DDF – 22 January 2003

1. DDF – 22 January 2003

2. Carlsberg Breweries • One of the largest brewing groups in the world • Produces beer, soft drinks and mineral water in over 40 countries • Sales in over 140 markets • 28,000 employees worldwide • Produced nearly 7.9billion litres of beer in 2002 • Owns an extensive portfolio including one of the world’s most international beer brands - Carlsberg

3. Major Brewery Groups of the World 1. Anheuser-Busch USA 146 2. SABMiller UK 112 3. Heineken Netherlands 105 4. Interbrew Belgium 87 5. Ambev Brazil 74 6. Carlsberg Breweries Denmark 68 7. Scottish & Newcastle UK 59 8. Kirin/Lion Nathan Japan/NZ 39 9. Modelo Mexico 38 10. Asahi Japan 34 Million hl beer 2001

4. Top 1-2 Top 3-4 4 + CB has 65% of its volume in top 1 or 2 positions

5. Northern and western Europe Eastern Europe Asia Key Figures 2001 Sales Volume Total: 6.8 bill. litres 17% 40% 43%

6. Carlsberg Breweries Rationale • Gain leadership in Nordic area • Orkla and Carlsberg A/S in need of critical mass • Orkla got a world brand • Carlsberg got a broader distribution base and • regional brands • Joined forces to achieve: • Growth • Earnings and cash flow improvements • Stronger and more skilled organisation

7. Strategic Priorities • Focus on Beer • Participate in the consolidation of the beer industry • Achieve market leadership • Concentrate on Western Europe, Eastern Europe and Asia • Increase ownership in core breweries • Conduct clear branding strategy: • - Carlsberg leading international brand • - Regional brands e.g. Tuborg • - National brands e.g. Aldaris, Tetley, Baltika and Ringnes

8. GLOBAL BRAND LOCAL BRANDS

9. Status first 23 months • Merger implemented 15th February 2001 • Feldschlösschen take over and turn around 2001 • Pepsi and Coca-Cola agreements in place in May 2001 • Turkey and Poland acquisition in July 2001 • New headquarter organisation in November 2001 • Vena and Svyturys sold to BBH 2002 • Sale Rent a Cooler • Acquisitions 2002 • - Hite • - Carlsberg Italia • - Beer Lao • - Panonska • - Shumensko Pivo • - Pirinsko Pivo • - Voronezh (BBH)

10. Change in Volume2001 & 2002 * Hite included in Carlsberg Asia from 2002 ** Excl. Feldschlösschen

11. Profit & Loss 1 Jan – 31Dec Change % 1 Jan – 30 Sep Change % DKK million 2001 2000* 2002 2001 Net turnover 34,419 28,574 +20 26,922 25,699 +5 EBITA 2,971 2,343 +27 3,122 2,651 +18 EBITA-margin % 8,6 8,2 +0,4p.p. 11,6 10,3 +1,3p.p. * Pro forma, excl. Feldschlösschen, Asia based on former Carlsberg structure

12. Carlsberg Brand is delivering a healthy growth trend

13. CB is creating value Development in EBITDA-margin Percent Implied value creation Total return to shareholders** 1/6- 2000– 15/1-2003 Percent Carlsberg A/S Heineken* Interbrew* SABMiller CB* S&N Heineken Interbrew*** * Broker estimates ** Includes dividends and share price developments *** Listed 30/11 2000 Source: Broker reports; Datastream

14. The Way Ahead 2003 and beyond • Meeting or exceeding 2003 expectations • - Improving underperforming companies • - Stronger control of investments in all companies • - Implement group initiative • Continue to look for profitable growthopportunities - Organic • - Acquisitions and investments in growth markets • (Asia + Eastern Europe) • - Long term profitable acquisitions in mature markets • (Western Europe) • Shaping the company of the future • - Our vision • - Our values • - Building our star brand

15. How is Europe impacting the brewing industry? • Simpler access to larger markets - Currency and trade barriers - Political risk and infrastructure improvements - Globalisation of customers • Increasing price competition+ Currency, customers, packaging and taxation÷ Beer is very local - On premise - Traditions and consumers - Cost of transportation/low value - Branding and distribution investments • Need to optimise internal structures and consolidation will be inevitable. • A leader in a small country may be small compared to a no. 3 in a • neighbouring country.

16. How is the EU-expansion changing Europe? • Lots of thirsty consumers but little GNP • Good for Carlsberg but less impact for others • Reduced political, but increased commercial risks for FMCG companies with interests in the new member countries • Geographical center and growth potential moving east

17. For Carlsberg European integration means that we need to focus on: • Extracting synergies • Back office costs • Plant economy • Purchasing Common culture Brand building

18. Shaping the company of the futureGroup Culture Project • Mission • Vision • Values and attitudes • The Must Win Battles Company Culture creates value through People, Energy and Co-operation

19. Mission Carlsberg Breweries is a dynamic, international provider of beer and beverage brands, bringing people together and improving quality in life.

20. Vision Our brands will be the consumers’ first choice, and we will lead our industry in profitability and growth through a culture of quality, innovation and continous improvement.

21. GLOBAL EVENTS to grow our business & brand

22. World Championships St. Moritz 2003 & World Cup Races