John F. Brock Nik Jhangiani - Coca-Cola...

John F. Brock CHAIRMAN & CEO

Nik Jhangiani SVP & CFO

As always, these expectations are based on currently available competitive, financial, and

economic data along with our current operating plans and are subject to risks and

uncertainties that could cause actual results to differ materially from the results

contemplated by the forward-looking statements.

The forward-looking statements in this presentation should be read in conjunction with

the risks and uncertainties discussed in our filings with the Securities and Exchange

Commission (“SEC”), including our most recent Form 10-K and other SEC filings.

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Included in this presentation are forward-looking management comments and other statements that reflect management’s current outlook for future periods.

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SOLID FOUNDATION

OPPORTUNITY FOR GROWTH

SHAREOWNER VALUE

CRS AND KEY TAKEAWAYS

$8.2 billion net sales

30 billion servings annually to 170 million consumers

17 production facilities

~11,750 employees

10-K 2013 4

Preeminent Western European bottler

5

Be the best beverage sales and customer service company Vision

#1 or strong #2 in every category we compete

Strategic Priorities

Our customers’ most valued supplier

A winning and inclusive culture

Drive consistent long-term profitable growth

Managing the levers of our business to drive consistent long-term profitable growth and deliver shareowner value

Non-alcoholic ready-to-drink (NARTD); Canadean FY12 (most recent available), excludes tap/bulk water & dairy; AC Nielsen FY13; rounded 6

~$180B of annual retail value - Beverage Market ~$65B of annual retail value - NARTD

Large And Growing Category

#1 in value & volume share in NARTD and Sparkling

Successful Position

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SOLID FOUNDATION


SHAREOWNER VALUE


~$38B

~$27B

~$115B

~$180B Beverage Market (Retail Value)

NARTD – Non-measured1

NARTD – Measured2

Hot Tea/Coffee, All Alcohol, Dilutables1

1. Canadean FY12 (most recent available), excludes tap/bulk water & dairy, rounded 2. AC Nielsen FY13, rounded

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~$27B NARTD - Measured (Retail Value)

+3% +4.5%

2013 Growth2

v.

20

12

3 Y

r C

AG

R

FMCG Sector Ranking

AC Nielsen FY13 (Strategic Planner); Rankings based on most recent available data (excludes tobacco)

2013 NARTD

#1 #2 Value $B Value % Growth

NARTD Charcuterie 27.3 2.9

Charcuterie NARTD 10.3 4.2


NARTD Beer 2.5 0.1

NARTD Beer 2.2 2.2


NARTD Beer 1.6 6.0

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1: The Coca-Cola Company (TCCC ) beverages based on eight fluid ounce servings 2: CCE internal reports 3: AC Nielsen FY13

CCE2 180

207

140

324

254

173

137

#1 in NARTD & Sparkling in value & volume in every territory

Grew value & volume share in NARTD category

Grew value & volume share in Sparkling segment

TCCC Per Caps1 2013 CCE 2013 Performance3

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1. AC Nielsen FY13 2. 10-K 2013 11

Sparkling: grow segment

Still: selectively grow value share

Category & CCE Mix Segment Strategy

43%

18% 3%

22%

36%

10%

35% 46%

87%

NARTD VOLUME NARTD VALUE CCE VOLUME 2 1 1

Sparkling Still Water

CCE participates in high value segments

12

SUCCESSFUL BRANDS

SOLID MARKETING & EXECUTION PLANS

GREAT PEOPLE

10-K 2013 13

69% Volume

Coca-Cola Trademark

18% Volume

Sparkling Flavors

& Energy

13% Volume

Stills

CCE internal reports 14

2013 Growth +15%

2014 Highlights

Accelerate Coke Zero – ‘Just Add Zero’ campaign

Enhance ‘Share A Coke’ campaign

Package innovation

Win in digital

#1 in volume and value cola share in every territory

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Sweetener innovation – Stevia

Package innovation

Schweppes relaunch in Great Britain

2014 Innovation/Activation

New adult sparkling non-alcoholic beverage

Low calorie

Preservative free

With lemon juice

Fully integrated marketing

Finley - France

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New flavors (Relentless Cherry & Burn lemon ICE)

Sweetener options (Relentless sugar free reformulation)

Brand Expansion & Innovation

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Package innovation (Nestea proprietary bottles, multipacks)

Sweetener options (Nestea Stevia)

New flavors (Minute Maid, Nestea, Powerade Worldcup, Mer)

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250ml Can

1L Contour PET

1.25L Contour PET

4 x 1.5L Multipacks

1.75L Contour PET

Drive Recruitment Compete More Effectively

Boost Frequency

Create Value

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Enhanced

Jan. Dec.

World Cup

Trophy Tour

Recruitment Pack / Music “COKE WITH MEALS”

Always “on”

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Pre-tourney excitement:

Trophy tour

Ticket giveaways

In-store activation

Special edition packages

TV commercials

Digital

Active living promotions

2013: 350M social media impressions

2014: enhanced on-line programming and more names

‘Share A Coke’ Campaign World Cup

Pan European scale supported with global procurement capability

Flexible & efficient logistics & distribution

Cost efficient production & expandable infrastructure

Responsible & sustainable

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Procurement, Production, and Logistics Excellence

Flexibility to execute wide-scale customized programs

Norway: new package and route to market

Improving production efficiency & effectiveness

Expanding package, pack, and pallet flexibility

External recognition for manufacturing sustainability

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GREAT BRITAIN

FRANCE

BELGIUM

NETHERLANDS

#1

#2

#1

#1

10 years in a row

Up from #5 in 2008

4 years in a row

4 years in a row

2013 Advantage Group survey

Most Valued FMCG Supplier

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Standardizing (e.g. channel-focused Sales and Marketing organization)

Centralizing (e.g. shared services center)

Improving (e.g. cold-drink equipment service activities)

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Business Transformation Program (BTP)

Improving our operating model for driving sustainable future growth

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Standardize sales and marketing structures

Step-change sales force effectiveness

Enhance core capabilities

Sales Force Realignment

Created shared services center

Improved processes

More effective customer service

Reduced cost

Centralization of Transaction Processing

Continued focus on organizational effectiveness and efficiency

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2013 % Growth Category CCE

NARTD +7.7 +10.1

Sparkling +9.7 +11.6

CCE awarded ‘NorgesGruppen Environmental Award for 2012’ as a result of

bold move of changing delivery and pack-type

Unlocking category value

New Route-to-Market and New Packaging

Customer Recognition

Results have exceeded expectations

AC Nielsen FY13

Experienced management team

Solid bench strength

Investing in capabilities

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Attract, develop, and retain a highly talented and diverse workforce

30

SOLID FOUNDATION


SHAREOWNER VALUE


CONSISTENT earnings in line with our

long-term objectives

MAXIMIZE free cash flow (FCF) and

maintain financial flexibility

INCREASE return on invested capital

and drive shareowner value

DRIVE CONSISTENT LONG-TERM PROFITABLE GROWTH

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32

Grow profitably while investing CapEx prudently Drive Cash From

Operations

Maintain target leverage range Optimize Capital

Structure

Invest in high return M&A opportunities and/or return cash to shareowners

Opportunistically Invest and/or Return Cash To Shareowners

Focus on total shareowner return

Net Sales

Operating Income

EPS

Comparable & currency neutral 33

Generate Solid Free Cash Flow

Growth

4 - 6%

6 - 8%

High Single-Digit

Long-Term Targets

Low Single-Digit

Mid-Single-Digit

+10%

2014 Outlook

Long-term target 4.0% – 4.5% of net sales

2014 expected to be ~$350M

~2/3 supports growth, ~1/3 maintains existing assets

Operations Cold Drink Equipment IT, Other

61%

23%

16%

10-K 2013 34

2013 Capital Mix Capital Highlights

1. 10-K; Net Debt is total 3rd party debt less cash & cash equivalents; comparable EBITDA 2. Pro forma FY10 assumes D&A of low to mid $300M 35

1.6x2 1.7x 2.0x 2.6x

2010 2011 2012 2013 2014+

LONG-TERM TARGET RANGE 2.5x – 3.0x

Net Debt1 to EBITDA

36 10-K 2013; rounded

475 475 550 525

475 480

250

475

100

252423222120191817161514

Long-Term Debt Maturity ($M)

Weighted average cost of debt ~3%

10-K 2013; CCE internal reports; comparable; one-time / other = cash restructuring, cash tax, other 37

~75%

~100%

~25%

0%

25%

50%

75%

100%

2013 FCF One-Time /Other

Net Income

2013 impacted by non-recurring items (e.g. restructuring)

Over time, we expect the two to more closely align

Continued focus on annual ROIC improvement

FCF as a % of Net Income Comments

38

Core business growth

Adjacent territories and adjacent categories

Other territories

New business

Opportunities

Cash flow of existing business

Incremental value creation by CCE

Incremental value to CCE’s core business

Risk, cost, and timeframe

Evaluation Criteria

Opportunities evaluated against alternatives, including return of cash to shareowners

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$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

03 04 05 06 07 08 09 10 11 12 13 14E

10-K, internal reports; rounded

Increased the Annualized Rate By At Least 25% in each of the Last 5 Years

7 consecutive years of increases

2010 2011 2012 2013 2014E

$3.6B

$1.0B $1.0B

$1.2B $1B

Other Share Repurchase Dividends

10-K, YE market cap (2014 as of 02/18/2014); internal reports; rounded

Almost $8B of cash returned after the formation of new CCE through 2014E

44% 12% 11% 11%

40

9%

% of Mkt Cap

2H11 - 2014E ($B) Opportunity1 Outlook2

FCF 2.5 2.7

Balance Sheet 2.0 1.6

Total 4.5 4.3

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During 2011, we outlined a $4.5B opportunity through 2014

How are we doing?

1. 2011 Investor Event presentation 2. 2H11-2013 from historical earnings releases and 10-Ks; 2014 outlook as of Feb 5, 2014; FCF adjusted for cash restructuring, cash tax, pension contributions in excess of pension expense; rounded

While the environment has been challenging, our focus on managing our business levers has allowed us to remain broadly on-track

~6-7% ~8-10%

~2-3%

CCE internal reports 42

Net Income Organic growth while

maintaining debt leverage

Annual cash available + =

Annual Cash Available as % of Market Capitalization

Opportunity to generate significant cash annually for M&A and/or shareowners

Focus on consistent long-term profitable growth and total shareowner return

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Realistic about challenging environment

History of and commitment to managing the levers of our business to deliver growth

Favorable and flexible capital structure

Long-term financial objectives are challenging, yet achievable

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SOLID FOUNDATION


SHAREOWNER VALUE


Deliver For Today

Lead The Industry

Innovate For The Future

We will deliver for today, growing a low carbon, zero waste business, and inspire and lead change for a more sustainable tomorrow

Sustainability Vision

DELIVER FOR

TODAY

INSPIRE FOR

TOMORROW

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Strategic Priorities

Corporate Responsibility and Sustainability (CRS)

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Water – reduced water use ratio to 1.4 liters/liter

Carbon – lowest footprint in CCE history

Packaging – new recycling joint ventures; began consumer recycling behavior study

Making Significant Progress On Sustainability Goals

Decreasing Environmental Impact While Reducing Costs

Achieved operational carbon footprint goal 7 years ahead of schedule

Partnered with key customers to deliver consumer-facing recycling programs

Expanded portfolio of low and no-calorie offerings

All new cooler placements are HFC-free

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Improve operational effectiveness

Increase engagement and advocacy

Enhance image and reputation

2013/2014 Recognition By Industry and Sustainability Stakeholders

Rated top Food & Beverage Company by Corporate Knights; ranked #43 overall

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Though optimistic about our long-term outlook, we are realistic about key business environment risks

Challenging macroeconomic environment

Volatile commodity costs

Increasing focus on health and wellbeing

Risk of increased taxes

49

Operating environment remains challenging

Financial priorities focused on long-term profitable growth

Track record of and focus on delivering shareowner value

CCE is executing our strategic priorities

John F. Brock CHAIRMAN & CEO

Nik Jhangiani SVP & CFO

John F. Brock Nik Jhangiani - Coca-Cola...

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