Diversity, Equity & Inclusion and Talent Development

Why It Is Important

Our growth and success depend on creating a diverse, equitable and inclusive workplace alongside purposeful talent development. Together, these priorities form the
foundation of our organisational strength and long-term growth.

By fostering diverse perspectives and equitable opportunities, we develop leaders who champion openness, transparency and continuous learning, creating an environment where talent can thrive and reach its full potential.

Embedded at the heart of our Growth Culture, Diversity, Equity and Inclusion (DE&I) and talent development unlock broader perspectives, sharper decision-making and deeper insights into diverse consumer needs, thus fueling innovation, accelerating growth and strengthening our reputation as a future-ready organisation.

Our Approach

Diversity and talent development is integrated into our strategy through frameworks, such as our Diversity, Equity and Inclusion Global Policy, that support individual growth and sustainable organisational success. In support of our Accelerate SAIL strategy, we have embedded the five Growth Culture Principles (GCP) into our People Strategy.

DE&I is anchored in GCP #2 of Positive Energy and Compassion, where we foster open dialogue, encourage constructive challenge and enable better decision-making through diverse perspectives.

Since 2021, our DE&I journey has reflected impactful progress as our priorities and focus shifted throughout the years. It began with raising awareness and developing leadership capabilities, and by 2023, we moved towards integrating DE&I as a fundamental value for our employees. In 2024, our approach evolved to increased awareness and emphasis on emotional and psychological safety. We also began expanding our initiatives beyond organisational boundaries. In 2025, we embedded Growth Culture into our strategic approach to reinforce inclusive behaviours among employees, while developing leaders to actively lead, enable and embed Growth Culture within everyday decisions and ways of working.

Talent Development

Anchored in GCP #5 of Empower, Support and Grow Our Peopleour talent development strategy focuses on building a strong and future-ready leadership pipeline, cultivating leaders who role model openness, continuous learning and Growth Culture in action. Through purposeful internal and international talent movements, we accelerate readiness, broaden capabilities and create meaningful development experiences that fuel both individual growth and organisational performance.

Underpinned by the Carlsberg Global Talent Management Framework of KNOW, GROW and FLOW, we systematically build capability, develop resilience and facilitate talent mobility by strengthening engagement, improving retention and ensuring the right talent is ready for the roles that matter most

Driving our learning and development offerings are the Carlsberg Learning Principles of 70/20/10, a balanced approach ensuring expansive development through practical experience, collaborative learning and structured training programmes. It is a proven methodology, where development primarily comes from experiential learning (70%), followed by exposure-based development (20%) and formal education (10%).

Progress/Achievements

In 2025, our DE&I journey evolved from focus to advocacy. While we continued to empower leaders to drive inclusive behaviours, strengthen psychological safety and ensure equal access to opportunities, the defining milestone of the year was that we championed DE&I beyond the organisation. This progression reflects our sustained leadership-level progress and our intent to influence inclusion not only within our workforce, but across the communities and partners we engage with.

Results

Diversity, Equity and Inclusion

Gender Diversity and Leadership

In 2025, we recorded 50% female representation in our Leadership Team and 42% of females in managerial and senior roles for our Malaysian operations. Overall, gender diversity has increased throughout the organisation, as the total female population is now at 35%, growing 2% from 2024. 

Singapore has made strong progress in gender diversity, achieving 38% female representation across the workforce. Notably, 57% of Leadership Team positions are held by women, complemented by 50% female representation in managerial and senior roles.

Inclusive Development and Succession

For our Malaysian talent pipeline, our commitment to inclusive development was reflected, where 47% of the succession pipeline were women, a 1% increase from 2024. 

Singapore reflects a similar focus to inclusion, with 50% of the succession pipeline comprising women, recognising our sustained efforts in fostering gender balance and workplace equity.

Recruitment and Equal Opportunities

Our recruitment practices in Malaysia have also progressed to be more inclusive as we uphold our commitment to genderequal pay based on market benchmarks. We tracked 73% of pre-screened candidates and found that 69% of hiring manager interviewees were women or from under represented ethnic backgrounds.

In Singapore, our recruitment practices have become increasingly inclusive, with 68% of candidates interviewed by hiring managers being women or from under-represented ethnic backgrounds. Additionally, we support equal opportunities for internal employees by enabling those in contract roles to transition to permanent positions, explore lateral moves or be considered for promotions.

Employee Engagement

We recorded strong employee engagement across Malaysia and Singapore in 2025, with encouraging outcomes in Engagement, DE&I and Culture indexes. Jom! Breakfast with Leaders remained as one of the most highly regarded DE&I initiatives, reinforcing the impact of inclusive leadership engagement on employee experience.

Employee engagement in Singapore also saw a significant improvement, as reflected in the annual MyVoice survey results, with a 10-point gain in 2025, compared to 2024 in both Engagement and DE&I scores.

Some of the key initiatives driving this progress included:

• Forming an extended leadership team to further empower middle managers and amplify impact

• Strengthening the Growth Culture and open dialogue through Ask Me Anything (AMA)

• platforms

• Empowering employees, celebrating diversity and recognising big and small wins in open forums

• Bringing teams together via diverse cultural celebrations that reinforce our one-team spirit

Talent Development

Training and Development Impact 2025

In 2025, 578* Carlsberg Malaysia employees completed an average of 37 learning hours per employee per annum. In Carlsberg Singapore, 86* employees completed an average of 20.5 learning hours per employee per annum.

*Excluding temporary staff

Talent Development Milestones

Our key talent retention rate and average learning hours per employee were as follows:

Going Forward

Looking ahead, we are embarking on an enhanced Talent Review process, fully aligned with our GCPs. This enhanced approach will enable leaders to gain a clear view of our talent landscape, identify key talent segments critical to our strategic priorities and intentionally develop them. It will also foster meaningful career conversations, helping employees grow and progress in alignment with organisational needs. By placing the right talent in the most critical roles, we ensure they are supported to perform at their best and deliver measurable impact on business outcomes.

As we progress on our DE&I roadmap, we continue to advance inclusion across all dimensions, guided by our GCPs, and strive to empower diverse abilities within and beyond the organisation.

To further enhance emotional and overall well-being support, we will refresh our Employee Assistance Programme to LifeBulb, to better equip employees with greater clarity, positivity and professional guidance across different stages of life.