberg UK has acquired London Fields Brewery, and will operate the business in a joint venture with Brooklyn Brewery.
    (Carlsberg Danmark A/S)
    30.01.2017   Carlsberg Group appoints new Executive Vice President for Supply Chain     ( Company news )

    Company news Carlsberg Group announces that Philip A. Hodges (photo) will join Carlsberg Group as EVP Supply Chain and member of the Group’s Executive Committee (ExCom) from 1 February 2017, replacing Peter Ernsting who left the company at the end of last year.

    Phil brings extensive experience in supply chain and finance from various international positions. He last served as Senior Vice President for Integrated Supply Chain Europe at the global food and beverage company, Mondélez.

    Previously, Phil has held numerous senior executive and management roles in supply chain, general management, finance and strategy in various countries, amongst them the US, UK, Italy and Singapore.

    Carlsberg Group CEO, Cees ´t Hart says:
    “Philip A. Hodges brings a wealth of international experience from very senior supply chain roles at reputable, global companies, and I am sure he will add significant value and new insights to the Group.”

    Philip A. Hodges says:
    “Carlsberg is a fantastic company with a rich heritage, iconic brands and strong potential. The Carlsberg people have been great and very welcoming. They have embarked on an important journey of integrating all Supply Chain functions into a truly End to End approach aimed at optimising performance. I look forward to joining the team and together taking that process to the next level.”

    Phil holds a BSc in Management Science and Geology from Keele University (UK), and he started his professional career at Citigroup Investment Banking in 1987. He will be based in Ziegelbrücke, Switzerland.
    (Carlsberg Danmark A/S)
    13.12.2016   World: World's largest brewers expanding their nonalcoholic beer offerings    ( )

    After years of trying and failing to jump-start sales of alcohol-free beer, the world’s largest brewers are expanding their nonalcoholic offerings with renewed zeal, the Wall Street Journal reported on November 22.

    Each of the new global Big Three in brewing — Anheuser-Busch InBev NV, Heineken NV and Carlsberg A/S — is investing in new technology, marketing and distribution for nonalcoholic beers like Budweiser Prohibition Brew, 0.0% MAXX and Nordic. They are betting stricter alcohol regulations and a shift toward healthier consumption will lift sales.

    None of the companies breaks out its investments on alcohol-free beer. But Carlsberg recently outlined plans to, at minimum, double craft and nonalcoholic beer volumes from 6% to 12% by 2022. And AB InBev has said at least a fifth of its beer volume world-wide will be no or low alcohol by the end of 2025, up from 6% currently.

    “Nonalcoholic beer is growing three times faster than the overall beer market and offers some excellent margin opportunities,” Carlsberg Chief Executive Cees ’t Hart said earlier this year.

    Brewers earn fatter profit margins from nonalcoholic beer given the absence of excise tax and the fact that such beers often sell at a premium to regular beer. Carlsberg figures show an average gross profit per 100 liters of nonalcoholic beer in Western Europe that is close to double that of regular beer.

    But despite brewers’ efforts, the volume of nonalcoholic brews as a proportion of global beer has stayed roughly flat at around 0.7% for the past decade, according to beverage-industry research firm Canadean.

    Nonalcoholic beer, which is 0.5% alcohol or less, has a fan following in Muslim-majority markets such as Iran and Indonesia. It has also gained ground in Spain, where it is commonly drunk with tapas, and Germany, where it is often consumed after sports activities, according to market researcher Euromonitor. But in many large beer markets, including North America and the U.K., nonalcoholic beer has failed to gain traction.

    Part of the problem is that many everyday drinkers aren’t convinced nonalcoholic beer makes sense.

    “It’s kind of like nonbeneficial exercise—why would people use this if the main benefit doesn’t exist?” said Matt Voda, a New York-based virtual-reality developer who in 2013 did market research on nonalcoholic beer for Heineken as part of an internship with the brewer.

    Mr. Voda’s research during his three months at Heineken showed nonalcoholic beer was primarily drunk by older people whose doctors had advised them to cut back on alcohol.

    Brewers are working to change this.

    At an analyst event Carlsberg hosted last month in Stockholm, Carlsberg Chief Commercial Officer Jessica Spence said the company wanted to shift alcohol-free beer from being associated with words such as “compromise,” “bad taste,” responsible” and “social stigma,” to being associated with “core beer,” “heritage,” “craft” and “innovation.”

    Carlsberg’s advertising shows people drinking its alcohol-free offerings while hiking, swimming and playing football. The brewer’s nonalcoholic Nordic brand sponsored a run to raise money for cancer in Denmark last month and said it has similar fitness-focused activities planned for next year.

    Heineken has taken a similar tack, spending on ad campaigns linking alcohol-free beers to an active lifestyle, a shift from its previous strategy that mainly touted the functional benefits of nonalcoholic beer for drivers, pregnant women and the like. It now has 63 variants of nonalcoholic beer, up from 15 in 2011.

    Alcohol-free beer—which is made either by halting the conversion of sugars to alcohol early or removing the alcohol after brewing is complete—has yet to shrug off a longstanding reputation for being watery and flavorless.

    “The problem for nonalcoholic beer is, if you take the alcohol out, you’re taking some of the flavors out, and if you stop fermentation you end up with a very sweet product,” according to David Ryder, former head brewmaster for MillerCoors.

    Now, brewers say technological advancements are helping them overcome this. AB InBev Brewmaster Charles Nouwen said the company has come up with specific brewing recipes that help yeast produce intense beer flavors. It then distills the liquid at a low temperature to remove the alcohol without losing the beer character and flavor.

    “Our ambition is to close the gap with regular beer, so we can have both propositions without anyone noticing the difference,” Mr. Nouwen said.

    Carlsberg—which claims to have the world’s largest collection of yeasts, at more than 2,500 varieties—has begun using new yeasts and bacteria to remove alcohol, as well as new technology to make cereal- and fruit-based nonalcoholic beer. It has gone beyond making lagers, launching several alcohol-free wheat beers.

    “Until recently there was only a couple of nonalcoholic beers and they weren’t very tasty—it was almost like water or just not the right taste—but with Nordic they’ve come very close,” said 30-year-old Anna Stegger Gemzoe, who drank Carlsberg’s Nordic brand of nonalcoholic beer during her pregnancy last year. In Denmark, where Ms. Gemzoe lives, Carlsberg Nordic has a 43% share of the nonalcoholic beer market.

    But Carlsberg still has work to do on many of its other alcohol-free brands, according to Liberum analyst Alicia Forry, who sampled several of the nonalcoholic beers on offer in Stockholm last month. “They’re better than ones I’ve had in the past,” she says, “but still not something I would pay for.”
    13.09.2016   Germany: Craft beers blazing a trail in Germany’s big cities    ( )

    German brewers pride themselves on the 500-year-old purity law which states that only water, malt, hops and yeast can be used in their beers. But craft beer fans argue that those beers, pure or not, lack flavor and character, Deutsche Welle reported on September 5.

    Exact sales figures are hard to come by, but craft beers are definitely blazing a trail into the hippest parts of big cities like Hamburg or Berlin. There are craft beer bars, stores and tastings. Many supermarkets now have aisles dedicated to smaller breweries. Craft beer festivals bring in thousands of people and many new brewers are opening their doors.

    Simon Siemsglüss set up the tiny Buddelship Brewery - currently with a total staff of three - in Hamburg two years ago. He says that over the past two decades, the overall consumption of German beer has dropped because people are bored by the big brands. Craft beer, he says, offers a whole new experience.

    "The demand is definitely there and it's growing. Yes, we are a country where the price of beer competes with the price of water and we still need to convince people that those higher prices are justified," Mr Siemsglüss told DW. "These are special beers. One of ours is aged in whiskey barrels, for example. There is more work in them - but also far more flavor."

    The big brewers say they do not feel threatened by the craft beer trend - but they are reacting. Holsten has been brewing in Hamburg since 1879. It is now a subsidiary of Carlsberg. Spokesman Christoph Boneberg shows off Holsten's own microbrewery at the heart of the site in central Hamburg. He insists that the arrival of craft beer is a good reason to talk about beer again.

    "The craft beer we brew here is only sold in one supermarket in Hamburg and in our own brewery outlet," he says. "So we now have craft beer in our portfolio, too. We are delighted that beer isn't only guzzled these days but that people discuss which food it goes with, for example. We like beer gourmets."

    "Yes, there are many beer drinkers who want to stay true to their pils - but there are more and more people who want to find out what they like about a pale ale or a red ale. They are willing to experiment and I wouldn't rule out that most drinkers will do so in the long run," he predicts.

    In Germany, craft beer still only occupies a fraction of the beer market. The example of the US, though, shows that this sector can grow fast. More than one in 10 beers purchased in the US is from a craft label.

    Now, one of the big craft brewers has ventured across the pond. Stone Brewing, based in San Diego, is far from small these days - but still fiercely independent. Its CEO, Greg Koch, sees huge potential in the market here as he sets up his first brewery in Berlin.

    "The craft beer community in Germany is growing. I foresee the people of Berlin and Germany really rallying around the artisanal spirit of craft and artisanal beer," he says.

    But Koch says the German capital has a lot of catching up to do. "In Berlin, there are roughly 15 bars or restaurants that have 10 or more beers on tap, and there are less than 15 breweries I believe. In San Diego, there are more than 1,000 bars and restaurants with 10 or more beers on tap, and we have 120 breweries. Diversity in beer is a good thing!"

    As for the 500-year-old German purity law, he doesn't think that it guarantees good beer. You can brew good and bad beers within its remit, he reckons. In his view, the law will not stay in place much longer.

    At the Craft Beer Store in Hamburg, the shelves are stocked with 500 or so varieties from all around the world. The customers aren't checking whether the beers on offer are brewed according to the purity law: It's taste they are after.

    "I would never have thought that hops and malt can produce such diverse flavors," says one woman. "I like buying a beer that tastes different to the industrial beers. If you are willing to buy a good bottle of wine, why not buy a good bottle of beer?"
    05.09.2016   Carlsberg Group to divest its business in Malawi    ( Company news )

    Company news Carlsberg Group has signed an agreement regarding the sale of its 59% share of Carlsberg Malawi Limited (CML, previously The Bottling and Brewing Group Limited) to Castel Group.

    The registration of the transaction is pending certain regulatory and corporate approvals.

    The transaction is in line with Carlsberg Group’s new strategy to fully exploit and leverage its strengths while positioning itself for future growth. As part of the agreement, the Group has agreed a license agreement with CML to continue to produce and sell Carlsberg in Malawi.

    Executive Vice President Asia, Graham Fewkes says: “In line with Carlsberg Group’s new strategy, we have evaluated all businesses in order to focus our efforts against a narrower and more precisely-defined set of priorities. We will continue to be present in Africa, and I am happy that our partners will continue to provide our great beers to the people of Malawi.”
    (Carlsberg Group)
    13.04.2016   Russia: Budweiser enjoying growth in Russia’s declining beer market    ( )

    Budweiser is enjoying an unlikely source of growth in Russia’s declining beer market, even as the all-American brand continues to struggle at home, Bloomberg reported on March 30.

    In a country where brewing output has fallen more than 30 percent since 2008, the self-proclaimed King of Beers is growing sales at a double-digit pace, according to the head of owner Anheuser-Busch InBev NV’s Russian unit.

    So what’s the deal? Unlike in the U.S. and Western Europe, Budweiser is pitched as a premium brand, boosting its appeal to a younger, more discerning Russian drinker. Yet it isn’t as expensive as some imported equivalents. By producing locally, AB InBev has been able to avoid the impact of the rouble’s drop against the dollar on the price of imported beers. Bud became Russia’s third-largest premium beer brand by volume last year, according to Nielsen estimates, placing it ahead of Heineken.

    “Bud is a truly premium brand in Russia in terms of both pricing and user perception,” AB InBev country head Dmitry Shpakov said in an interview in his Moscow office.

    AB InBev’s fourth-quarter results showed how the growth of premium brands such as Bud are helping its performance in Russia. Its beer volumes there declined by mid-single-digits in 2015, but rose by mid-single-digits in the final three months. By contrast, Budweiser lost share in the U.S. amid the growing popularity of craft brews.

    Since choosing Russia as Bud’s first market for international expansion in 2010, AB InBev has ramped up production at a factory near Moscow. That’s enabled it to avoid increasing prices by as much as imported brews. At 61 roubles ($0.87) a bottle, Bud is less than half the price of AB InBev’s imported Spaten brand, which costs 175 roubles. Yet Bud still retains its international prestige, being priced about 30 percent higher than AB InBev’s bestselling mass-market brand Klinskoe.

    “Several years ago, production volumes of Klinskoe used to be several times higher than Bud in Russia,” Shpakov said. “Since then, Bud has caught up and now the difference is not that big.”

    Key to Bud’s growth has been its increased sponsorship of sporting events after the country eased advertising limits for brewers last year. The brand is sponsoring the 2018 soccer World Cup and the preceding 2017 Confederation Cup. In addition, many Russians have a preference for a global brand as part of their lifestyle, Shpakov said.

    Yet, Russia remains a tough place to do business, as AB InBev and Carlsberg A/S have shown by closing plants in response to falling consumption. The industry is calling for at least a partial reversal of the increased taxes that have hurt it over the last eight years.

    “This would be mutually beneficial as breweries would be able to boost output, ultimately paying more in excises,” Shpakov said.
    13.04.2016   Russia: Russia catching up with global craft beer revolution    ( )

    While the craft beer revolution swept North America and Western Europe years ago, Russia is now catching up at a time when it is trying to shrug off a vodka-swilling reputation, The West Australian reported on April 5.

    "We are tired of Russia being perceived as a country of alcoholics," Pavel, a customer at Beer Garden told AFP as he relaxed after work.

    "Old people still drink vodka, but we young people prefer good-quality beer."

    Renowned for their hard-drinking habits, Russians in recent years have started cutting down on booze as the government has tightened controls to curb rampant alcoholism.

    Last year, the average Russian drank some 11.5 litres of pure alcohol, down from 13.5 litres in 2014, according to a health ministry official.

    The beer market has seen overall consumption fall - but while the big brands have suffered - niche producers have started flourishing as drinkers' tastes have got increasingly sophisticated.

    "A new craft beer bar opens in Moscow almost every day," said Natalia Petrova, editor-in-chief of Real Brew, a magazine targeting Russia's amateur brewers.

    "There are already more than 1,000 microbreweries" in Russia, she added.

    Garden Beer owner Yan Stopichev said his bar - which opened in September - serves 4,000 litres of more than 60 brands of Russian craft beer every month.

    "These are microbreweries, young Russians who learned how to make good-quality beer from YouTube videos," Stopichev said of his suppliers as he poured a pint of Jaws Lager, brewed in the city of Yekaterinburg in the Urals.

    Nestled in a maze of abandoned factories outside Moscow, Green Street Brewery is one of the many such establishments fuelling the craft beer boom.

    Brewer Maxim Boroda and a group of friends make some 800 litres of beer every month at Green Street, which they rent once a month to bypass the administrative procedures required for the owners of alcohol-producing facilities.

    Part of the reason for the craft beer boom is that production and sales often fall into a legal loophole - with pubs that only serve beer for instance allowed to work without a liquor license.

    "We're in a grey zone. What we are doing is neither legal nor illegal," Boroda said.

    "Getting permission to make our own alcohol is very difficult. We are forced to rent this brewery to hide behind its owners."

    Facing a rapidly-evolving beer market - which remains dominated by Baltika, owned by Danish brewer Carlsberg - the Russian government has adopted a laissez-faire approach to the craft beer industry.

    "Distilleries are of course gaining ground," industry expert Petrova said.

    But the state's current absence in the business could hurt its development, she said, since the currently vague legislation could suddenly toughen up and make brewers bankrupt.

    "Brewers fear they could go out of business," she added.

    Petrova also warned that the proliferation of the craft beer label - which beer-makers have liberally slapped onto new products - could ultimately undermine real craft beer producers.

    For those who have led the revolution in craft beers, however, there is little fear that it will be derailed.

    "We will soon change our country's image," said brewer Boroda, inhaling the fumes emanating from a stainless steel tank.

    "And even vodka-lovers won't be able to resist."
    29.02.2016   Australia: Carlsberg and Coopers Brewing to launch jointly new Carlsberg Mid 3.5% beer    ( )

    Australia will be one of the first markets globally to see the launch of the new Carlsberg Mid 3.5% beer, with Coopers Brewing adding the beer to its international portfolio, The Shout reported on February 12.

    The new beer has been in development for six months and Carlsberg has worked closely with Coopers, who will be brewing the beer at its Regency Park headquarters in South Australia.

    Birgitte Funch, Carlsberg’s master brewer said: “Carlsberg Mid 3.5 per cent is light, easy drinking and refreshing. The all malt recipe and Carlsberg yeast strain give a balance between body and flavour, even with a lower alcohol making Carlsberg mid-strength the ideal choice.”

    The beer will be distributed by Premium Beverages and Coopers’ national sales and marketing director Cam Pearce said the beer will be available nationally from March.

    “Sales of Mild Ale 3.5% grew by 13.7 per cent during 2015 to become Coopers’ third-largest product by volume,” Pearce said.

    “We believe the category will continue to grow and we were looking for a mid-strength lager to round out our offering. Following discussions with Carlsberg, agreement was reached to brew and distribute Carlsberg Mid 3.5%.”

    Carlsberg country manager Australia, Jacob Anderson, added: “We are excited to be launching Carlsberg Mid 3.5% together with Premium Beverages and are sure that it will be successful in growing the premium mid-strength category in Australia.”

    The beer will be available in 330ml bottles nationally from March.
    29.02.2016   India: Strong beer helping Carlsberg ride out sluggish sales    ( )

    Strong beer is helping Carlsberg ride out of sluggish beer sales in India. At a time when the overall Indian beer market is growing at about 5% a year, robust sales of brands like Tuborg and Elephant have helped the Danish brewer double its local business every two years, Brand Equity reported on February 9.

    Unlike most other markets, where Carlsberg's top seller is the milder version of the eponymous lager, the company's Indian unit has been focusing on brands such as Tuborg Strong and Elephant because strong beer accounts for 80% of country's overall sales volume of 300 million cases.

    "The growth can be attributed to the long-term strategy to focus on key markets, especially cities, focused brand portfolio, expanding manufacturing footprint, increased product availability and above all a strong team," said Michael Jensen, managing director, Carlsberg India, which reported a 54% increase in sales at . Rs 765 crore during FY15 with net loss of Rs 232 crore.

    However, despite the healthy sales numbers, innovations and aggressive product launches, Carlsberg's market share in India the world's third fastest growing beer market is one of its lowest globally. Tuborg, which was launched in the country as a premium brand in 2009, has now become the second largest strong brand.

    Carlsberg is the third largest player in India with 15% share, trailing market leader United Breweries, which is controlled by Heineken, which has 51% share, and SABMiller which has 23% share.

    "Most of the premium brands have done well in the last few years. Carlsberg seems to have taken share mainly from SABMiller and some fringe players since United Breweries has been consistent in maintaining its share," said Abneesh Roy, associate director at Edelweiss Capital.

    SABMiller, the maker of Haywards and Knock Out beer, clocked 1% growth in net sales at Rs 1,940 crore, and a net loss of . Rs 127 crore in 2014-15. UB, which sells Kingfisher beer, grew 11% at RS 4,692 crore in net revenue and profit of Rs 260 crore.

    The alcoholic beverages industry in India is heavily regulated, with excise and other taxes forming an important source of revenue for state governments. In states that collectively account for 70% of the industry's revenue, the government controls manufacturing, distribution, retailing and pricing of liquor.

    This makes it difficult for most companies to make higher profits. In fact, SABMiller, the world's second-largest brewer, has written down $313 million (Rs 2,000 crore) of its investment in India last year, citing increasing regulatory and excise challenges.

    But Carlsberg is hopeful to be out of the red despite increasing its investment the company's seventh plant became operational last fiscal in Bihar and its existing plant in Haryana undertook capacity expansion.
    03.02.2016   UK: AB InBev expands non-alcoholic beer offering with Beck’s Blue Lemon    ( )

    AB InBev has expanded its non-alcoholic beer range in the UK with new flavour Beck’s Blue Lemon, The Grocer reported on January 27.

    With sales up 20% last year to £14.6 mln, Beck’s Blue is the UK’s bestselling non-alcoholic beer [Nielsen 52 w/e 10 October 2015].

    Heineken introduced a 0.0% abv version of its lemon flavour Foster’s Radler in 2014, while last February saw Carlsberg’s San Miguel enter the alcohol-free market, with both standard and Limon versions. Carlsberg followed this with an alcohol-free version of its flagship brand in June.

    Lemon flavours have also been popular in the lower abv beer segment, with popular products including Carling Zest, Foster’s Radler, and Carlsberg Citrus, all 2% - 2.8% abv.
    13.01.2016   Sale of land at the Tuborg area in Copenhagen     ( Company news )

    Company news The Carlsberg Group has signed an agreement regarding the sale of its remaining undeveloped land at the Tuborg site north of Copenhagen to the Danish pension fund, Danica. The transaction is in line with the Group’s ambitions of disposing of non-core assets, improving return on invested capital and reducing financial leverage.

    The Carlsberg Group will receive a cash payment in 2015 of DKK 600-700m (post tax) from the disposal. The transaction is subject to the registration of title of the land by the authorities.
    (Carlsberg Danmark A/S)
    01.12.2015   Carlsberg Group: Financial statement as at 30 September 2015     ( Company news )

    Company news Preparing for the future
    · To improve profit and cash flow, we are unifying under one overall programme, called Funding the Journey, all the existing and also new profit improvement initiatives, with the objective of achieving fuller and faster delivery of benefits.
    · Funding the Journey contains impairment and restructuring costs during 2015-2017 of DKK 10bn, of which around DKK 8.5bn will be charged in 2015.
    · Funding the Journey is expected to deliver annual benefits by 2018 of DKK 1.5-2.0bn. The benefits will partly improve the Group’s profitability and partly be reinvested in to the business, subject to the outcome of our SAIL2022 strategy review.
    · Strategy review well underway; SAIL2022 ­– to be communicated by the end of Q1 2016.

    2015 earnings expectations
    · The Group’s expectations to the underlying business performance for 2015 remains unchanged.
    · The translation impact on operating profit is expected to be DKK -200m (previously DKK -300m)
    · Due to the reclassification of one-off items in the UK and restructuring costs in Q4, organic operating profit is expected to be lower than previous expectations.

    Q3 financial highlights
    · Solid performance in Q3 with organic growth in net revenue of 3% and in operating profit of 9%.
    · Group beer volumes down organically 3% due to Eastern Europe.
    · Total price/mix of +4%.
    · Reported operating profit grew 2% to DKK 3,465m.
    · Adjusted net profit[1] was up 2% to DKK 2,220m.
    · Q3 impacted by special items of DKK 7.7bn, mainly related to impairment of Russian brands and Eastern Assets in China, leading to a reported net loss of DKK -4,499m.

    Nine months financial highlights
    · Reported net revenue of DKK 50.7bn; organic growth of 1% with total price/mix of +4%.
    · Organic operating profit decline in Eastern Europe and Western Europe, partly offset by growth in Asia; organic decline in Group operating profit of 3%.
    · Reported operating profit decline of 5% to DKK 7,048m.
    · Adjusted net profit1 of DKK 3,954m.
    · Reported net profit, including the substantial asset impairment in Q3, of DKK -3,004m.
    · Significant improvement of free cash flow to DKK 5.6bn vs DKK 2.6bn last year due to a strong working capital improvements and lower capex.

    Nine months operational highlights
    · Group beer volumes declined organically by 4% due to continued decline in Eastern Europe.
    · Strong performance of our international premium brands: Tuborg (+17%), Somersby (+22%), Kronenbourg 1664 (+4%) and Grimbergen (+16%). The Carlsberg brand declined by 2% in its premium markets cycling tough comparables.

    CEO Cees ‘t Hart (photo) says: “We delivered solid performance in Q3 and confirm underlying business performance to be in line with previous expectations. Acknowledging the fact that the profit development of recent years has not been satisfactory, we are taking further steps to prepare the Carlsberg Group for the future. The strategy review process is on track to be communicated by the end of Q1 next year.

    In order to successfully execute on the strategy, short-term measures are being taken to ensure that we have an appropriate cost base. Consequently, we have launched Funding the Journey, which merges all existing and new profit-enhancing initiatives under one umbrella and sees us taking significant steps to right-size parts of our business.

    Funding the Journey will release funds to be invested in the SAIL2022 agenda as well as increase profits. This, and the fact that we are approaching the inflection point where our growth markets in Asia more than compensate for the declining markets in Eastern Europe, gives me confidence in the future.”
    (Carlsberg Danmark A/S)
    26.10.2015   Australia: Coopers Brewery not really interested in expanding imported beers portfolio    ( )

    The managing director of Australia's third-largest beer company, Coopers Brewery, says there might not be room for any extra imported beer brands in his portfolio if any were to spring free in Australia from the proposed global A$146 billion merger of Anheuser-Busch InBev and SABMiller, The Sydney Morning Herald reported on October 20.

    Tim Cooper says Coopers has been able to deliver solid growth from the Carlsberg brand and Kronenbourg 1664, which it took over from Foster's Group in 2012 under a licensing deal following the A$12.3 billion takeover of Foster's by SABMiller.

    "It's been growing every year," Dr Cooper said of the Carlsberg brand, which is the flagship imported brand.

    Coopers also has the Japanese brand Sapporo in its international portfolio.

    "They both keep us pretty busy," he said.

    Foster's surrendered the licences to Carlsberg, Corona and Stella Artois in the space of a few months after the takeover by SABMiller under change of control clauses. Arch rival Lion took on Corona, which is the No 1 imported beer in Australia and has 5.9 per cent of the total market by volume, and Stella Artois.

    The Australian Competition and Consumer Commission says it will take into account a number of factors, including imported beer licensing deals, when assessing the Australian market in beer, and whether any competition issues arise from the proposed global merger.

    Dr Cooper said the company, the largest independently owned brewer in Australia, was watching the situation closely and would remain alert for any opportunities that might arise.

    "It's hard to know what potentially could fall out," he said.

    Mainstream beers are on the wane in Australia but the craft beer segment is growing at more than 20 per a year.

    Dr Cooper said the company, which makes beer from a large plant in the Adelaide industrial suburb of Regency Park, had a foot in both camps.

    "I think it's a reasonable spot to be in," he said. "The big guys look at us as being in the forefront of the craft beer movement in Australia."

    The international beers in the Coopers portfolio make up about 10 per cent of total volume.

    Coopers evaded the clutches of Lion, which makes Tooheys and XXXX Gold, in a bitterly fought takeover battle in 2005.
    02.10.2015   Deputy CEO and CFO Jørn P. Jensen leaves the Carlsberg Group    ( Company news )

    Company news The Carlsberg Group announces that Jørn P. Jensen (photo), Deputy CEO and CFO has left the company by end of September 2015.

    Chairman of the Supervisory Board, Flemming Besenbacher says: “With a new CEO well on board it has been agreed between the Supervisory Board and Jørn P. Jensen that now is the right time for a change for all parties. I would like to thank Jørn P. Jensen for his very significant contributions to the transformation of Carlsberg from a small regional brewery to its current international position during his 15 years with the company, and I wish him every success in the future.”

    Deputy CEO and CFO Jørn P. Jensen says: “Carlsberg is a fantastic company with a great heritage and a prosperous future. However, now is the right time for change for the company and for me. I will always remember the great teams and employees in the Group, the many great partners and stakeholders, and I will continue to follow Carlsberg with interest.”

    A search for a successor will be initiated. Jørn P. Jensen has agreed to be available for the next months to finish a number of projects and to hand over to a new Group CFO.
    (Carlsberg Danmark A/S)
    13.07.2015   Portugal: Carlsberg launches 6% ABV Carlsberg Nox    ( )

    Danish beer giant Carlsberg has launched Carlsberg Nox, a new beer with 6% alcohol content based on a specific variety of hops, known as Polaris, in Portugal, ESM reported on July 9.

    A black 0,25 cl bottle has been chosen to further differentiate the drink, a first for the brewing industry, according to Carlsberg.

    The beer will be available at special events in Portugal sponsored by Carlsberg, such as Where’s The Party (in Portimão) and the Super Bock Super Rock festival.

    17.06.2015   UK: Distribution of Staropramen beer to pass from Carlsberg to Molson Coors    ( )

    Czech pilsner Staropramen is moving its UK distribution from Carlsberg to Molson Coors. The brewer, which also supplies Grolsch and Cobra, will have exclusive rights to the brand in the UK from December 28, Offlicence News reported on June 11.

    Molson Coors bought Staropramen’s parent company Starbev in 2012 and is focusing on the growing world beer category in the UK.

    Marketing director Martin Coyle said: “We have seen growth in the Staropramen brand throughout our European business and around the world and there is a continued appetite for world and premium beers in the UK.

    “By bringing the Staropramen brand into the Molson Coors UK portfolio we are able to provide our customers with a more comprehensive and premium drink offer that we hope will delight the UK’s beer drinkers.”

    Carlsberg is going to centre its world beer strategy around San Miguel.

    Chief executive James Lousada said: “We are proud of the performance we have delivered on the Staropramen brand since we secured the licence four years ago but it represents a very small proportion of our overall sales. Our priority in the world beer category is San Miguel, which has seen a phenomenal volume growth of 105% over the past five years, complemented by a wider world beer portfolio which includes Poretti and Mahou.

    “With this sale concluded, we can now look to invest further to grow our current world beer portfolio, focusing on super premium lager Mahou and Italian beer, Poretti, while continuing our wider focus on core brands Carlsberg and Carlsberg Export, Somersby cider and flavours, and our range of craft and speciality beers.”
    29.05.2015   Denmark & Russia: Carlsberg cuts about 180 jobs to save money    ( )

    Carlsberg cut about 180 office jobs as the Danish brewer seeks to save money and offset the challenge of a shrinking economy in Russia, where it’s the biggest brewer, Bloomberg reported on May 20.

    About 20 percent of the staff at Copenhagen headquarters and regional offices have lost their jobs, the company said in an e-mailed statement on May 20. About 75 positions were eliminated in Denmark.

    The measures are intended “to streamline our business and build a more agile organization,” spokesman Jim Daniell said by e-mail. The benefits of the measures will be reflected in 2016 financial targets, he added.

    The maker of Kronenbourg promised a revamp to improve profit when it reported earnings earlier this month. Russia, once its crown jewel, has weighed on Carlsberg during the past few years, and the operating loss for its eastern European business widened in the first quarter.

    “As we’ve grown as a company, we’ve become more complex and fragmented, and this needs to be addressed,” the brewer said in an internal memo distributed to employees and obtained by Bloomberg. “Global resources (people and money) will be focused on the top 15 markets which have the best chance of driving scale value today and tomorrow. This list will be reviewed annually.”

    The shares traded 1.3 percent higher at 642.50 Danish kroner as of 3:32 p.m. in Copenhagen, reaching the highest intraday level since October 2007 and extending this year’s advance to 34 percent.

    Carlsberg, the world’s fourth-biggest brewer, employed an average of 46,832 people last year, of which 31 percent were in Western Europe, according to its annual report. Chief Executive Officer Joergen Buhl Rasmussen will hand the reins to Cees ’t Hart, the company’s first non-Danish CEO, in June.

    Earlier this week, Carlsberg confirmed local media reports of plans to cut expenses at its headquarters, without giving further details.
    08.04.2015   EU: European companies under pressure to display nutritional labels on alcoholic drinks    ( )

    Nutritional labelling on alcoholic drinks could become the norm after four of the world’s biggest brewers backed plans to add calorie counts to their products in Europe, reported Wall Street Journal, March 26.

    The Brewers of Europe, a trade body representing beer makers across the continent, said members soon would begin listing nutritional information on their brands. Anheuser-Busch InBev SA, SABMiller PLC, Heineken NV and Carlsberg A/S were among those to endorse the proposal. Some of them planned to start of 26th of March.

    Alcohol producers are coming under pressure to follow the food industry by providing more detail on nutrition, especially in developed markets where consumers increasingly make health-based decisions.

    In 2014, 71% of Americans said "healthfulness" was a consideration when buying foods and beverages, up from 58% in 2010, says the International Food Information Council Foundation.

    Diageo, the world’s biggest alcoholic beverages company, said it would begin offering per-serving calorie counts on products including Smirnoff vodka and Guinness.

    Labels could hit stores in the US within two months, it said. Some beer companies already list nutritional information on their websites — SABMiller has done so since 2008 — but the new plans commit the companies to providing uniform breakdowns for all products sold in the European Union (EU), including calorie, fat, carbohydrate and salt content per 100ml of liquid.

    Brewers say their intention is to provide drinkers with more information. Some 6% of European consumers knew the number of calories in 100ml of regular-strength beer, according to a new survey by German market-research firm GfK.

    But industry analysts say the move is an attempt to get ahead of European regulators after recent crackdowns on high-sugar drinks and fatty foods. Current EU law exempts alcoholic beverages above 1.2% alcohol content from having to provide a list of ingredients, or any nutritional information.

    "If you’re not open about it, it might come back to haunt you," said François Sonneville, a senior beverage analyst at Rabobank.

    Under the European proposals, the companies will decide how much detail to provide on labels and how much to give online.

    The minimum will be an on-pack link to a website for a full breakdown, but many brands will display labels with full nutritional information on their packaging, according to Pierre-Olivier Bergeron, secretary-general of the Brewers of Europe.

    "There has to be a means to clearly connect with the consumer from the label," Mr Bergeron said.

    Carlsberg, the world’s fifth-largest brewer by volume, said its namesake brand would include a nutritional label on products sold in Western Europe by the end of the year.

    "We’re proud of the beers we brew and the ingredients we use to produce them, and this will help consumers understand beer better."

    Not all drinks companies support using nutritional labels.

    A spokeswoman for Pernod Ricard SA, the world’s second-biggest distiller by sales, said the company wasn’t opposed to displaying calorie content online or through mobile apps, but "labelling wasn’t the most suitable platform."
    08.04.2015   Singapore & USA: Tiger Beer plans to pounce on the US market    ( )

    Singapore’s Tiger Beer is a roaring success in the region, and it is set to pounce on the US market next, Today Online reported on March 21.

    Heineken - which owns Tiger following its S$7.9 billion acquisition of Asia Pacific Breweries (APB) in 2012 - hopes to triple sales volume in the US in five years. Analysts have said the US beer market is somewhat stagnant at the moment, and Tiger will have to position itself creatively to win market share.

    The global beer market is a fragmented one, with a growing preference for craft beers amid a wide variety of offerings from macro-breweries like Heineken and Carlsberg. The US, in particular, is a key market for many brewers and Tiger Beer wants to make further inroads there.

    Since being launched in 1932, Tiger Beer has grown its international footprint to more than 60 countries.

    Mr Kenneth Choo, regional director of Singapore, Indochina & Exports at Heineken Asia Pacific, said: “The US is an important market, with the Asian community growing highly affluent. For example, San Francisco is an important city for us.

    “We have not totally fused up our Heineken network, so the volume is small. Certainly we hope to triple our current US volume within the next five years. For China, we are looking at doubling that volume.”

    Heineken said Tiger has seen strong volume growth in Asia Pacific - boasting a compound annual growth rate of 33 per cent between 2011 and 2013. Tiger’s volume was 5.1 million hectolitres in 2013, up from 4 mln hl in 2012 and 2.9 mln hl in 2011.

    Last year, Vietnam was one of its top performing markets with a 21.8 per cent volume growth. Market research firm Euromonitor International said Tiger’s plan to expand in the US “opens up a path to make it more of a global brand”.

    But it will be up against not just the American beers, Budweiser and Miller, but Mexican ones like Corona as well.

    Said Mr Amin Alkhatib, an alcoholic drinks analyst at Euromonitor International: “We are talking about one of the biggest markets. Volume-wise, it is the second-biggest market in the world, value-wise it is the biggest market in the world.

    “US is also a high margin market. So something like Tiger Beer, if it is positioned as a premium product, Heineken will be getting quite significant margin out of this product. In the US, there has been a trend towards ‘premiumisation’ - the more premium your beer, the more interesting your beer, then you can charge a higher price and US consumers are willing to pay for it. With that, they will be able to expand on that margin.”
    12.03.2015   Rexam and Carlsberg celebrate first ever Cradle to Cradle certification for a beverage can     ( Company news )

    Company news Rexam and Carlsberg celebrate first ever Cradle to Cradle certification for a beverage can

    Rexam is delighted that Carlsberg has received the first ever Cradle to Cradle certification for a beverage can, having been awarded a bronze level certification from the Cradle-to-Cradle Products Innovation Institute for cans supplied by Rexam into the UK market. The certification is part of Carlsberg’s Circular Community initiative. The Rexam cans are the first of any of Carlsberg’s packaging to receive a certification and the award marks the first time a beverage package has been certified by the Institute.

    Rexam was a founding partner of Carlsberg’s Circular Community initiative back in 2013. The community uses the Cradle-to-Cradle® design framework and sees Carlsberg working with its suppliers to encourage innovation and quality in the industry, in pursuit of zero-waste.

    Rexam’s beverage can, supplied to Carlsberg in the UK, was assessed on five sustainability aspects, including material health, material reutilisation, renewable energy and carbon management, water stewardship and social fairness. The assessment results reinforce Rexam’s key belief in the can as a packaging format that is highly optimised for a sustainable, circular economy.

    Speaking about the award, Matthew Rowland Jones, European Sustainability Manager at Rexam says: “The Bronze Certification marks an important step in our joint sustainability journey with Carlsberg. We are thrilled to be part of a collaboration that sees cans supplied by Rexam awarded the first Cradle-to-Cradle certification of its kind. There is still a way to go to encouraging consumers to recycle cans, so focusing on consumer involvement in the recycling process will continue to be a focus for us moving forward.”

    Simon Hoffmeyer Boas, Corporate Communications and CSR Director at Carlsberg says: “As a founding member of the Carlsberg Circular Community we are thrilled to celebrate this collaboration with Rexam, who played a key role in helping us secure the certification. We will continue to focus on improvement and cooperation with Rexam as an innovative supplier, to optimise our beverage can packaging in the future.”
    (Rexam PLC)
    26.02.2015   Carlsberg Group: Solid 2014 performance – well prepared for 2015    ( Company news )

    Company news Unless otherwise stated, comments in this announcement refer to full-year performance.

    Photo: CEO Jørgen Buhl Rasmussen

    Financial highlights
    -Organic net revenue growth of 2% to DKK 64.5bn.
    -Continued solid price/mix of +3%.
    -1% organic operating profit growth driven by strong performance in Western Europe and Asia.
    -Reported operating profit of DKK 9,230m impacted by negative currency impact of DKK 789m.
    -5% adjusted net profit decline to DKK 5,496m.
    -Free operating cash flow of DKK 1.9bn and free cash flow of DKK 0.7bn.
    -For 2014, Carlsberg A/S proposes a 13% increase in dividend per share to DKK 9.00.

    Operational highlights
    -Our market share increased in the majority of markets in Western Europe and Asia, and our Russian market share improved during the year.
    -Group beer volumes declined organically by 3%, due to Eastern Europe.
    -The implementation of the supply chain integration and business standardisation project (BSP1) continued with four markets going live in 2014.
    -Our international premium portfolio continued to deliver strong growth: Tuborg (+24%), Somersby (+43%), Kronenbourg 1664 (+9%) and Grimbergen (+27%). The Carlsberg brand grew 1% in its premium markets.

    2015 earnings expectations
    -For 2015, the Group expects operating profit to grow organically by mid- to high-single-digit percentages.

    Commenting on the results, CEO Jørgen Buhl Rasmussen says: “In 2014, we had clear priorities and focus on execution, enabling us to deliver strong organic performance in Western Europe and Asia which more than offset the market challenges in Eastern Europe. For 2015, we’ll continue to support and invest in our brands and markets to capture the long-term opportunities in our regions, but in response to the current situation, we’ve built a strong operating plan, which includes changes to our business model, with the aim to achieve further efficiency improvements faster. These changes will enable us to mitigate the significant negative earnings impact arising from the rouble weakness and Eastern European market challenges, as well as improve cash flow and return on invested capital.“
    (Carlsberg Danmark A/S)
    23.02.2015   Jørgen Buhl Rasmussen to retire as CEO; Succeeded by Cees ’t Hart of Royal FrieslandCampina, ...    ( Company news )

    Company news ...formerly Unilever

    Carlsberg A/S announces that President and CEO, Jørgen Buhl Rasmussen (photo), is to retire from the Carlsberg Group. Cees ‘t Hart, currently CEO of the Dutch dairy company Royal FrieslandCampina, one of the largest dairy companies in the world, is appointed President and CEO. Jørgen will retire and Cees will start 15 June 2015.

    Cees ‘t Hart, Dutch, has been CEO of Royal FrieslandCampina since 2008 where he led the integration of two former competitors Friesland Foods and Campina, developed the strategy route2020 and re-engineered the business model to deliver sustainable growth and value creation. In this period revenues grew from Euro 8.2bn to Euro 11.4bn, and margins increased significantly in part through the creation of an international supply chain. The company, now one of the most successful dairies in the world, has operations in 32 countries across Europe, Middle East, Asia and Africa, and sells its products in over 100 markets. This includes a substantial presence in China. Prior to joining Royal FrieslandCampina, Cees had a 25 year impressive international career at Unilever across Eastern and Western Europe, and Asia. His last position at Unilever was as a member of the Europe Executive Board.

    Commenting on the change, Chairman of the Supervisory Board Flemming Besenbacher says: “The Carlsberg Group has good underlying fundamentals, and the Board and Jørgen are in full alignment that now is the right time to make a change and secure progress and continuity at the top executive level for a number of years ahead. I am delighted that Cees ‘t Hart will be joining the Group to do this. He has great international experience and a strong track record, and will propose the next phase strategy for Carlsberg Group’s long-term profitable and sustainable growth.

    “On behalf of the Supervisory Board I would like to thank Jørgen for his significant contribution to the Group’s evolution during the past seven years. Performance has been strong across many geographies but of course challenged by macro-economic developments in Russia. Jørgen is handing over a Carlsberg with a transformed geographic footprint, a strong international leadership team and a more commercially capable and efficient organisation.”

    Cees ‘t Hart, President and CEO elect, says: “I am very pleased to be taking on the leadership of the Carlsberg Group. It is a company with a distinguished heritage, a strong portfolio of local and international brands and is the leading brewer in the majority of its markets. It will be my pleasure to lead it and propose together with the leadership team the future strategy for sustainable and profitable growth.”

    President and CEO Jørgen Buhl Rasmussen says: “Carlsberg is a fantastic company with a great heritage, strong brands and very passionate people. I am very proud to have led such a great company and will work to ensure a smooth transition to Cees. It is the right time for change for the company and for me. When I enjoy many of the excellent Carlsberg Group brands in the future, I will always remember the great team behind them and will continue to follow Carlsberg with interest.”
    (Carlsberg Danmark A/S)
    09.02.2015   Carlsberg and Partners to Develop Biodegradable Wood-Fiber Bottle     ( Company news )

    Company news Carlsberg unveils latest Carlsberg Circular Community initiative at World Economic Forum in Davos. New Community partners also announced.

    In the context of its participation in a panel on Wasteless Supply at the World Economic Forum in Davos, Carlsberg today announced a ground-breaking agreement to develop the world’s first fully biodegradable wood-fiber bottle for beverages.

    Carlsberg has initiated a three-year project with packaging company ecoXpac, with the collaboration of Innovation Fund Denmark and the Technical University of Denmark, to develop a biodegradable and biobased bottle made from sustainably sourced wood-fiber, to be known as the “Green Fiber Bottle”.

    All materials used in the bottle, including the cap, will be developed using bio-based and biodegradable materials – primarily, sustainably sourced wood-fibers – allowing the bottle to be responsibly degraded.

    Commenting on the announcement from Carlsberg HQ in Copenhagen, Andraea Dawson-Shepherd, Senior Vice President for Corporate Affairs, said: “At Carlsberg we are firm believers in the importance of a circular economy in ensuring sustainable future growth and development on our planet, and today’s announcement is excellent news. If the project comes to fruition, as we think it will, it will mark a sea-change in our options for packaging liquids, and will be another important step on our journey towards a circular, zero-waste economy.”

    This latest initiative forms part of the Carlsberg Circular Community (CCC), a cooperation between Carlsberg and selected partners whose aim is to pursue a circular, zero-waste economy by using the Cradle to Cradle® (C2C®) framework when developing and marketing new products. The CCC currently comprises six founding partners, with two new partners, ecoXpac and 1HQ (a global branding agency), announced today. Its goal is to have 15 partners by 2016.
    (Carlsberg Danmark A/S)
    15.12.2014   Changes in Carlsberg Group's Executive Committee     ( Company news )

    Company news Jacek Pastuszka (left) takes over responsibility as SVP for the Eastern Europe region and CEO of Baltika – Andraea Dawson-Shepherd (right) as SVP for Group Corporate Affairs.

    Carlsberg announces that Dr. Isaac Sheps, Senior Vice President for the Carlsberg Group’s Eastern Europe region and CEO of Baltika since December 2011, and Anne-Marie Skov, Senior Vice President for Group Corporate Affairs since 2004, have decided to step down from Carlsberg’s Executive Committee. Both are at a stage in their lives where they want more flexibility and free time. However, they will both continue to contribute to Carlsberg in new roles.

    Isaac Sheps is succeeded by Jacek Pastuszka, currently CEO of Ringnes in Norway. The new CEO for Ringnes will be Søren Brinck, currently Vice President for Business Development in the Western Europe region. Anne-Marie Skov is succeeded by Andraea Dawson-Shepherd, who joins Carlsberg from a global position as Senior Vice President for Corporate Communications & Affairs at RB plc (formerly Reckitt Benckiser Group plc).

    The changes in the Executive Committee will take effect as of 1 January 2015.

    New Executive Committee members

    Jacek Pastuszka has been with Carlsberg since 2009, and previously held senior commercial positions at AIG, Danone and P&G. As CEO of Carlsberg Polska, he made the company into one of the best-performing in Carlsberg’s Western Europe region, including an excellent execution of activities around the Euro 2012 football championship, of which Carlsberg was a sponsor. He took over as CEO of Ringnes in 2011, and under his leadership the company has grown earnings significantly, increased its market share and successfully implemented the Business Standardisation Programme, BSP1.

    Andraea Dawson-Shepherd brings to Carlsberg strong international communications and CSR competencies from fast moving consumer goods companies, such as RB plc. Prior to RB, she led communications at Cadbury Schweppes plc.

    Commenting on the new appointments, Jørgen Buhl Rasmussen, President & CEO of the Carlsberg Group, says, “I am very pleased to welcome two new members to our Executive Committee, and greatly look forward to their contributions to our team."

    Departing Executive Committee members

    During his 16-year career with Carlsberg, Isaac Sheps has demonstrated his leadership capabilities and the ability to impact businesses. Most recently, in a very tough macro environment with declining markets, he and his management team have grown market share and protected profitability at Baltika Breweries, as well as further developing other Eastern European markets, all while establishing strong relationships with key stakeholders in Russia.

    During Anne-Marie Skov’s 10 years with Carlsberg, she has professionalised and focused the approach to both external and internal communication at Carlsberg. She has also led CSR initiatives across the organisation and, as a trusted leader, she has also played an important role as a mentor and advisor for many people within Carlsberg.

    Neither Isaac Sheps nor Anne-Marie Skov will leave Carlsberg entirely. During 2015 Isaac will continue working in the Carlsberg Group as Senior Executive Advisor to Carlsberg Group’s CEO and the ExCom. From 1 January 2015, Anne-Marie will take over responsibility for the Tuborg Foundation and The Carlsberg Bequest to the memory of Brewer J.C. Jacobsen.

    Jørgen Buhl Rasmussen concludes, “I understand and respect the decision that Anne-Marie and Isaac have made but will miss the impact they have had in our senior management team as well as the important contributions they have made in their respective roles.”
    (Carlsberg Danmark A/S)
    04.12.2014   Carlsberg Group: Creating a stronger market position in Greece     ( Company news )

    Company news The Carlsberg Group will strengthen its position in Greece significantly through a merger of Mythos Brewery with Olympic Brewery, the third largest brewer in the country.

    The combined company will be a strong number two in the Greek beer market with a market share of around 29%. The combination of Olympic Brewery’s strong local brand, Fix, and the Carlsberg Group’s local power brand Mythos and our international premium portfolio will create a very strong product portfolio, making the combined company a very attractive partner for Greek retailers and wholesalers. In addition, the combination of the companies will generate synergies within areas such as procurement, production and distribution.

    Carlsberg will own 51% of the combined company and the current shareholders of Olympic Brewery will own the remaining 49%. The future relationship between the Carlsberg Group and the current shareholders of Olympic Brewery will be regulated through a shareholder agreement. The Chairman of the New Olympic Brewery will be Lars Lehmann from the Carlsberg Group and CEO will be Alexandros Karafillides, also from the Carlsberg Group.

    The transaction is conditional upon the necessary regulatory approvals from the Hellenic Competition Commission.

    CEO Jørgen Buhl Rasmussen says: “The Greek market offers interesting opportunities. We have been very pleased with the performance of Mythos Brewery since we took over the business as part of the Scottish & Newcastle acquisition. The merger with Olympic Brewery and the creation of a strong number two player in the Greek market represents a step-change for our local business and we are very excited about the prospects for the merged company.”
    (Carlsberg Danmark A/S)
    12.05.2014   Carlsberg Group expands portfolio with global launch of Seth & Riley's Garage     ( Company news )


    Carlsberg Group is launching its first global venture into the ‘hard drinks’ category – the category, which was launched in the USA in 1999 and is now worth $1bn per annum.
    The new look Seth & Riley’s Garage will be launched initially in Russia and Canada. The new refreshing alcoholic beverage is inspired by the USA’s tradition of trusted, ‘made-at-home’ lemonades.
    The Garage concept was first developed in Finland, and the brand has been available there and in Denmark for the last two years. The international launch sees a unified marketing strategy, new identity and global approach to the brand.
    S&R’s Garage is aimed at young men aged 25 and over, who are seeking a different alcoholic drink to the standard ‘alcopops’ which are currently available. Its immediately obvious laidback brand persona, perfectly balanced bittersweet taste and rustic appearance clearly differentiates it from its competitors.
    Valeria Krynetskaya, innovation platform director at Carlsberg Group, says: “This is not only a great new product innovation, but it’s innovative in terms of its creative positioning, which we hope will establish engaging links with our consumer.
    ‘’S&R’s Garage will appeal to young, laid-back and relaxed young people aged 25 and over, who enjoy life. We are looking to those people who are confident, want to make their mark on the world in their own unique way, have a strong sense of their own identity and who are simply happy-go-lucky. As such, S&R’s Garage’s marketing communication will not only tap into this state of mind with wit and intelligence through a series of social films, but also through the full marketing mix. The bottles, which have been designed to look hand-made, have a ring pull and bars will be supplied with S&R’s Garage branded jars for consumers to drink from, thus creating a unique serving ritual to establish a ‘hard drinks’ category.”
    Duval Guillaume was appointed as the lead global agency to develop the core brand platform, strategy, and the full campaign. The tagline for the brand is “Kind of genius. Kind of.” and the core brand idea is: ‘It all starts with an empty garage.’
    Valeria Krynetskaya explains: “The tagline plays right in to the brand attitude, its philosophy and mind-set with an absurd humour in a relaxed manner - humour that Seth & Riley’s Garage will become famous for.’’
    “We identified a significant gap for a transitional drink for young adults from sweet beverages to more sophisticated tastes such as beer and wine. The majority of the current alcoholic drinks for this target group are overly sweet and use garish colours to appeal to a very young market. Our proposition is trendy and modern, in a mature and responsible way.’’
    “We believe we have bridged the gap with a product that not only tastes great, but has a credible and aspiring proposition for consumers.”
    The sideways step into the ‘hard drinks’ category follows Carlsberg Group’s successful global launch of Somersby in the cider category.
    06.05.2014   China: Sales of Tuborg beer going extremely well    ( )

    Carlsberg’s decision to launch its beer Tuborg in China is looking like a wise decision after Tuborg's sales figures shot up during its second year on the Chinese market, The Copenhagen Post reported on April 28.
    The brewery giant now sells five times as much Tuborg in China than it did during its first year on the market and further gains are expected to be made in future years.
    “We think that it’s going to keep expanding quickly and strongly,” Jørgen Buhl Rasmussen, the head of Carlsberg, said according to Ritzau news service.
    “We expect that we can double the volume every year – for at least the next couple of years.”
    Rasmussen went on to say that Tuborg had already established itself among the leading international beer brands on the Chinese market, and it was complimented earlier this week at the China Beer Industry Annual Summit where it was voted the fastest growing beer in the nation.
    “It’s been a fantastic success, but one that we had expected,” Rasmussen said.
    “Because as always, when we launch one of our international or local brands, we naturally do a lot of preparatory work concerning customer insight.”
    Carlsberg did not wish to reveal the volume figures of its individual beer brands in China.
    23.04.2014   Russia: Carlsberg planning to launch its pricey Jacobsen beer in Russia in a while    ( )

    Carlsberg A/S plans to launch its pricey Jacobsen beer label in Russia within a matter of weeks, a move that could inject momentum into a market that has been under pressure and represents a large portion of the Danish brewer's sales, The Wall Street Journal reported on April 16.

    "We will be starting offering Jacobsen in Russia in a few weeks," said Morten Ibsen, the Jacobsen Brewery's brewmaster in Denmark. Jacobsen, which is priced higher than Carlsberg's other brands, is sold in Scandinavia and Israel.

    Russian sales of the Jacobsen brand are initially planned for Moscow and St. Petersburg. The company has recently said the crisis in Ukraine hasn't affected its Russian business, where it is the market leader and has multiple brewing facilities.

    The launch of Jacobsen, while not expected to provide a big boost to overall revenue in Russia, will provide an indication of Carlsberg's ability to take its product offerings upmarket amid tough economic conditions.

    "It is a niche beer, but if sales go well it will go really well," Mr. Ibsen said. He said certain Western products can reach cult status in Russia, and then see high demand even if they are much more expensive than their peers.

    Carlsberg's upscale Jacobsen brand was created in 2005 as a way to offer a more specialty line of beers. Brewed at a microbrewery near Copenhagen, the lineup includes a dark lager, brown ale, pilsner and seasonal offerings.

    Named after the brewery's founder, Jacobsen usually runs with a price tag of more than €7 ($9.18) per litre. To date, it has represented a small portion of Carlsberg's overall output. The company had launched Jacobsen in the U.K. and Iceland in 2006, but withdrew the brands a few years later.

    Russia is a critical market for Carlsberg, and its performance there has been pressured by economic conditions and regulatory changes.

    In a bid to offset slowing growth in the West, Carlsberg made a big bet on Eastern Europe in 2008 when it bought the 50% it didn't already own in Baltika Breweries, the market leader in Russia. However, recently introduced restrictions on advertisements and sales from street-side kiosks have crimped growth.

    Carlsberg said in February that in the last three months of 2013 the Russian beer market declined 7%, while Carlsberg's volume market share was flat.
    05.02.2014   Carlsberg joins forces with suppliers to eliminate waste by developing next generation of packaging     ( Company news )

    Company news ...for high-quality ‘upcycling‘

    Carlsberg and selected global suppliers have joined forces to rethink the design and production of packaging material, to develop the next generation of packaging products that are optimised for recycling and reuse, while, at the same time, retaining or improving their quality and value. The approach is increasingly referred to as ‘up-cycling’. The cooperation has been formalised through the Carlsberg Circular Community as part of the Carlsberg Group’s work on Sustainable Packaging.

    Picture: The Carlsberg Shrink-wrap multipack

    Rethinking the concept of waste
    In the future we are all facing increasing pressure on natural resources due to the ever-increasing demand for consumer goods. This is creating further demands on businesses to use materials more efficiently. However, the current efficiency approach adopted by industry is unlikely to be sufficient to affect long-term sustainable change.
    Reducing dependence on primary materials as the input to creating these consumer goods is one of the ways companies can secure continued sustainable growth. Earlier studies by the Ellen MacArthur Foundation and McKinsey & Co. project billions of Euros in savings from stimulating economic activity in product development, remanufacturing and refurbishment.
    The companies will be using the Cradle to Cradle Design Framework®, created by Professor Michael Braungart and EPEA Internationale Umweltforschung GmbH, to develop a Cradle-to-Cradle® roadmap and assessment of their products.

    Professor Michael Braungart says:
    “Carlsberg and its suppliers are taking an important step on the roadmap towards creating new benefits with packaging. This co-operation is a great example of companies planning together for the future, creating solutions to the global challenges that face us all. I encourage companies to join Carlsberg in its efforts to develop innovative packaging and rethink the concept of waste.”

    Carlsberg Circular Community - inspired by Cradle to Cradle®
    Cradle-to-Cradle® is a business platform for innovation and quality, with the aim of improving the quality of products so that they
    -have an improved consumer quality for the user
    -pose no health risk for anyone who comes into contact with them
    -are of both economic and ecological benefit

    “We want to build our resilience and prepare for future growth in an environment of increased resource scarcity. And we want to develop solutions that benefit not only our business, but also the environment and the societies in which we operate. The packaging initiative and the cooperation with suppliers represent a big leap forward. By partnering with our suppliers, we can achieve far more than each of us can do alone”, says Jørgen Buhl Rasmussen, President and CEO in Carlsberg Group.
    With this initiative, Carlsberg aims to have new products undergo an assessment for up-cycling potential using a Cradle-to-Cradle® analysis, which will reveal if the products contain any chemicals or additives that would reduce the value and quality of the materials. The targets are to include 15 partners and to have a minimum of three products Cradle-to-Cradle® certified by 2016.
    Carlsberg is already using solutions that reduce reliance on natural resources, such as refillable glass bottles, which in some markets are used more than 20 times, and the beverage can which is infinitely recyclable. One of the key challenges that the initiative will focus on is creating solutions that are both sustainable and appeal to the consumer.
    Following the first phase, further analyses will be done as regards how the initial findings can be used to create new products and solutions that can contribute to up-cycling for a resource-efficient economy and society. Carlsberg’s ambition is to be a frontrunner for circular economy materials by leveraging Cradle-to-Cradle® innovation and quality.
    07.10.2013   Russia: Russian brewers propose their own limits on selling beer in PET bottles    ( )

    Russian brewers are proposing their own limits on selling beer in plastic bottles as the State Duma considers stricter measures that would weigh on sales of brewers including Carlsberg A/S and Anheuser-Busch InBev NV, Bloomberg reported on October 2.
    The industry is willing to stop producing beer in plastic bottles larger than 2.5 litres from January, Isaac Sheps, head of the Union of Russian Brewers, told reporters in Moscow on October 2. The State Duma is considering two separate proposals that would ban sales in plastic bottles of more than half a litre or a litre.
    About half of the country’s beer is sold in plastic bottles, according to the trade group, whose members include Carlsberg, InBev and Heineken NV. Russian beer production was 90.4 million hectolitres last year, 18 percent lower than in 2008, as the country has raised excise taxes on beer, banned most advertising for the beverage and restricted sales.
    The brewers also agreed to stop producing strong beer in plastic bottles larger than 2 litres, Sheps said.
    A ban would help to fight alcohol abuse in the country, lawmaker Mikhail Tarasenko has said in an explanatory note to a draft law to prohibit sales in bottles of more than half a litre from January.
    “Inexpensive PET packaging makes alcohol more affordable and boosts its consumption,” he said.
    26.08.2013   Denmark: Carlsberg importing beer to Denmark ahead of a potential shortage    ( )

    Carlsberg A/S is importing beer to Denmark ahead of a potential shortage after a labor dispute at one of its breweries in the country halted production, Bloomberg reported on August 22.

    “We are working very hard now on getting supplies from other countries to our customers,” Jens Bekke, a spokesman, said. “This is not a conflict between Carlsberg and the unions, it’s more a conflict between some employees.”

    Last week, 130 workers at its Fredericia brewery walked out because a new hire isn’t affiliated to the same union as other employees. The brewery, which has 800 workers, makes all of Carlsberg’s draft beer in Denmark. Production of soft drinks was also affected. Carlsberg has about one week’s stock of draft products and its customers typically hold inventory of one to two weeks.

    The workers who have been on strike since Aug. 14 were scheduled to meet again at 6 a.m. on August 23, Bekke said. A labor court has ordered the workers to be fined for every hour they are on strike, and Carlsberg has applied to the court for permission to fire them as their action is against the union agreement.

    Bekke said the application shouldn’t be considered a hostile move and is just part of the legal procedure. “This is just how rules are in Denmark,” he said. “We need to have acceptance that we can do it, we have not decided to do it.”

    Carlsberg has been hit by strikes in Denmark before. In 2010, employees walked out when the company changed rules on drinking alcohol at work.
    17.04.2013   Carlsberg Group consolidates position as the most efficient global brewer and sharpens focus ...    ( Company news )

    Company news ... on sustainable packaging

    Picture: In 2012 we initiated a partnership with the United Nations Industrial Development Organization (UNIDO) to further reduce our environmental footprint and contribute to the agro-ecosystems and water systems in Russia

    2012 environmental highlights:
    -Energy consumption decreased to 29.1 kW/hl
    -Water consumption maintained at 3.3 hl water per hl beer produced
    -13 Group breweries now capture biogas from wastewater treatment operations
    -60 out of 76 sites ISO 14001-certified
    -EUR 25m ring-fenced for investment in Russian environmental projects
    -New strategy for sustainable packaging agreed

    2012 was a year where the Carlsberg Group (Carlsberg) continued to build on the excellent progress made in 2011, so that it has now already reached or almost reached most of its ambitious three-year environmental targets set for the end of 2013. The report is available from 2 p.m. CET at

    Commenting on the 2012 performance, Morten Nielsen, Carlsberg’s Director of Corporate Social Responsibility, says:
    "Brewing requires a healthy environment. Most of our raw materials are ingredients which are sourced directly from nature, and we work targetedly to limit the environmental impact of our activities. We search for opportunities at every point in our value chain, be it ongoing research and development into our raw materials, ever-improving efficiency opportunities at our production sites, or more environmentally friendly ways of storing and transporting our products.”
    Carlsberg’s operations in Asia are a good example of how Carlsberg is working hard to reduce its energy consumption. At a time when the company is taking over control of more and more Asian breweries, whose equipment tends to be old and require a lot of energy, Carlsberg is taking the necessary steps to reverse their environmental impact.
    Morten Nielsen continues: "Another important milestone for the Carlsberg Group in 2012 was our decision to focus on making our packaging more sustainable. We have assessed that about 45% of our Group’s CO2 emissions can be attributed to packaging and we're exploring a range of solutions to ensure that we reduce this impact. As an important first step, we have introduced a Life Cycle Analysis tool and trained our people appropriately so that we can both measure and understand the environmental impact of our packaging and make fact-based decisions.
    We're considering all aspects of the packaging chain, from cradle to cradle, and rethinking the way that the Group and its suppliers approach packaging, based around four core principles – reduce, reuse, recycle and rethink.”
    Carlsberg’s responsibility and impact go well beyond the brewery gates. It is only by engaging and working alongside its various partners that the Group can make a significant CSR improvement and increase its positive impact throughout the value chain.
    2012 was the third year in which Carlsberg’s Polish business cooperated with major retailers in setting up a waste collection scheme, encouraging consumers to bring back household packaging waste, such as cans, glass and plastic bottles, and in return they received plant seedlings. The results are impressive. In collaboration with 20 Tesco hypermarkets and 30 Biedronka discount stores across 20 cites in Poland, 242 tonnes of waste packaging have been collected during May and June over the past three years. Not only has the project increased the collection of bottles and cans by raising awareness, but it has improved waste segregation, recycling and the promotion of returnable bottles.
    In 2012, Carlsberg and its Russian business signed a five-year agreement to invest EUR 25m, in partnership with the United Nations Industrial Development Organisation (UNIDO), to cooperate closely and jointly develop projects in the Russian Federation which will have more environmentally sustainable outcomes. This public-private partnership is the first of its kind in Russia and represents a new way of thinking about environmental sustainability.
    Morten Nielsen concludes: “We're satisfied with what has already been achieved but recognise there is more to do. At the end of 2013, we'll be setting ourselves new three-year targets for further reducing energy and water consumption and CO2 emissions. We'll also be setting ourselves demanding targets in terms of what can be achieved as our sustainable packaging programme gains momentum.”
    (Carlsberg Danmark A/S)
    23.01.2013   Major Capital Program For Coopers    ( Company news )

    Coopers Brewery is undertaking a $20 million capital expansion program in 2013 as a result of continued sales growth and its contract brewing arrangements with international brewers Sapporo and Carlsberg.
    The program includes doubling the size of the brewery’s existing lager cellar, the installation of a second bottling line and two additional fermenters.
    Initial work on the lager cellar expansion will begin shortly, with the second bottling line expected to be installed by November.
    As with the existing bottling line, the new line will have a capacity of 1200 bottles a minute and will be dedicated for Coopers’ traditional products, including Pale Ale, Sparkling Ale, Mild Ale and Stout, which make up more than 70% of production.
    The existing bottling line will then be used for the other beers produced at Coopers, including the lager range incorporating Sapporo and Carlsberg, and other packaging formats.
    Coopers’ Managing Director, Dr Tim Cooper, said local council approval to expand the lager cellar had been received and contractors had been appointed to undertake the work, which involves a small extension to the overall brewery building.
    Dr Cooper said the expansion followed continued growth in beer sales and a strong profit performance in the 2011-12 financial year.
    In the 12 months to June 30, 2012, Coopers’ turnover rose 7.6% to a record $186.3 million, while after tax profit reached a record $27.2 million, up 18% on the $23 million in 2010-2011.
    In calendar year 2012, Coopers sales grew by 9.7% to 68.8 million litres, compared to 62.7 million litres in calendar year 2011.
    This was boosted by record sales in the last six months of 2012.
    “In the six months to December 31, 2012, beer sales jumped by 13.6% on the same period in 2011,” Dr Cooper said. “Our international brands, Sapporo, Carlsberg and Kronenbourg 1664 accounted for nearly half of this increase.
    “Certainly the publicity surrounding our 150th anniversary has also had a major impact on sales. Coopers has achieved positive recognition for becoming the largest Australian-owned brewery, with our sales volume now securely above 4% of the national volume.
    “Colourful new packaging for our traditional ale range, which makes our products more easily recognisable in the market-place, has also assisted with sales.
    “The results for our anniversary year were very gratifying, especially given the current economic situation where national beer sales overall have continued to fall for a third consecutive year.”
    Dr Cooper said the work on fermentation and the lager cellar expansion would cost about $3.5 million and provide Coopers with additional capacity for the growth in lager production. The two additional fermenters are currently being installed, taking the total number of fermenters at the brewery to 24.
    Dr Cooper said negotiations were currently underway with specialist suppliers for the equipment needed for the second bottling line, with contracts expected to be signed early this year.
    He said a second line would reduce down-time and provide Coopers with enough additional capacity to cope with continued growth in the foreseeable future.
    The establishment of the second bottling line is expected to cost around $16.5 million, inclusive of civil works and services.
    (Coopers Brewery Limited)
    03.12.2012   Denmark & China: Carlsberg to invest in one of China' large beer brands    ( )

    Carlsberg Group, the world’s fourth-largest brewer, aims to invest in one of the large Chinese beer brands in order to secure future profitability, business daily Borsen wrote on November, 28, quoting Carlsberg's head of Asia.
    The brewer would consider taking a stake in China's second-biggest brewer by volume, Tsingtao Brewery Co Ltd or Beijing Yanjing Brewery Co Ltd, Borsen reported.
    15.11.2012   France: Carlsberg may have to raise prices by 15% because of the new beer taxes    ( )

    Denmark’s Carlsberg Group has said earlier this week it will be forced to introduce price rises of around 15% in France if the government goes ahead with planned duty increase.
    The French government announced last month it is proposing a 160% hike on beer tax to help cut the country's social security deficit. Speaking during an analysts' conference call, following its Q3 results on November, 7, Carlsberg's CEO Jørgen Buhl Rasmussen said the move will be “negative for the market development” in the country.
    “We are thinking about on average having to put through a price increase of around 15%, if it stays at 160%,” he added.
    On the subject of rival Heineken potentially putting up its prices by 20%, Rasmussen said: “I know how we got to 15%. I don't know how Heineken got to 20%.”
    26.09.2012   Compulsory purchase of outstanding shares in Baltika Breweries initiated     ( Company news )

    Following its increased ownership of Baltika Breweries and completion of the necessary administrative steps, the Carlsberg Group has, through its fully-owned subsidiary Baltic Beverages Holding Aktiebolag, notified Baltika Breweries that a compulsory purchase of the remaining outstanding shares in Baltika Breweries will be initiated. The compulsory purchase will be done at price of RUB 1,550 per share.
    (Carlsberg Danmark A/S)
    25.07.2012   Flexibility Through Standardization: Six KHS can packaging lines for the production of identical ...    ( Company news )

    ...pack formats

    Carlsberg has a wish of making all of its pack formats for cans sold in Northern and Western Europe producible at all of the Carlsberg sites in these parts of Europe. The reason for this is that production orders then can be flexibly distributed among the various Carlsberg plants according to requirements.
    KHS has met the brewery's demand by supplying technical turnkey systems to several Carlsberg Group facilities, which include not only an Innopack Kisters SP Advanced shrink packer, but also an Innopack Kisters TSP Advanced tray shrink packer, and a KHS Innopal PB 1 HS palletizing system with integrated robot grouping.
    Peter Nilsson, Carlsberg´s former supply chain director for Northern Europe, now VP Customer Supply Chain Europe, says, "KHS has devised standardized packaging systems for each site which take the requirements of each existing canning line into perfect account. We're pleased with them also after commissioning. KHS has also and still is providing us with a full consultancy package, which we are greatly benefitting from." For example, numerous tests were carried out on the various packaging materials and the stability of the required packs at the KHS plant in Kleve. KHS also specially organized packaging workshops for Carlsberg employees, where it not only passed on important expertise and information relevant to the current project but also discussed future possible developments. One of these was the new KHS shrink pack without bull's eyes (the FullyEnclosed FilmPack™), a new development Carlsberg immediately brought into play at its Fredericia site. The Innopack Kisters TSP Advanced at this plant includes a manipulation unit which enables both classic shrink packs and also fully enclosed film packs to be manufactured. At the moment Carlsberg is testing the new packaging option on the Danish market. If the response proves positive, this unit might also be fitted into the Innopack Kisters TSP Advanced at Kerava and Gjelleråsen. "Apart from the high level of stability this type of packaging has, what's important with the FullyEnclosed FilmPack™ is that it offers us a concrete savings potential, as we can now do with pads instead of the cardboard trays we used to need", says Nilsson.
    As follow-up orders prove, Carlsberg is highly satisfied with the KHS packaging setups at its three Nordic plants. Three practically identical KHS packaging lines, which also fully meet the Carlsberg Group's requirements for a standardized system, have already been ordered for the Carlsberg plants of Okocim in Poland, Saku in Estonia, and Lübz in Germany. "Even with these three new can packing lines, the standardization of our packaging technology is by no means complete for Carlsberg", states Nilsson. "In the end, what we're concerned about is that we can provide our customers with the attractive packaging options they require – anytime and anywhere."
    (KHS GmbH)
    16.07.2012   Russia: Draft of bill tightening beer advertising rules passed by State Duma last week    ( )

    Russia is poised to further tighten rules on alcohol advertising, dealing a fresh blow to Carlsberg and other brewers who have invested heavily in one of the world's fastest-growing markets, Reuters reported on July, 12.
    Danish brewer Carlsberg, which earns nearly half its profits from the Russian market, has already seen profits hit by an increase in the country's beer tax. Carlsberg is the market leader with its best-selling Baltika brand.
    The Russian parliament, in its continued drive to curb alcohol abuse in the country, is expected to pass a bill banning alcohol advertising on the Internet from as early as the end of July and in the printed media from January 1. The State Duma passed a draft of the bill on July, 6.
    "The lower house has passed the bill, so the chance of it going through is very high," said DNB analyst Rune Dahl. "Overall, this puts pressure on the entire market, not only Carlsberg."
    The big brewers are relying on emerging market growth and price rises to offset tough conditions in mature European markets. However, initial success in Russia has come up against a series of profit-sapping government measures in recent years, including a ban on the sale of beer at outdoor kiosks and on store sales outside daylight hours from 2013.
    The bill was passed less than two years after the unexpected trebling of beer excise duties.
    In May Carlsberg failed to meet first-quarter profit forecasts but said that it expected the market to return to modest growth this year after a 3 percent decline in 2011.

    07.02.2012   UK: Carlsberg Export and Cobra dropping to 4.8% abv    ( )

    Carlsberg Export and Cobra beers are dropping from 5% abv to 4.8% - a week after AB InBev announced it would cut the strength of three of its biggest brands, The Grocer reported on January, 28.

    Carlsberg said it would make the reduction - which will apply only to the UK version of the beer and will hit the on and off-trade simultaneously - in coming weeks “in response to market dynamics”. Sales of Carlsberg Export have crashed 8% by value to £110 mln and 17% by volume over the past year [SymphonyIRI 52 w/e 24 December 2011].

    Meanwhile, Molson Coors is making the same cut to its 5% Cobra beer from February “as part of an investment programme to grow the brand further in 2012”, with marketing spend increasing from £3 mln last year to £5 mln.

    The company said independent research had found consumers were not able to detect any change in flavour or strength and the lower abv offered “even more refreshment”.

    It also admitted the duty saved by making the reduction would fund additional investment in the brand. “This is just one part of Molson Coors’ overall plan to stimulate the beer category by investing in our brands and attracting more shoppers to the beer aisle,” said Cobra Beer Partnership MD Adrian Davey.

    Last week, it was revealed AB InBev would be cutting the abv of its Stella Artois, Budweiser and Beck’s brands from 5% to 4.8% from the end of January. It pointed to “evolving trends” towards lower-strength beer - but industry insiders said brewers had been forced to cut abv to offset costs as retailers rejected demands for price increases.

    Last year Heineken pledged to reduce the abv of one of its leading brands as part of its commitment to the Responsibility Deal, but has so far refused to name the brand.
    15.03.2010   Denmark: Carlsberg serves Vintage 3 beer     ( )

    Danish brewing giant Carlsberg announced on March, 4 the launch of Vintage 3 on its home market.
    Vintage 3 is the third and final edition of the world’s most exclusive beer trilogy.
    In the final cold days of February 2010, the approx 1,000 bottles were hand tapped, the unique labels created by selected artists from the project Radiant Copenhagen were applied by hand and Vintage 3 became a reality, Carlsberg said.
    The unique 15% abv beer sells at DKK2010 for 37 cl. It was developed by six Carlsberg brewers from Norway, France, Great Britain and Denmark under the leadership of Jacobsen Brewery’s brewmaster, Morten Ibsen.
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