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The Best Year
Carlsberg Brewery Malaysia Berhad (9210-K) Berhad Malaysia Brewery Carlsberg Annual Report 2018 Annual Report PROBABLY THE BEST Carlsberg Brewery Malaysia Berhad (9210-K) No. 55, Persiaran Selangor, Section 15 40200 Shah Alam, Selangor Darul Ehsan, Malaysia Tel : +603 5522 6688 Fax : +603 5519 1931 YEAR www.carlsbergmalaysia.com.my ANNUAL REPORT 2018 TABLE OF CONTENTS 2 Carlsberg Malaysia Group at a Glance 90 Audit & Risk Management Committee Report 4 Our Winning Portfolio of Brands 93 Responsibility Statement 6 Probably The Best Year by the Board of Directors 8 2018 Brand Highlights 94 Financial Statements 28 Chairman’s Address 183 Carlsberg Malaysia’s Sales Offices 30 Managing Director’s Message and 184 Particulars of Group Properties Management Discussion & Analysis 185 Analysis of Shareholdings 40 Sustainability Statement 187 Material Contracts 64 Management Team 188 List of Recurrent Related Party Transactions 66 Profile of Management eamT 190 Notice of Annual General Meeting 68 Profile of the Directors 195 Statement Accompanying Notice of Annual 72 Corporate Governance Overview Statement General Meeting 86 Statement on Risk Management Form of Proxy & Internal Control Corporate Information COVER RATIONALE This year’s theme of Probably the Best Year reflects the success we enjoyed on several fronts. We recorded strong top- and bottom-line growth as our mainstream, premium, craft and cider brands all grew. We delivered considerable value for shareholders with total declared and proposed dividends of 100.0 sen per ordinary share, driven by a 25.3% growth in net profit*. *Net profit refers to Group’s profit attributable to shareholders of the Company ANNUAL REPORT 2018 CARLSBERG +7.4% +25.3% +14.6%* FREE MALAYSIA GROUP NET PROFIT REVENUE CASH FLOW RM1.98 bil AT A GLANCE RM277.2 mil RM328.0 mil 100% Ownership 100% Ownership 51% Ownership MALAYSIA Carlsberg Marketing Sdn. -
Gtlc2001.Pdf
The Baltic region has a population of 7.6 million and is at the verge Estonia: Liivalaia 8, 15040 Tallinn of accession to the European Union. Here the market grows quicker Phone: +372 6 131355 than almost no other market in the world. Located at the crossroads Fax: +372 6 131545 E-mail: [email protected] of historical trade routes, the region is showing constant progress in www.hansa.ee every aspect of development economic, social, educational and financial. Latvia: Kalku street 26, LV-1050 Riga Phone: +371 7 024154 Hansabank Markets leads the equity market in Fax: +371 7 024400 E-mail: [email protected] Estonia, Latvia and Lithuania with market share www.hbl.lv exceeding 40%. We offer our clients the finest know- Lithuania: how of the area, best research house of the Baltic Gedimino ave 26, LT-2600 Vilnius region by Euromoney, integrated and plugged-in Phone: +370 2 390638 Fax: +370 2 390641 distribution channels and flexibility derived from our E-mail: [email protected] expertise and commitment. Hansabank Markets www.hansabank.lt grows the business through developing Baltic financial markets. Hansabank Markets. Professional choices for professional people. LITHUANIAN COMPANIES NACIONALINË VERTYBINIØ P0PIERIØ BIRÞA Guide to Listed Companies 2001 published by the National Stock Exchange of Lithuania Tel. (+370 2) 72 14 07, 72 15 42, fax (+370 2) 72 48 94 http://www.nse.lt Guide to Listed Companies Editors 2000 Simona Baèkienë Juozas Brigmanas Tomas Kliuèius Jûratë Lauciûtë Agnë Maslauskaitë Arminta Saladþienë Lina Semënaitë Diana Sokolova Design director Gediminas Minderis Assisting in the editorial work Gediminas Balnis Daiva Grigusevièiûtë ISSN 1648-2980 2 LITHUANIAN COMPANIES NATIONAL STOCK EXCHANGE OF LITHUANIA Dear Reader, We are delighted to introduce the fifth edition of the annual publication GUIDE TO LISTED COMPANIES issued by the National Stock Exchange of Lithuania. -
Carlsberg Annual Report Market Overview
Carlsberg Annual Report Market overview 2 1 Our markets Denmark Norway Sweden Finland Poland Germany The Baltic StatesUnited KingdomFrance Switzerland Italy Greece Population (millions) 5.5 5.0 9.4 5.4 38.1 81.4 6.9 62.6 63.2 7.8 60.6 11.2 10.7 19.3 142.4 45.6 16.5 28.6 9.4 9.1 28.7 5.3 7. 2 1,348.1 89.3 6.6 14.4 28.5 1,206.9 Est. GDP/capita PPP (USD) 37,742 53,376 40,614 36,723 20,137 37,936 17,95 8 4 35,974 35,049 43,509 30,166 27,6 24 23,204 13,740 4 16,687 7,19 9 13,060 3,294 14,948 10,217 15,579 59,937 49,342 8,394 3,355 2,659 2,286 1,328 3,703 Est. real GDP growth (%) 1.5 1.7 4.4 3.5 3.8 2.7 4-6.6 1.1 1.7 2.2 0.6 -5.0 -2.2 0.8-2.5 4.3 4.7 6.5 7.1 5.0 0.2 5.2 5.3 6.0 9.5 5.8 8.3 6.7 3.5 7.8 Inflation, avg. consumer prices (%) 3.2 1.7 3.0 3.1 4.0 2.2 4.2-5.1 4.5 2.1 0.7 2.6 2.9 3.4 3.2-11.3 8.9 9.3 8.9 13.1 41.0 9.3 3.2 3.7 5.5 5.5 18.8 8.7 6.4 9.5 10.6 Est. -
Q 2 Shareholder M Agazine a Ugust 2013
Q2 Shareholder Magazine August 2013 WorldReginfo - a00da095-b474-43bf-a8db-f2f5b26cb8fd Q2 August 2013 3 Photo front page: GreenFest Russia The Tuborg brand is closely connected with music and sponsors music events across a large number of Carlsberg’s markets. The DEAR CARLSBERG Tuborg GreenFest is an annual series of rock music events which has Tuborg as its main sponsor. Read more on page 9. SHAREHOLDER Welcome to this edition of News! focused and by improving our ability to commercialise our ideas and knowledge. CONTENTS In the first half year, we grew our earnings In this edition of News, we have dedicated despite tough European markets. Asia con- four pages to shed more light on how we tinued its strong performance, supported work with innovation and provide exam- by strong growth from our international ples of recent innovations in our markets. premium brands. In Russia, we increased Please see pages 4-7. 03 CEO statement our market share in a declining beer 04 Innovation – the legacy and the future market, which continued to be impacted The Carlsberg Group has a long tradi- 06 A taste of Carlsberg Group innovations closure of non-permanent outlets and tion for sponsorships and they play an slower economic growth. In Western important part in our marketing efforts. 08 Sponsorship – it’s all about passion Europe, our market share remained flat, We consider sponsorships an efficient and 10 A glimpse of Carlsberg Group Jørgen a solid performance bearing in mind the engaging way of building brand awareness 13 Financial Statements as at 30 June 2013 Buhl Rasmussen difficult economic environment and tough and communicating with our consumers. -
Annual Report 2013 Management Financial Review Statements
Annual Report 2013 Management Financial review statements 3 The Carlsberg Group at a glance 54 Consolidated financial statements 8 Letter from the Chairman 140 Parent Company 9 Statement from the CEO 160 Management statement 12 In the spotlight: Supply chain 161 Auditors’ report 13 Our regions 19 In the spotlight: China 20 Our business model and Strategy Wheel 21 KPIs 22 Strategy 28 CSR in the value chain 29 CSR targets 30 In the spotlight: Self-regulation 31 Risk management 35 In the spotlight: Sponsorships 36 Corporate governance 43 Remuneration report 49 Executive Committee 50 Shareholder information 52 Financial review 162 Supervisory Board DISCLAIMER This Annual Report contains forward-looking may contain the words “believe, anticipate, then current expectations or forecasts. Such actual results to differ materially from those distribution-related issues, information tech- not be possible for management to predict all statements, including statements about the expect, estimate, intend, plan, project, will be, information is subject to the risk that such expressed in its forward-looking statements nology failures, breach or unexpected termina- such risk factors, nor to assess the impact of Group’s sales, revenues, earnings, spending, will continue, will result, could, may, might”, expectations or forecasts, or the assumptions include, but are not limited to: economic and tion of contracts, price reductions resulting all such risk factors on the Group’s business or margins, cash flow, inventory, products, or any variations of such words or other words underlying such expectations or forecasts, may political uncertainty (including interest rates from market-driven price reductions, market the extent to which any individual risk factor, actions, plans, strategies, objectives and with similar meanings. -
Strategic and Financial Valuation of Carlsberg A/S
Strategic and Financial Valuation of Carlsberg A/S Master Thesis – Finance and Strategic Management 30th of September 2011 Cand. merc. FSM Department of Finance Copenhagen Business School Author: Andri Stefánsson Supervisor: Carsten Kyhnauv Strategic and Financial Valuation of Carlsberg A/S Executive summary The main objective of this thesis was to determine the theoretical fair value of one Carlsberg A/S share on the 1st of March 2011. Carlsberg A/S is the world´s 4th largest brewery measured in sales volume and has acquired this position both through organic growth as well as acquisitions of its competitors as a part of the consolidation phase that the brewing industry has undergone in the past 10 years. In order to obtain the necessary understanding of the company´s business model, a strategic analysis was carried out both on an external as well as on an internal level. The strategic analysis showed that Carlsberg has a very strong product portfolio and one of its main strengths was innovation in regards to new products targeting new market segments. Being the 4th largest brewery in the world creates great economies of scale which are of importance. The strategic analysis also showed that the political and economical situation in Russia is of most threat to Carlsberg. The strategic analysis was followed by a financial analysis which showed that all key financial drivers rose upon till 2008 when the recent economic crisis hit and Carlsberg at the same time acquired Scottish & Newcastle. From 2009 the key financial drivers showed improvements both due to Carlsberg being able to make use of the synergies created as a part of the acquisition along with an increase in revenue and lower borrowing costs. -
Baltic Beverages Holding Christian Ramm-Schmidt President and CEO of BBH
Baltic Beverages Holding Christian Ramm-Schmidt President and CEO of BBH 16 June 1999 1 16.06.99 13:43 Agenda Introduction Strategy Development in Russia, Ukraine and the Baltic States Outlook 2 16.06.99 13:43 BBH Swedish registered company located in Stockholm − Established jointly by Hartwall and Pripps in 1991 BBH has expanded rapidly since 1991 Interests in eleven breweries and eight malteries in Russia, Ukraine and the Baltic States Leading player on the brewery markets in this region 3 16.06.99 13:43 BBH - Ownership structure Pripps Hartwall Ringnes 50% 50% BBH Russia Ukraine Baltic States Breweries Baltika (74%) Slavutich (70%) Kalnapilis (86%) - Lithuania Don Pivo (83%)* Kolos (92%)** Utenos Alus (50%) - Lithuania Yarpivo (53%) Aldaris (75%) - Latvia Taopin (69%) Saku (75%) - Estonia Chelyabinskpivo (75%**) Malteries Baltika (30%) Slavuta (66%) Litmalt (50%) - Lithuania Yarpivo (100%) Kolos (100%) Utenos (100%) - Lithuania Taopin (100%) Chelyabinskpivo (100%**) * Owned by Baltika ** After agreed ownership increases 4 16.06.99 13:43 BBH - A Successful Strategy Acquire majority interests in local breweries − Local brands − Local management − Local ownership Quality improvements − Modern technology − Beer of western quality − Extensive personnel development Support from BBH in marketing, sales and distribution Brand strategy with focus on main stream quality segment Volume growth through capacity expansion BBH “Family concept” 6 16.06.99 13:43 BBH - Sales volumes 1991-1998 Million litres 913 639 460 202 160 74 14 33 -
Using History to Motivate Change
Using History to Motivate Change Creative and entrepreneurial employees thrive on a sense of the organisational past. How to change an organisation? The answer to this Five steps question is made surprisingly difficult by those who think that change is unnecessary, change is risky, To all appearances, the two projects could hardly and in any case it should be change exactly as they have been more different, yet they followed a want it; nothing else will do. Using organisational remarkably similar progression, which the history to promote a change effort is an old trick that researchers describe in five steps (the paper dubs makes a lot of sense, because it is a way of claiming them “five micro-processes of historicizing”). that change is actually a return to a golden age. And history can be edited in many ways; managers use • Rediscovering – At first, the brewers hit upon this trick of repurposing organisational history. Semper Ardens as a cool-sounding name for their proposed beer, having seen it on a stone carving But can it be more than a managerial trick to above the door of the Carlsberg laboratory in manipulate the organisation? New research by Copenhagen (formerly the company headquarters) Mary Jo Hatch and Majken Schultz in where they held weekly beer-tasting sessions. In Administrative Science Quarterly shows how 2009, the BrightHouse consultants learned of the change can be created in a more entrepreneurial phrase through interviews with master brewers. fashion. The research follows two distinct and Both sets of actors gravitated to, as one master independent occasions that Carlsberg brewery brewer put it, the “powerful mysterious phrase” used its old motto, the Latin phrase Semper Ardens because it seemed infused with the historical (“always burning”), to foster change. -
A N N Ua L Report 2007
ANNUAL REPORT 2007 Incorporated in December 1969, Carlsberg Brewery Malaysia Berhad (Carlsberg Malaysia) is currently listed on the Main Board of Bursa Malaysia Securities Berhad under the consumer products sector. It began brewing Carlsberg beer locally in 1972. LAUNCH OF CORPORATE VISUAL IDENTITY Since then, Carlsberg has become part of Malaysian beer drinkers’ lifestyle and is the undisputable brand leader in the Malaysian beer market. Carlsberg Malaysia brews a broad portfolio of beers, stout and beverage brands. The products include Carlsberg beer, Skol beer, Tuborg, Carlsberg Special Brew, Danish Royal Stout, Carlsberg Malaysia launched a new Corporate Royal Stout Ginseng, Jolly Shandy Lemon and Lychee and Nutrimalt. The Group also imports and Visual Identity (CVI) by incorporating the six basic distributes leading brands such as Jacobsen Bramley Wit specialty beer, Corona Extra, Tetley’s English design elements developed by the Carlsberg Group for Ale and Beamish Stout. all its Carlsberg companies. A GLANCE AT CARLSBERGAt the forefront of innovation and quality, Carlsberg Malaysia has always led the market with dynamic product The newly–unveiled Carlsberg Malaysia’s CVI portrays a new launches and consumer campaigns. On the corporate scene, Carlsberg Malaysia is acknowledged for its dedication look with ‘international presence, local signifi cance’ and unifi es MALAYSIA and commitment to Corporate Social Responsibility initiatives. both Carlsberg Brewery Malaysia Berhad and its wholly-owned subsidiary Carlsberg Marketing Sdn Bhd. With its characteristics of being contemporary, dynamic and international, vision 6 core values Regardless of the occasion and place, our CHEERSthe new CVITO of Carlsberg Malaysia perfectly denotes the momentum of the We are Ambitious when setting targets. -
Carlsberg Breweries Group Annual Report 2017
Carlsberg Breweries Group Annual Report 2017 As approved on the Company’s Annual General Meeting on / 2018 Carlsberg Breweries A/S ________________________________________ Ny Carlsberg Vej 100 1799 Copenhagen V Monica Gregers Smith Denmark Chairwoman of the meeting CVR no. 25508343 In brief CARLSBERG BREWERIES GROUP ANNUAL REPORT 2017 2 MANAGEMENT FINANCIAL REVIEW STATEMENTS MANAGEMENT REVIEW CONSOLIDATED FINANCIAL STATEMENTS A good year for the Group .................... 3 Statements ........................................... 19 Financial review ......................................... 5 Notes ..................................................... 24 Five-year summary ................................. 7 Earnings expectations ............................. 8 PARENT COMPANY SAIL’22 ......................................................... 9 Statements ........................................... 89 Risk management.................................. 14 Notes ..................................................... 93 Corporate governance .......................... 16 Supervisory and Executive Board .................................................. 106 REPORTS Management statement ............... 107 Auditor’s report ................................ 108 CARLSBERG BREWERIES GROUP ANNUAL REPORT 2017 3 A GOOD YEAR FOR THE GROUP ACTIVITIES OF THE GROUP adjust the expected net benefits to around DKK Examples of action in relation to the Group’s The Group is now two years into the journey The Carlsberg Breweries Group comprise the 2.3bn. portfolio -
Annual Report 2003 the fi Nancial Year 2003 Proved a Diffi Cult Year in Respect of Developments in Markets and Currencies
Annual Report 2003 The fi nancial year 2003 proved a diffi cult year in respect of developments in markets and currencies. Nevertheless, Carlsberg managed to improve profi t- ability in local currencies and to increase the sale of Carlsberg beer by more than 7%. A BRIEF PRESENTATION Apart from a 60% (2003) stake in Carlsberg Breweries, was established, the activities of the Carlsberg Carlsberg A/S, the Carlsberg Group, comprises the Research Center continued under Carlsberg Carlsberg Research Center, Carlsberg Properties as well as the administration of the Carlsberg Bequest to the Memory A/S. In addition to extensive basic research, of Brewer J. C. Jacobsen and the Tuborg Foundation. brewing related research is conducted into enzyme chemistry, protein chemistry, Carlsberg Breweries carbohydrate chemistry, plant breeding and Carlsberg Breweries A/S is one of the world’s genetics as well as the malting, brewing and major international brewing operations, and fermentation processes. In addition, process Carlsberg and Tuborg are two of the most widely and product development takes place at sold beer brands on a global scale. Carlsberg Carlsberg Breweries. Breweries was established in 2001. Carlsberg Breweries comprises, among Carlsberg A/S others, Carlsberg Bryggerierne (1847),Tuborgs Carlsberg A/S is a company publicly quoted on Bryggerier (1873), Pripps (1828) and Ringnes the Copenhagen Stock Exchange with some (1877) — as well as a number of subsidiaries 16,500 registered shareholders. The largest and associated companies, the majority of single shareholder by far is the Carlsberg which are situated outside the Nordic region. Foundation, which is required by its charter to Carlsberg Breweries has a total workforce of hold a minimum of 51% of the shares in approximately 31,500 people, if all associated Carlsberg A/S. -
301 9 - 15 June 2006 16 Pages Rs 30
#301 9 - 15 June 2006 16 pages Rs 30 FOOTBALL LIKE HOT CAKES: Porters carry tv sets at Indrachok on Thursday. With a month of World Cup games set to start in Germany on Friday, shops can't keep up with the demand. World Cup Special p8-11 GoodiesKUMAR SHRESTHA India gives Nepal NRs 16 billion in aid and debt write-offs KANAK MANI DIXIT in NEW DELHI rime Minister Girija Prasad billion debt to the IOC, a Rs 7.3 Koirala had three main billion development package plus P points on his agenda as he doubling of the amount set aside landed in New Delhi on Tuesday for local projects under the Indian evening: Embassy in Kathmandu. z Firm up a comfortable economic package to stabilise Editorial p2 government and kick-start Bhai Bhai reconstruction z Reassure Indian authorities of Artha Beed's Economic Sense the stability of the seven party Leveraging India p5 alliance government z Address evident Indian At a time when most Western nervousness about the Maoists donors are in a watch-and-wait The package that the Indian mode, India also offered a nearly side offered in talks with Finance Rs 2 billion outright grant in Minister Ram Sharan Mahat was cash. “We have never provided unparalleled: waiver of NRs 1.6 such budgetary support to any billion of pending payment for other country,” a senior South military hardware, rescheduling Block official told us. Nepal Oil Corporation’s Rs 5 Continued p4 Weekly Internet Poll # 301 Q... Should the House revive the local bodies? Total votes: 5,062 Weekly Internet Poll # 302.