Investor Roadshow Presentation - Coca-Cola HBC AG · …and purpose driven brands Sparkling • Leverage Trademark Coca-Cola with focus on Regular and Zero • Increase per capita

Investor Roadshow

1

Roadshow Presentation

October-November 2012

DisclaimerDisclaimerDisclaimerDisclaimer

Disclaimer

This document is an advertisement and not a prospectus and in vestors should not subscribe for or purchase any transferab lesecurities referred to in this document except on the basis o f information contained in a prospectus or offering circula r prepared forthat purpose and published in connection with the admission of any ordinary shares of Coca-Cola HBC AG to the premium segm ent ofthe Official List of the United Kingdom Listing Authority an d to trading on the London Stock Exchange plc’s main market fo r listedsecurities. Copies of any such prospectus or offering circu lar are expected, following publication, to be available fr om Coca-Cola HBCAG’s website at http://www.coca-colahbcag.com.

This document has not been issued for circulation to the general public. The distribution of this document in certain jurisdictions may be restrictedby law and therefore persons into whose possession this document comes should inform themselves about and observe any such restrictions.

This document and any accompanying oral presentation (together, the “Presentation”) is being provided for informational purposes only and issubject to updating, revision, verification and amendment. The information and opinions contained or discussed in this Presentation do not

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subject to updating, revision, verification and amendment. The information and opinions contained or discussed in this Presentation do notpurport to be full or complete and do not constitute investment advice. No reliance may be placed for any purpose on the information andopinions contained or discussed in this Presentation. No representation, warranty or undertaking, express or implied, is made as to the fairness,accuracy or completeness of the information or opinions contained or discussed in this Presentation, by or on behalf of Coca-Cola Hellenic orCoca-Cola HBC AG (including, without limitation, their directors, officers, employees, partners, agents, representatives, members, affiliates andadvisers) and (to the fullest extent permitted under law) no liability or responsibility is accepted by such persons for the accuracy, fairness orcompleteness of any such information or opinion.

The Presentation does not constitute or form part of, and should not be construed as, an offer or invitation to subscribe for or purchase anysecurities of Coca-Cola HBC AG or Coca-Cola Hellenic Bottling Company S.A. (including without limitation an offering prospectus within themeaning of Article 652a of the Swiss Code of Obligations) and shall not form the basis of, or be relied on in connection with, any offer orcommitment whatsoever. Any potential offer of securities would be based on a prospectus or offering circular prepared for that purpose.

This Presentation is being made solely to and directed solely at a limited number of invited institutions who: (A) if in the United States arequalified institutional buyers (as defined in Rule 144A under the U.S. Securities Act of 1933 (the “Securities Act”); (B) if in the EuropeanEconomic Area, are persons who are “qualified investors” within the meaning of Article 2(1)(e) of the Prospectus Directive (Directive 2003/71/EC,as amended) (“Qualified Investors”); and (C) if in the United Kingdom are persons (i) having professional experience in matters relating toinvestments so as to qualify them as “investment professionals” under Article 19(5) of the Financial Services and Markets Act 2000 (FinancialPromotion) Order 2005 (the “Order”); and (ii) falling within Article 49(2)(a) to (d) of the Order; and/or (D) are other persons to whom it mayotherwise lawfully be communicated (all such persons referred to in (A), (B), (C) and (D) together being “Relevant Persons”). If you have receiveda copy of this document and you are not a Relevant Person you must return it immediately to Coca-Cola Hellenic or Coca-Cola HBC AG.

DisclaimerDisclaimerDisclaimerDisclaimer

Any securities that may be offered or sold may not be registered under the Securities Act or the securities laws of any U.S. state and may be placed in reliance on exemptions from the registration requirements of the Securities Act and such state laws. Any securities so placed would be subject to restrictions on transferability and resale and would not be permitted to be transferred or resold except as permitted under the Securities Act and such state laws pursuant to registration or exemption therefrom. No securities of Coca-Cola HBC AG or Coca-Cola Hellenic have been approved or disapproved by the U.S. Securities and Exchange Commission, any U.S. state securities commission or any other regulatory authority, nor have any of the foregoing authorities passed upon or endorsed the merits of any offering of securities of Coca-Cola HBC AG or Coca-Cola Hellenic or the accuracy or adequacy of the Presentation. Any representation to the contrary may be a criminal offense in the United States.

The Presentation contains forward-looking statements that involve risks and uncertainties. These statements may generally, but not always, be identified by the use of words such as “believe,” “outlook,” “guidance,” “intend,” “expect,” “anticipate,” “plan,” “target” and similar expressions to identify forward-looking statements. All statements other than statements of historical facts, including, among others, statements regarding expected take-up of the exchange offer described herein; plans for Coca-Cola Hellenic and for Coca-Cola HBC AG following completion of the exchange offer; planned times and places of listings of the ordinary shares and American depositary shares of Coca-Cola HBC AG; planned de-listings and U.S. de-registration of the ordinary shares and American depositary shares of Coca-Cola Hellenic; Coca-Cola Hellenic’s future financial position and results; Coca-Cola

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of the ordinary shares and American depositary shares of Coca-Cola Hellenic; Coca-Cola Hellenic’s future financial position and results; Coca-Cola Hellenic’s outlook for 2012 and future years; business strategy; the effects of the global economic slowdown; the impact of the sovereign debt crisis, currency volatility, Coca-Cola Hellenic’s recent acquisitions, and restructuring initiatives on Coca-Cola Hellenic’s business and financial condition; Coca-Cola Hellenic’s future dealings with The Coca-Cola Company; budgets; projected levels of consumption and production; projected raw material and other costs; estimates of capital expenditure and plans and objectives of management for future operations, are forward-looking statements. You should not place undue reliance on such forward-looking statements. By their nature, forward-looking statements involve risk and uncertainty because they reflect current expectations and assumptions as to future events and circumstances that may not prove accurate. Actual results and events could differ materially from those anticipated in the forward-looking statements for many reasons.

Although Coca-Cola HBC AG and Coca-Cola Hellenic believe that, as of the date of this document, the expectations reflected in the forward-looking statements are reasonable, Coca-Cola HBC AG and Coca-Cola Hellenic cannot assure you that future events will meet these expectations. Moreover, neither Coca-Cola HBC AG nor Coca-Cola Hellenic nor any other person assumes responsibility for the accuracy and completeness of the forward-looking statements. After the date of the Presentation, neither Coca-Cola HBC AG nor Coca-Cola Hellenic will necessarily update any of these forward-looking statements to conform them either to actual results or to changes in expectations.

No copy of this document will be left behind after this meeting. By attending the presentation to which this document relates or by accepting this document you will be deemed to have represented, warranted and undertaken that: (i) you are a Relevant Person (as defined above); and (ii) you have read and agree to be bound by the foregoing limitations.

Hellenic is one of the largest CocaHellenic is one of the largest CocaHellenic is one of the largest CocaHellenic is one of the largest Coca----Cola Cola Cola Cola bottlers globallybottlers globallybottlers globallybottlers globally

Volume 2.1bn ucSales $9.0bn


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Coca-Cola Icecek

Coca-Cola Amatil

Coca-Cola Femsa

Coca-Cola Enterprises

Coca-Cola Hellenic


Volume 0.6bn uc2011 Sales $5.0bn


FY 2011 results based on publicly available information

The CocaThe CocaThe CocaThe Coca----Cola System: Partners in growthCola System: Partners in growthCola System: Partners in growthCola System: Partners in growth

Bottling productionBrand ownership

5

Bottling production

Sales distribution

Customer management

Channel development

In-outlet execution

Demand Fulfillment

Investment in production facilities, equipment, vehicles

Brand ownership

Concentrate supply

Brand development

Consumer marketing

Creating demand

Leveraging Leveraging the unique the unique strength of strength of the Systemthe System

60 years of successful partnership

Free float54%

Kar-Tess Holding S.A.23%

Shareholder structureShareholder structureShareholder structureShareholder structure

6

The Coca-Cola Company23%

Bottlers’ agreements in place for each of the countries in which we operate until December 2013, with commitment by The Coca-Cola Company to renew these

agreements until 2023

A diverse and balanced country portfolio A diverse and balanced country portfolio A diverse and balanced country portfolio A diverse and balanced country portfolio

Population: 78 mio

Population: 401 mio

7

Total = €541 M

Total = €6,854 M

Total = 2,083 M U.C.

2020202011111111 Market SplitMarket SplitMarket SplitMarket Split

Population: 89 mio

47%

41%

34%

14%

17%

19%

39%

42%

47%

Comparable EBIT

Net sales revenue

Volume unit cases

Our extensive territorial reach offers a Our extensive territorial reach offers a Our extensive territorial reach offers a Our extensive territorial reach offers a balanced volume profilebalanced volume profilebalanced volume profilebalanced volume profile

2011 volume by country

Russia

16%

Other established

Other developing

7%

Other emerging

6%

8

Italy

15%

Nigeria

9%

Poland

8%Romania

8%

Greece

6%

Ukraine

5%

Hungary

4%

Switzerland

4%

Serbia

4%

Other established

8%

Meeting consumer needs with a diverse Meeting consumer needs with a diverse Meeting consumer needs with a diverse Meeting consumer needs with a diverse product portfolioproduct portfolioproduct portfolioproduct portfolio

2001

Water 6%

Still beverages 4%

Juice 9%

Other Still 1%

2011Water 20%

Juice 6%

Tea5%

9

2001

Sparkling beverages 90%

1.2bn u.c

Low-caloriesparkling beverages 6%

Sparkling beverages 62%

2.1 bn u.c1.1 bn u.c

Play to WinPlay to WinPlay to WinPlay to WinPlay to WinPlay to WinPlay to WinPlay to Win

10

We have a clear framework to achieve our We have a clear framework to achieve our We have a clear framework to achieve our We have a clear framework to achieve our strategic prioritiesstrategic prioritiesstrategic prioritiesstrategic priorities

11

The 4C’s are key elements in our The 4C’s are key elements in our The 4C’s are key elements in our The 4C’s are key elements in our strategy executionstrategy executionstrategy executionstrategy execution

• Brand Priorities Brand Priorities Brand Priorities Brand Priorities (Purpose driven (Purpose driven (Purpose driven (Purpose driven Brands)Brands)Brands)Brands)

• OBPPCOBPPCOBPPCOBPPC

• Joint Value Joint Value Joint Value Joint Value CreationCreationCreationCreation

• Customer Care Customer Care Customer Care Customer Care CentersCentersCentersCenters

• Consumer Based Consumer Based Consumer Based Consumer Based MarketingMarketingMarketingMarketing

• Social EquitySocial EquitySocial EquitySocial Equity

• Infrastructure Infrastructure Infrastructure Infrastructure

optimizationoptimizationoptimizationoptimization

• Cost OwnershipCost OwnershipCost OwnershipCost Ownership

Cost LeadershipCost LeadershipCost LeadershipCost Leadership Community TrustCommunity TrustCommunity TrustCommunity TrustConsumer Consumer Consumer Consumer RelevanceRelevanceRelevanceRelevance

CustomerCustomerCustomerCustomerPreferencePreferencePreferencePreference

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• OBPPCOBPPCOBPPCOBPPC

• Single ServesSingle ServesSingle ServesSingle Serves

• InnovationInnovationInnovationInnovation

CentersCentersCentersCenters

• Marketplace Marketplace Marketplace Marketplace Execution (RED, Execution (RED, Execution (RED, Execution (RED, Hellenic Hellenic Hellenic Hellenic Goodmorning Goodmorning Goodmorning Goodmorning Meeting)Meeting)Meeting)Meeting)

• Community Community Community Community ContributionContributionContributionContribution

• CSR LeadershipCSR LeadershipCSR LeadershipCSR Leadership

• Market the Market the Market the Market the CategoryCategoryCategoryCategory

• SAP Wave II SAP Wave II SAP Wave II SAP Wave II exploitationexploitationexploitationexploitation

• Shared ServicesShared ServicesShared ServicesShared Services

• Management of Management of Management of Management of Working CapitalWorking CapitalWorking CapitalWorking Capital

Consumer relevanceConsumer relevanceConsumer relevanceConsumer relevanceConsumer relevanceConsumer relevanceConsumer relevanceConsumer relevance

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We have clear category prioritiesWe have clear category prioritiesWe have clear category prioritiesWe have clear category priorities

Incremental Volume and Value by total Category: 2011-2020(Coca-Cola Hellenic territories only)

30%

40%

% of incremental volume

% of incremental value

14

Source: 2011 Canadean, Company estimates

Note: Excludes Armenia & FYROM; Excludes bulk water, dairy / soy beverages and other non-carbonated beverages

Sports DrinksEnergyRTD-Tea JuicesWaterSparkling

0%

10%

20%

30%

…and purpose driven brands…and purpose driven brands…and purpose driven brands…and purpose driven brands

SparklingSparklingSparklingSparklingSparklingSparklingSparklingSparkling• Leverage Trademark Coca-Cola with

focus on Regular and Zero

• Increase per capita consumption

• Further grow Fanta, focusing on orange flavour

• Drive Sprite

• Single-serve focus, OBPPC

NesteaNesteaNesteaNesteaNesteaNesteaNesteaNestea

JuiceJuiceJuiceJuiceJuiceJuiceJuiceJuice

• Selective approach

• Focus on increasing market penetration and trial

• Bring new people to the category through sampling, innovation

Beverages Drive Growth

15

burn burn burn burn ---- MonsterMonsterMonsterMonsterburn burn burn burn ---- MonsterMonsterMonsterMonster

• Single-serve focus, OBPPC

WaterWaterWaterWaterWaterWaterWaterWater

JuiceJuiceJuiceJuiceJuiceJuiceJuiceJuice

• Focus on profitability, capitalising on strong local brands

• Single serve packs

• Flavoured water and HORECA

• Best tasting products with premium quality

• Leverage strong brand equity in Cappy, Amita, Dobry

• Innovation

Selective approach driven by stage of development of local energy category

Selective approach driven by stage of development of local energy category

�

Our OBPPC strategy is a key tool of Our OBPPC strategy is a key tool of Our OBPPC strategy is a key tool of Our OBPPC strategy is a key tool of revenue growth managementrevenue growth managementrevenue growth managementrevenue growth management

Defines the right price point by

package and product targeting different

consumption occasions to increase

1More shoppers INCIDENCE

The 3 key objectives:

occasions to increase category revenue

OOOOccasion

BBBBrand

PPPPackage

PPPPrice

CCCChannel

�2

�3

More often

More volume per purchase

FREQUENCY

UPSIZE

16

Customer preferenceCustomer preferenceCustomer preferenceCustomer preferenceCustomer preferenceCustomer preferenceCustomer preferenceCustomer preference

17

CustomerCustomerCustomerCustomer----CentricityCentricityCentricityCentricity

Our Customer-centric vision: “Coca-Cola Hellenic is easy to do business with, gets everything right the first time, adds value

on every occasion, and is my # 1 supplier of choicemy # 1 supplier of choicemy # 1 supplier of choicemy # 1 supplier of choice”

18EIT = Enterprise Information TechnologyPA&C = Public Affairs & Communications

We are driving 4 key initiatives to enhance We are driving 4 key initiatives to enhance We are driving 4 key initiatives to enhance We are driving 4 key initiatives to enhance collaboration and valuecollaboration and valuecollaboration and valuecollaboration and value

Joint Value Joint Value Joint Value Joint Value CreationCreationCreationCreation

Right Execution Right Execution Right Execution Right Execution DailyDailyDailyDaily

CCCCollaborationollaborationollaborationollaboration EEEExecutionxecutionxecutionxecutionAn advanced program and process to collaborate with customers and create joint value

A 360o process for measuring and improving in-market execution

19

EEEEnablernablernablernabler

Customer Care Customer Care Customer Care Customer Care CenterCenterCenterCenter

Hellenic Good Hellenic Good Hellenic Good Hellenic Good Morning MeetingMorning MeetingMorning MeetingMorning Meeting

An organization and a set of processes to service our customers (active selling, cold drink equipment management, complaint resolution)

Daily team meeting designed to build a sustainable selling culture

Cost leadershipCost leadershipCost leadershipCost leadershipCost leadershipCost leadershipCost leadershipCost leadership

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OptimisingOptimisingOptimisingOptimising our cost base to enhance our cost base to enhance our cost base to enhance our cost base to enhance competitivenesscompetitivenesscompetitivenesscompetitiveness

Infrastructure optimisation Warehouse/ Logisitics excellence

Manage OPEX and Working Capital

21

SAP is a key enabler for enhancing SAP is a key enabler for enhancing SAP is a key enabler for enhancing SAP is a key enabler for enhancing capabilities and improving efficienciescapabilities and improving efficienciescapabilities and improving efficienciescapabilities and improving efficiencies

ManufacturingManufacturingManufacturingManufacturing LogisticsLogisticsLogisticsLogistics Commercial capabilitiesCommercial capabilitiesCommercial capabilitiesCommercial capabilities

• Increase in service line efficiencies

• Reduced manufacturing overhead

• Improved demand planning

• Truck usage optimisation

• Improved product traceability

• Customer segmentation• Profitability at outlet/customer

level• Inventory priority for

customers• Call frequency/ route planning

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• Call frequency/ route planning optimisation

Moving transactional processes to Moving transactional processes to Moving transactional processes to Moving transactional processes to shared services…shared services…shared services…shared services…

Benefits:

• Leverage SAP benefits

• Improve productivity

• Enhance business support

• Improve internal control / governance

• Enable local management to focus on value added activities

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added activities

Roll Out:

• Live in 5 countries for key Finance and HR functions

• Integration of more countries and processes planned – followed by best practice application

Strong and sustained cash flow generationStrong and sustained cash flow generationStrong and sustained cash flow generationStrong and sustained cash flow generation

1.361.361.361.36

1.501.501.501.50

1.401.401.401.401.351.351.351.35

1.451.451.451.45

Guidance

In 2009-2011 we generated

€€€€1.5bn 1.5bn 1.5bn 1.5bn free cash

flow, exceeding our guidanceof €1.2bn

24

0.780.780.780.78

2005-2007 2008-2010 2009-2011 2010-2012 2011-2013 2012-2014

Capital Expenditure Guidance

2010-2012: €1.40bn

2011-2013: €1.35bn

2012-2014: €1.45bn

Free Cash Flow* in Billion Euros

* Free Cash Flow: EBITDA minus taxes paid, plus change in working capital, minus capex.

of €1.2bn

Net debt/EBITDACredit ratings

Conservative financial profileConservative financial profileConservative financial profileConservative financial profile

• Moody’s: L/T Baa1, S/T P2, negative outlook

• S&P: L/T BBB+, S/T A2, credit watch negative

500 500

400

600500

2012 2013 2014 2015 2016 2016

25

Diversified bond maturity profileGearing ratio

Notes: Gearing ratio: Net debt to Total Net Capital; ratios based on comparable figures

EurEur Revolving Credit Facility (Revolving Credit Facility (Revolving Credit Facility (Revolving Credit Facility (Revolving Credit Facility (Revolving Credit Facility (Revolving Credit Facility (Revolving Credit Facility (EurEurEurEurEurEurEurEur) ) ) ) ) ) ) ) USDUSD

Solid track record of returning Solid track record of returning Solid track record of returning Solid track record of returning value to shareholdersvalue to shareholdersvalue to shareholdersvalue to shareholders

In million Euros

In the last 11 years we have returned to our

shareholders total cash of

approximately €€€€1.9 billion1.9 billion1.9 billion1.9 billion

26

approximately €€€€1.9 billion1.9 billion1.9 billion1.9 billion

Community trustCommunity trustCommunity trustCommunity trustCommunity trustCommunity trustCommunity trustCommunity trust

27

An industry leader in sustainabilityAn industry leader in sustainabilityAn industry leader in sustainabilityAn industry leader in sustainability

For a fourth consecutive yearCoca-Cola Hellenic is included in the

Dow Jones Sustainability Indexes (DJSI) – both the Dow Jones Sustainability World Index and Dow Jones STOXX

Member 2010/11

Coca-Cola Hellenic is listed on theFTSE4Good index, which recognises

the performance of companies that meet globally accepted corporate

social responsibility standards to

28

World Index and Dow Jones STOXX Sustainability Index. Launched in 1999,

the DJSI are the first global indexes tracking the financial performance of

the leading sustainability driven companies worldwide.

social responsibility standards to facilitate investment in ethical and

socially responsible companies.

With our 2010 Social Responsibility Report, we were the only European non-alcoholic ready-to-drink beverage company to achieve GRI A+ ranking for comprehensiveness and transparency. In 2011 we established a cross sector external stakeholder panel to review and provide critical assessment of our sustainability reporting.

GRI A+GRI A+GRI A+GRI A+GRI A+GRI A+GRI A+GRI A+

Voluntary Share Exchange Voluntary Share Exchange Voluntary Share Exchange Voluntary Share Exchange Voluntary Share Exchange Voluntary Share Exchange Voluntary Share Exchange Voluntary Share Exchange Offer OverviewOffer OverviewOffer OverviewOffer OverviewOffer OverviewOffer OverviewOffer OverviewOffer Overview

29

Offer OverviewOffer OverviewOffer OverviewOffer OverviewOffer OverviewOffer OverviewOffer OverviewOffer Overview

Key Transaction TermsKey Transaction TermsKey Transaction TermsKey Transaction Terms

�Voluntary share for share exchange offer for 100% of Coca-Cola Hellenic Bottling Company SA (“CCHCCHCCHCCH”) shares (“SEOSEOSEOSEO”)

• Offeror: Coca-Cola HBC AG (“CCHBC AGCCHBC AGCCHBC AGCCHBC AG”), an entity incorporated in Switzerland

• 90% minimum acceptance condition

�All CCH ordinary shares

�All CCH American Depositary Shares

�61% of our shareholders support the transaction and intend to tender their CCH shares for CCHBC AG sharesShareholder

Support

Type of

Offer

Sharessubject

�Applied for a listing on the premium segment of the LSE

�CCHBC AG ADS program to replace the current ADS program in NYSE

� Will seek a parallel ATHEX listing

Listings of CCHBC AG

30

CCHBC AG is launching the exchange offer in order to facilitate the listing of CCH on the premium segment of the LSE

CCHBC AG is launching the exchange offer in order to facilitate the listing of CCH on the premium segment of the LSE

�All CCH American Depositary Shares (“ADSsADSsADSsADSs”)

AG shares

�Commitment by The Coca-Cola Company to renew Bottlers’ Agreements until 2023

Support

�CCH's board reached the conclusion that the Exchange Offer is in the best interests of CCH and all of the holders of CCH Shares and ADSs, in their capacity as such

Opinion of CCH’sBoard of Directors

subject to SEO

�1 share or ADS in CCHBC AG for 1 CCH share or ADSConsideration

Unlocking our

Listing location better reflects CCH’s international profile

� Affirms CCH as an international “blue-chip” stock

� The LSE represents the largest and most liquid equity market in Europe with the largest number of international listed stocks and funds dedicated to multinational

� The LSE is a more appropriate trading platform, in light of:

− CCH’s geographic footprint in 28 countries across 3 continents

− The international profile of CCH’s shareholder structure

Transaction RationaleTransaction RationaleTransaction RationaleTransaction Rationale

Improve liquidity and access to capital markets

Unlocking our future potential

31

The rationale for the proposed transaction is compelling as it is designed to unlock value for all shareholders of CCH

The rationale for the proposed transaction is compelling as it is designed to unlock value for all shareholders of CCH

largest number of international listed stocks and funds dedicated to multinational companies

� Presence of more relevant peers expected to provide valuation benchmark and broaden sell-side coverage

� Expected to improve liquidity of the stock due to enhanced investor awareness

− Potential Inclusion in the FTSE UK Index Series (including the FTSE 100 Index)may attract significant amount of passive tracking demand

� The LSE represents a premier fund raising platform

Listing location of choice for

Largest and most liquid equity market in Europe(1)

� A natural listing venue for companies with international operations

− European exchange with largest number of international listed stocks (587(2) companies,

� Largest equity market in Europe Total market capitalisation(1): €2,703bn

� Most liquid equity market in Europe Average daily trading value: €7,1bn

� Largest investor pool for int’l companies Int’l equity assets under management: €941bn

� Premier fund raising platform New equity capital over the last 10yrs: €462bn

Benefits to Shareholders of Listing on the Benefits to Shareholders of Listing on the Benefits to Shareholders of Listing on the Benefits to Shareholders of Listing on the Premium Segment of the LSEPremium Segment of the LSEPremium Segment of the LSEPremium Segment of the LSE

FTSE index inclusion to increase trading liquidity

of choice for international stocks

(1) Domestic companies only (2) Source: World Federation of Exchanges as of 31 August 2012 and London Stock Exchange. FX rates: EUR/USD = 0.79796 and EUR/GBP = 1.26258, as of 31 August 2012

A LSE premium listing will provide CCH with a high-profile, liquid trading venue and access to a wide pool of high quality investors

A LSE premium listing will provide CCH with a high-profile, liquid trading venue and access to a wide pool of high quality investors

− European exchange with largest number of international listed stocks (587 companies, representing 21%(2) of all companies listed on the LSE)

� Most comprehensive set of listed international Food & Beverage companies provides valuation benchmark for CCH

� Potential Inclusion in the FTSE UK Index Series (including the FTSE 100 Index) is expected to enhance trading liquidity

− in the short-term due to automatic stock purchases by index tracker / passive funds

− in the long-term due to demand from active investors as a result of inclusion into the FTSE as a core benchmark

32

In summaryIn summaryIn summaryIn summaryIn summaryIn summaryIn summaryIn summary

33

Key strategic priorities in 2012Key strategic priorities in 2012Key strategic priorities in 2012Key strategic priorities in 2012

Continue to Revenue Cost

Leadership /

34

Continue to win in the

marketplace

Revenue Growth

Management

Leadership / Free Cash

Flow Generation

• Strong track record of winning in the marketplace with sparkling share gains in 25 out of 28 countries in 2011

• Continuing to invest behind our brands

• Commercial strategy focused on driving value ahead of volume

• Focused on cost leadership

CocaCocaCocaCoca----Cola Hellenic remains well Cola Hellenic remains well Cola Hellenic remains well Cola Hellenic remains well positioned for sustainable successpositioned for sustainable successpositioned for sustainable successpositioned for sustainable success

35

• Continued solid free cash flow generation

• Our markets offer attractive long-term growth potential

• Exchange offer by CCHBC AG to facilitate listing on the premium segment of the LSE

For further information on Coca-Cola Hellenic please visit our website at:

www.coca-colahellenic.comor contact our Investor Relations team

[email protected]+30.210.6183 100

36

Appendix:Appendix:Appendix:Appendix:Appendix:Appendix:Appendix:Appendix:Latest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest FinancialsLatest Financials

37

Six Months 2012: P&L highlights (reported)

EURO (million)EURO (million)EURO (million)EURO (million)Six Months Six Months Six Months Six Months

2012201220122012Six Months Six Months Six Months Six Months

20112011201120112012 vs 2012 vs 2012 vs 2012 vs

2011201120112011

Volume (million u.c.) 1,010.5 1,036.3 -2%

Net Sales Revenue 3,432.1 3,395.7 1%

Gross Profit 1,237.0 1,299.8 -5%

38

Operating Expenses (1,049.5) (1,051.1) 0%

Restructuring Costs (17.6) (16.8) 5%

Operating Profit (EBIT)Operating Profit (EBIT)Operating Profit (EBIT)Operating Profit (EBIT) 169.9169.9169.9169.9 231.9231.9231.9231.9 -27%-27%-27%-27%

Net Profit 91.2 132.5 -31%

EBITDA 367.6 425.0 -14%

Gross Profit Margin 36.0% 38.3%EBIT Margin 5.0% 6.8%EBITDA Margin 10.7% 12.5%



20112011201120112012 vs 2012 vs 2012 vs 2012 vs

2011201120112011

Volume (million u.c.) 1,010.5 1,036.3 -2%


Gross Profit 1,241.2 1,299.8 -5%


Six Months 2012:P&L highlights (comparable)



Net Profit 109.1 146.0 -25%

EBITDA 387.4 440.3 -12%


39(*) Financial indicators on a comparable basis exclude the recognition of restructuring costs and unrealised commodity hedging results.

Six Months 2012:Gross Profit (reported)



20112011201120112012 vs 2012 vs 2012 vs 2012 vs

2011201120112011


Cost of Sales (2,195.1) (2,095.9) 5%

40

Cost of Sales (2,195.1) (2,095.9) 5%

Gross Profit 1,237.0 1,299.8 -5%

• Net sales revenue per unit case was up by 12 cent ( 4%) vs 2011

• Cost of sales per unit case was up by 15 cents (7%) vs 2011

• Gross profit per unit case decreased by 3 cents (-2%) vs 2011• Gross profit margin decreased by 220bps to 36.0%

Six Months 2012:Opex per unit case (comparable)

EUROEUROEUROEUROSix Six Six Six

Months Months Months Months 2012201220122012

Six Six Six Six Months Months Months Months

20112011201120112012 vs 2012 vs 2012 vs 2012 vs

2011201120112011

Sales 0.39 0.38 4%

Marketing 0.12 0.12 -4%

41(*) Financial indicators on a comparable basis exclude the recognition of restructuring costs incurred. Discrepancies in growth rates are due to rounding.

Marketing 0.12 0.12 -4%

Warehouse / Distribution 0.32 0.30 3%

Administration 0.21 0.21 2%

Total operating Total operating Total operating Total operating expensesexpensesexpensesexpenses

1.041.041.041.04 1.011.011.011.01 2%2%2%2%

Six Months 2012 :Net Profit (reported)

EURO (million)EURO (million)EURO (million)EURO (million)



20112011201120112012 vs 2012 vs 2012 vs 2012 vs

2011201120112011

Operating profit (EBIT) 169.9 231.9 -27%

Finance costs & other (43.1) (44.0) -2%

42

Profit before tax 126.8 187.9 -33%

Tax (34.7) (51.2) -32%

Minority interests (0.9) (4.2) -79%

Net ProfitNet ProfitNet ProfitNet Profit 91.291.291.291.2 132.5132.5132.5132.5 -31%-31%-31%-31%

Earnings per Share (in euros)Earnings per Share (in euros)Earnings per Share (in euros)Earnings per Share (in euros) 0.250.250.250.25 0.370.370.370.37 -32%-32%-32%-32%

Six Months 2012:Net Profit (comparable)

EURO (million)EURO (million)EURO (million)EURO (million)


2012201220122012


20112011201120112012 vs 2012 vs 2012 vs 2012 vs

2011201120112011

Operating profit (EBIT) 191.7 248.7 -23%




Tax (38.6) (54.5) -29%


Net ProfitNet ProfitNet ProfitNet Profit 109.1109.1109.1109.1 146.0146.0146.0146.0 -25%-25%-25%-25%


Six Months 2012:Free Cash Flow



2011201120112011

2012 2012 2012 2012 vs 2011vs 2011vs 2011vs 2011

Adjusted EBITDA*Adjusted EBITDA*Adjusted EBITDA*Adjusted EBITDA* 367.6367.6367.6367.6 425.0425.0425.0425.0 (57.4)(57.4)(57.4)(57.4)

Change in Working Capital (63.1) (99.9) 36.8

44

(*) We define adjusted EBITDA as operating profit before deductions for depreciation (included both in cost of goods sold and in operating expenses), impairment of property, plant and equipment, stock option compensation, impairment of intangible assets,amortisation of and adjustments to intangible assets and other non-cash items.

Tax paid (37.1) (38.6) 1.5

Loss / (Gain) on asset disp. 2.0 (2.6) 4.6

Cash Flow from operationsCash Flow from operationsCash Flow from operationsCash Flow from operations 269.4269.4269.4269.4 283.9283.9283.9283.9 (14.5)(14.5)(14.5)(14.5)

Net capital expenditure (173.8) (166.5) (7.3)

Free Cash FlowFree Cash FlowFree Cash FlowFree Cash Flow 95.695.695.695.6 117.4117.4117.4117.4 (21.8)(21.8)(21.8)(21.8)

EURO (million)EURO (million)EURO (million)EURO (million) 29-Jun-1229-Jun-1229-Jun-1229-Jun-12 31-Dec-1131-Dec-1131-Dec-1131-Dec-11

Total non-current assetsTotal non-current assetsTotal non-current assetsTotal non-current assets 5,269.65,269.65,269.65,269.6 5,185.15,185.15,185.15,185.1

Inventories 619.0 451.5

Trade and other receivables 1,269.6 1,122.4

Cash and equivalents 466.0 476.1

Total current assetsTotal current assetsTotal current assetsTotal current assets 2,354.62,354.62,354.62,354.6 2,050.02,050.02,050.02,050.0

Total assetsTotal assetsTotal assetsTotal assets 7,624.27,624.27,624.27,624.2 7,235.17,235.17,235.17,235.1

Six Months 2012:Balance sheet

Short-term borrowings 264.7 321.5

Other current liabilities 2,008.3 1,599.9Total current liabilitiesTotal current liabilitiesTotal current liabilitiesTotal current liabilities 2,273.02,273.02,273.02,273.0 1,921.41,921.41,921.41,921.4

Long-term borrowings 1,971.9 1,934.5Other non-current liabilities 478.8 466.0Total non-current liabilitiesTotal non-current liabilitiesTotal non-current liabilitiesTotal non-current liabilities 2,450.72,450.72,450.72,450.7 2,400.52,400.52,400.52,400.5

Total equityTotal equityTotal equityTotal equity 2,900.52,900.52,900.52,900.5 2,913.22,913.22,913.22,913.2Total equity and liabilitiesTotal equity and liabilitiesTotal equity and liabilitiesTotal equity and liabilities 7,624.27,624.27,624.27,624.2 7,235.17,235.17,235.17,235.1

45

Q2 2012:P&L highlights (reported)

EURO (million)EURO (million)EURO (million)EURO (million) Q2 2012Q2 2012Q2 2012Q2 2012 Q2 2011Q2 2011Q2 2011Q2 20112012 vs 2012 vs 2012 vs 2012 vs

2011201120112011

Volume (million u.c.) 585.0 602.5 -3%


Gross Profit 740.6 778.2 -5%

46

Operating Expenses (553.7) (557.2) -1%

Restructuring Costs (4.2) (6.7) -37%

Operating ProfitOperating ProfitOperating ProfitOperating Profit 182.7182.7182.7182.7 214.3214.3214.3214.3 -15%-15%-15%-15%

Net profit 119.6 141.4 -15%

EBITDA 285.0 311.9 -9%


Q2 2012:P&L highlights (comparable)


2011201120112011

Volume (million u.c.) 585.0 602.5 -3%


Gross Profit 747.0 778.2 -4%


Operating Expenses (553.7) (557.2) -1%


Net Profit 127.8 147.0 -13%

EBITDA 294.2 317.7 -7%


Q2 2012:Gross Profit (reported)


2011201120112011


Cost of Sales (1,255.0) (1,201.4) 4%

48

Gross Profit 740.6 778.2 -5%

• Net sales revenue per unit case was up by 13 cents (4%) vs Q2 2011

• Cost of sales per unit case increased by 15 cents (8%) vs Q2 2011

• Gross profit per unit case decreased by 3 cents (2%) vs Q2 2011

• Gross profit margin decreased to 37.1% from 39.3% (a decreaseof 220 bps versus last year)

Q2 2012:Opex per unit case (comparable)

EUROEUROEUROEUROQ2 2012Q2 2012Q2 2012Q2 2012 Q2 2011Q2 2011Q2 2011Q2 2011

2012 vs 2012 vs 2012 vs 2012 vs 2011201120112011

Sales 0.34 0.33 3%

Marketing 0.12 0.13 -3%

49(*) Financial indicators on a comparable basis exclude the recognition of restructuring costs. Discrepancies in growth rates are due to rounding.

Marketing 0.12 0.13 -3%

Warehouse / Distribution 0.30 0.29 4%

Administration 0.19 0.18 3%

Total operating Total operating Total operating Total operating expensesexpensesexpensesexpenses

0.950.950.950.95 0.920.920.920.92 2%2%2%2%

Q2 2012:Net Profit (reported)


2011201120112011

Operating profit 182.7 214.3 -15%

50



Tax (40.8) (45.1) -10%


Net profitNet profitNet profitNet profit 119.6119.6119.6119.6 141.4141.4141.4141.4 -15%-15%-15%-15%


Q2 2012:Net Profit (comparable)


2011201120112011

Operating profit 193.3 221.0 -13%





Tax (43.2) (46.2) -6%


Net profitNet profitNet profitNet profit 127.8127.8127.8127.8 147.0147.0147.0147.0 -13%-13%-13%-13%


Documents

Investor Roadshow Presentation - Coca-Cola HBC AG · …and purpose driven brands Sparkling • Leverage Trademark Coca-Cola with focus on Regular and Zero • Increase per capita