JOHN F. BROCK CHAIRMAN & CEO NIK JHANGIANI SVP & CFO

JOHN F. BROCK CHAIRMAN & CEO NIK JHANGIANI SVP & CFO

Forward-Looking Statements Included in this presentation are forward-looking management comments and other statements that reflect management s current outlook for future periods. 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. 2

Agenda SOLID FOUNDATION OPPORTUNITY FOR GROWTH SHAREOWNER VALUE CRS AND KEY TAKEAWAYS 3

CCE Snapshot $8.2 billion net sales 30 billion servings annually to 170 million consumers 17 production facilities ~11,750 employees Preeminent western European bottler 10-K 2013 4

Vision and Operating Framework Vision Be the best beverage sales and service company Strategic Priorities Lead category value growth Excel at serving our customers with world class capabilities Drive an inclusive and passionate culture Deliver consistent, long-term profitable growth 5

Solid Foundation for Growth Large Category NARTD is the # 1 category in retail sales for our customers Growing Category Historical mid-single-digit compounded growth Successful Position #1 in value & volume share in NARTD and Sparkling Managing the levers of our business to deliver consistent, long-term profitable growth and shareowner value Non-alcoholic ready-to-drink (NARTD); Canadean FY13, excludes tap/bulk water & dairy; AC Nielsen 6

Agenda SOLID FOUNDATION OPPORTUNITY FOR GROWTH SHAREOWNER VALUE CRS AND KEY TAKEAWAYS 7

Large and Growing Category v. 2012 3 Yr CAGR ~$181B Beverage Market (Retail Value) ~$27B NARTD - Measured (Retail Value) 2013 Growth 2 ~$114B ~$40B NARTD Hot Tea/Coffee, All Alcohol, Dilutables 1 ~$27B NARTD Measured 2 Non-measured 1 +3% +4.5% 1. Canadean FY13, excludes tap/bulk water & dairy, rounded 2. AC Nielsen FY13, rounded 8

Key Category for Our Customers - NARTD FMCG Sector Ranking 2013 NARTD #1 #2 Value $B Value % Growth NARTD Charcuterie NARTD NARTD NARTD NARTD NARTD Charcuterie NARTD Charcuterie Beer Beer Charcuterie Beer 27.3 2.9 10.3 4.2 8.7 0.8 2.2 2.2 2.0 7.7 1.6 6.0 2.5 0.1 Fast Moving Consumer Goods (FMCG) AC Nielsen FY13 (Strategic Planner); Rankings based on most recent available data (excludes tobacco) 9

Territory Opportunity 2013 Metrics Population 1 & Per Caps 2 CCE Performance 3 CCE 1 170 63 64 11 5 10 17 180 207 140 324 254 173 137 #1 in NARTD & Sparkling in value & volume in every territory Grew value & volume share in NARTD category Grew value & volume share in Sparkling segment 1: Population in millions; CCE internal reports 2: Per Caps = Per Capita Consumption; based on eight fluid ounce servings of The Coca-Cola Company (TCCC) beverages 3: AC Nielsen FY13 10

CCE Focused on High Value Segments Category & CCE Mix Segment Strategy 35% 22% 46% 36% 87% 43% 18% 3% 10% 1 1 NARTD Volume NARTD Value CCE Volume 2 Sparkling: grow segment Still: selectively grow value share Sparkling Stills Water 1. AC Nielsen FY13 2. 10-K 2013 11

Capturing the Growth Opportunities Successful Brands Solid Marketing & Execution Plans Great People 12

Successful Brand Portfolio Coca-Cola Trademark 69% Volume Sparkling Flavors & Energy 18% Volume Stills 13% Volume 10-K 2013 13

Sparkling Coca-Cola Trademark 2014 Highlights Enhance Share a Coke campaign Drive package innovation Win in digital Accelerate Coke Zero Just Add Zero campaign 2013 Growth: +15% 2 +3M new households 3 #1 in volume and value cola share in every territory 1 1. AC Nielsen FY13 2. CCE internal reports 3. Europanel 2013 14

Package Innovation 1.75L Transition From 2L To 1.75L Comments 1.75L Contour PET Pricing flexibility Consumer preferred packaging Add value to the Cola segment New primary package in Great Britain 15

Package Innovation Drive Recruitment Boost Frequency Create Value 250ml Can 1L Contour PET 1.25L Contour PET 4 x 1.5L Multipacks 16

Brand Innovation - Finley New adult sparkling non-alcoholic beverage Low calorie Preservative free With lemon juice Range of flavors Fully integrated marketing plan 17

Brand Innovation Glacéau Smartwater Vapor distilled spring water with electrolytes Vapor distillation: a process inspired by the clouds Added electrolytes for a clean, crisp taste IC packs: 600ml and 850ml Integrated marketing campaign Scheduled launch: August, 2014 18

Brand Innovation Coca-Cola Life Naturally sweetened Coca-Cola Delicious Taste Natural Sweeteners 33% Fewer Calories Launches in September, 2014 19

2014 Marketing Calendar Jan. World Cup Enhanced Dec. Trophy Tour Always on COKE WITH MEALS Recruitment Pack / Music 20

Share a Coke and World Cup Expand Share a Coke World Cup Over 1,000 names More packages (Home & Cold) In-store promos, Pop-up stores Social media Trophy Tour: 5 countries and 10 cities Get Active activation in-store and community Fully integrated marketing campaign 21

Commercials World Cup Share a Coke 22

Customer Centric Supply Chain Procurement, Production, and Logistics Excellence Pan European scale supported with global procurement capability Flexible & efficient logistics & distribution Cost efficient production & expandable infrastructure Responsible & sustainable 23

Enhanced Capability and Capacity Norway: new package and route to market Flexibility to execute widescale customized programs Continuously improving efficiency & effectiveness Expanding package, pack, and pallet flexibility 24

Serving Our Customers With World-Class Capabilities Most Valued FMCG Supplier 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 25

Optimizing Our Business Business Transformation Program (BTP) Standardizing (e.g. channel-focused sales and marketing organization) Centralizing (e.g. shared services center) Improving (e.g. cold-drink equipment service activities) Enhancing our operating model for driving sustainable future growth 26

Our People Experienced Team Solid Bench Strength Investing In Capabilities Drive an inclusive and passionate culture 27

Agenda SOLID FOUNDATION OPPORTUNITY FOR GROWTH SHAREOWNER VALUE CRS AND KEY TAKEAWAYS 28

Financial Priorities CONSISTENT earnings in line with our long-term objectives MAXIMIZE free cash flow (FCF) and maintain financial flexibility INCREASE return on invested capital and deliver shareowner value Deliver Consistent Long-Term Profitable Growth 29

Financial Approach Drive Cash From Operations Grow profitably while investing CapEx prudently Optimize Capital Structure Opportunistically Invest and/or Return Cash To Shareowners Maintain target leverage range Invest in high return M&A opportunities and/or return cash to shareowners Focus on total shareowner return 30

Grow Profitably to Drive Cash from Operations Growth Long-Term Targets 2014 Outlook Net Sales Operating Income EPS 4-6% 6-8% High Single-Digit Low Single-Digit Mid-Single-Digit +10% Generate Solid Free Cash Flow Comparable & currency neutral 31

Cost of Sales - Profile COGS Mix Comments 15% Manufacturing, D&A, All Other 10% Excise Taxes 30% Commodity Based Costs 45% Concentrate, Finished Goods Maintain and opportunistically expand gross margin ~85% of COGS is variable, while ~15% is fixed Of commodity based costs, ~half are related to conversion CCE internal reports for bottle/can; rounded 32

Selling, Delivery, and Administrative (SD&A) - Profile SD&A Mix Comments Supply Chain 30% Sales & Marketing 30% General Admin 30% Labor 45% Non- Labor 45% D&A 10% D&A 10% Expand operating margins with modest SD&A leverage Our Ownership Cost Management (OCM) approach ensures disciplined cost management Our flexible route to market enables our supply chain to work with customers to optimize delivery CCE internal reports; comparable; rounded 33

Invest for Long-Term Growth 2013 Capital Mix Capital Highlights 61% Operations 23% Cold Drink Equipment 16% IT, Other Long-term target 4.0% 4.5% of net sales ~2/3 supports growth ~1/3 maintains existing assets 10-K 2013 34

Balance Sheet Flexibility Net Debt 1 to EBITDA 3.0 LONG-TERM TARGET RANGE = 2.5x 3.0x 2.0 1.0 1.6x 2 1.7x 2.0x 2.6x 0.0 2010 2011 2012 2013 2014+ Weighted average cost of debt ~3% 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

Invest in High Return M&A Opportunities Opportunities Evaluation Criteria Core business growth Adjacent territories and adjacent categories Other territories New business Cash flow of existing business Incremental value creation by CCE Incremental value to CCE s core business Risk, cost, and timeframe Opportunities evaluated against alternatives, including return of cash to shareowners 36

Improving Net Income to Free Cash Flow Conversion FCF as a % of Net Income Comments 100% 75% ~25% 2013 impacted by non-recurring items (e.g. restructuring) 50% 25% ~75% ~100% Over time, we expect FCF to more closely align with Net Income 0% 2013 FCF One-Time / Other Net Income Continued focus on annual ROIC improvement 10-K 2013; CCE internal reports; comparable; one-time / other = cash restructuring, cash tax, other 37

Future Cash Availability Annual Cash Available as % of Market Capitalization ~2-3% ~6-7% Net Income Organic growth while maintaining debt leverage + = ~8-10% Annual cash available Opportunity to generate significant cash annually for M&A and/or shareowners CCE internal reports; illustrative 38

Cash Returned to Shareowners $3.6B Share Repurchase Dividends Other $1.0B $1.0B $1.2B $1B 2010 2011 2012 2013 2014E 44% 12% 11% 11% 9% % of Mkt Cap Almost $8B of cash returned after the formation of new CCE through 2014E 10-K, YE market cap (2014 as of 06/12/2014); internal reports; rounded 39

Key Financial Takeaways 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 Focus on consistent long-term profitable growth and total shareowner return 40

Agenda SOLID FOUNDATION OPPORTUNITY FOR GROWTH SHAREOWNER VALUE CRS AND SHAREOWNER KEY TAKEAWAYS VALUE 41

CRS Vision and Recognition Sustainability Vision: We will deliver for today, growing a low carbon, zero waste business, and inspire and lead change for a more sustainable tomorrow Improve operational effectiveness Rated #1 Food & Beverage Company by Corporate Knights; #2 Newsweek Green Rankings Increase engagement and advocacy Enhance image and reputation Corporate Responsibility and Sustainability (CRS) 42

CRS Progress/Achievements Water Use Ratio (water used to make 1 liter of product) Carbon Footprint (energy consumed per 1,000 liters of product) 1.64 1.57 1.51 1.48 1.43 1.40 1.35 1.20 91 90 88 88 82 82 77 75 2007 2008 2009 2010 2011 2012 2013 2020 target 2007 2008 2009 2010 2011 2012 2013 2020 target Decreasing environmental impact while reducing costs CCE internal reports 43

Business Environment Risks Challenging macroeconomic environment Increasing focus on health and wellbeing Risk of increased taxes Though optimistic about our long-term outlook, we are realistic about key business environment risks 44

Key Takeaways 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 45

JOHN F. BROCK CHAIRMAN & CEO NIK JHANGIANI SVP & CFO