SAIL’27 was developed as a collaborative, company-wide effort, co-created by over 200 Carlsberg employees from more than 30 different markets and functions.
In developing SAIL’27, we aimed at keeping and sharpening our strong strategic, organisational and financial dynamics while ensuring that our direction-setting was refreshed and that our new strategy reflects expected consumer, customer, societal, regulatory, economic and geopolitical trends and their likely impact on the beer category in terms of both volume and value. As such, SAIL’27 reflects the learnings from the past and assumptions for the future blended together.
In essence, SAIL’27 focuses on five strategic levers – portfolio, geographies, execution, culture and funding the journey – for which we have made distinct strategic choices, defining the focus of our efforts and resource allocation. Our strategic levers and choices should be viewed as an integrated set of activities that together will drive shareholder value.
An evolution of SAIL’22, SAIL’27 is built around our purpose of brewing for a better today and tomorrow, and our ambition of being the most successful, professional and attractive brewer in our markets.
To achieve our ambition, SAIL'27 focuses on five key priorities: