1

John F. BrockChairman & CEO

Nik JhangianiSVP & CFO

2

Forward-Looking Statements

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.

Included in this presentation are forward-looking management comments and other statements that reflect management’s

current outlook for future periods.

3

Agenda

Business & Category

Profile

DeliverShareowner

Value

CRS & Key Takeaways

4

CCE Overview

2014 10-K, rounded

Preeminent Western European bottler

BILLION NET SALES

MILLIONCONSUMERS

BILLION SERVINGS ANNUALLY

PRODUCTIONFACILITIES

THOUSANDEMPLOYEES

5

Vision & Operating Framework

STRATEGIC PRIORITIESVISION

Deliver consistent long-term profitable growth

Be the best

beverage sales

and service

company

category value growth

at serving our customers with world class capabilities

an inclusive and passionate culture

LEAD

EXCEL

DRIVE

6

Solid Foundation

CATEGORY

LARGE

CATEGORY

GROWING

POSITION

LEADING

Participating in an attractive category

7

1. AC Nielsen FY14, rounded

2. Canadean FY13, excludes tap/bulk water & dairy, rounded

Large & Growing Category – NARTD

~$29B 2014 NARTD Growth1

Measured Channels (Retail Value)

+0.6%

Still & WaterSparkling

+2.0%

NARTD +1.2%Measured Channels Non-Measured Channels

$38B2

$67B

Retail Value

$29B1

8

2013 2014

1.1x

1.7x

AC Nielsen

Growing Category – NARTD

NARTD

FMCG

NARTD Indexed to FMCGRetail Value Growth FMCG and

NARTD have been

negatively impacted by

challenging conditions

NARTD continues to

grow faster than

FMCG average

9

CCE Share Ranking1

CATEGORY & SEGMENTS VALUE VOLUME

NARTD 1 1

Colas 1 1

Sparkling Flavors 1 1

Energy 3 3

Stills & Water 3 5

Leading NARTD Position

1. AC Nielsen FY14

2. CCE Internal Reports

NARTD Composition & CCE Mix

CCE is focused onhigh-value segments

1NARTD Value CCE Volume

19%

35%

10%

46%

87%

2

Sparkling

Stills

Water

3%

10

Coca-Cola Trademark

69% Mix

Consumer Preferred Brands

CCE Internal Reports, rounded

Grow sparkling segment

Sparkling Flavors& Energy

Selectively growvalue share

Stills

18% Mix 13% Mix

11

Capturing Opportunity

Solid Marketing& Execution

Great PeopleSuccessful Brands

& Packages

12

Coca-Cola Trademark

Coca-Cola Life – territory expansion

Coke Zero – continue to build consumer equity

Diet Coke – ‘Regret Nothing’ campaign

Package Innovation – 100th anniversary contour

Coca-Cola Trademark – one brand strategy

2015 HighlightsVALUE SHARE

in all territories

VOLUME SHARE

in all territories

AC Nielsen FY14

# 1

13

Coca-Cola Life

Aug 2014

Sep 2014

Dec 2014

Jan 2015

Feb 2015

Lower calories, sweetened from natural sources

14

Coca-Cola Zero

1. CCE Internal Reports, rounded

2. AC Nielsen FY14

Growing value and volume share in each

of our territories

2014 Growth2

Coca-Cola Zero Volume Growth1

2012 2013 2014

14

15

100 Years of Contour

Embossed Logo

Bigger label

Uniform Cap

16

‘Kiss Happiness’ Campaign

Celebrating Coke’s iconic heritage

17

Commercials

18

One Brand Strategy

Four distinct product benefits

Uplifting

taste

No Calories

No Sugar

Great

Coke

taste

Zero sugar

Sweetness

from

natural

sources

Lower calorie

One Iconic Brand, One Coca-Cola Family

One common identity across all variants

19

‘choose happiness’

A Coca-Cola

to suit every

taste and

lifestyle

Putting choice at the heart of our trademark strategy

20

Energy Continues to Grow

AC Nielsen FY14

17.2% value share, growing +50 bps vs. PY

15.5% volume share, growing +130 bps vs. PY

2014 CCE

Energy Share

21

Product Innovation & Expansion

22

Commercial – Finley

23

Other Areas of Growth

Small Baskets

Digital Sales

Discount Channel

Cold Channel

24

2015 Marketing Calendar

‘COKE WITH MEALS’

25

Customer Centric Supply ChainProcurement, Production, and Logistics Excellence

Pan-European scale supported with global procurement capability

Flexible & efficient logistics

Cost-efficient production & expandableinfrastructure

Responsible & sustainable

26

Business Transformation Program

e.g. channel-focused

sales and marketing

organization

e.g. shared services

center

e.g. cold-drink

equipment service

activities

Continually enhancing our operating model to drive sustainable future growth

Standardized Centralized Improved

27

Our People

Experienced team

Solid bench strength

Focus on diversity

Investing in capabilities

Drive an inclusive and passionate culture

28

Agenda

Business & Category

Profile

DeliverShareowner

Value

CRS & Key Takeaways

29

Financial Priorities

earnings in line

with our long-term

objectives

free cash flow (FCF)

and maintain

financial flexibility

return on invested

capital and deliver

shareowner value

Continually enhancing our operating model to drive sustainable future growth

Consistent Maximize Increase

30

Financial Approach

Focus on total shareowner return

Drive Cash from Operations

Optimize Capital Structure

Opportunistically Invest and/or Return Cash to Shareowners

Grow profitably while investing

CapEx prudently

Maintain target leverage range

Invest in high return M&A opportunities

and/or return cash to shareowners

31

Growing Free Cash Flow

2013 2014 2015E

$600–

$650

$677

$524

FCF ($M)

Increasing cash from operations

Proven ability to manage CapEx

Significant FX headwind in 2015 at recent rates

32

Improving Free Cash Flow Conversion

Over time, we expect FCF to more closely

align with Net Income

CCE internal Reports (excludes asset disposals), rounded

Focus on annual ROIC improvement

FCF as a % of Net Income

2013 2014

76%

90%

33

Cost of Sales

CCE Internal Reports, rounded

45%

30%

15%

10%

COGSMix

Concentrate, Finished Goods

Manufacturing, D&A, A/O

Commodity Based Costs

Excise Taxes

Maintain and opportunistically expand gross margins

~85% of COGS is variable, while ~15% is fixed

Of commodity-based costs, ~half are related to conversion

34

Selling, Delivery, and Administrative (SD&A)

CCE Internal Reports, comparable, rounded

D&A 10% D&A 10%

General Admin

30%

Sales & Marketing

30%

Supply Chain30%

Non-Labor, 45%

Labor45%

Expand operating margins with modest SD&A leverage

Ownership CostManagement approach

Flexible routes-to-market allows us to work with customers to optimize delivery

35

Invest for Long-Term Growth

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

~2/3 supports growth

~1/3 maintains existing assets

56%31%

13%

Operations Cold Drink, Equipment IT, Other

CapitalMix

10-K 2014

36

2010 2011 2012 2013 2014

1.6x2 1.7x

2.0x

2.6x 2.6x

Balance Sheet Flexibility

Net Debt1 to EBITDA

Long-term target range 2.5x – 3.0x

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

37

Balanced Debt Portfolio

252524232221201918171615

300

420420

545520

420425

250

620

Debt Maturity ($M)

Annual maturities are < annual FCF

10-K 2014, CCE Internal Reports, rounded

38

Invest In High Return M&A

Core business growth

Adjacent territories/categories

Other territories

New business

Cash flow of existing business

Incremental value creation by CCE

Incremental value to CCE’s core

Risk, cost, and timeframe

Opportunities evaluated against alternatives,including return of cash to shareowners

OPPORTUNITIES EVALUATION CRITERIA

39

Future Cash Availability

~6-7%

~8-10%

~2-3%

CCE Internal Reports, illustrative

Annual Cash Available as % of Market Capitalization

Net IncomeOrganic growth

while maintaining

debt leverage

Annual cash

available+ =

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

40

8 consecutive years of increases

DividendsIncreased 2015 Annualized

Rate By 12%

$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

$1.20

05 06 07 08 09 10 11 12 13 14 15E

10-K, CCE Internal Reports, rounded

41

Cash Returned to Shareowners

2010 2011 2012 2013 2014

$3.6B

$1.0B $1.0B

$1.2B $1.2B

Share Repurchase Dividends Cash Distribution

10-K, YE market cap, CCE Internal Reports, rounded

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

44% 12% 11% 11% 11%% of

Mkt Cap

42

$4.5B Cash Opportunity Results

1. 2011 Investor Event presentation

2. 2H11-2014 FCF from historical earnings releases and 10-Ks, Balance Sheet represents net debt issued less debt retired, rounded

3. FCF adjusted for cash restructuring, cash tax, pension contributions in excess of pension expense, rounded

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

While the environment was more challenging than expected, we delivered ~$4.4B in cash

2H11 - 2014 ($B) OPPORTUNITY1

RESULTS2

Free Cash Flow3 2.5 2.7

Balance Sheet 2.0 1.7

Total 4.5 4.4

43

Key Financial Takeaways

Realistic about the continued challenging environment and the impact of currency translation

History of, and commitment to, managing the levers of our business to deliver value

Favorable and flexible capital structure

Focus on generating cash from operations, consistent long-term profitable growth and driving shareowner value

44

Agenda

Business & Category

Profile

DeliverShareowner

Value

CRS & Key Takeaways

45

Increaseengagement

and advocacy

Enhancerelationships with

communities

CRS Vision and Recognition

#2

#1

Improveoperational

effectiveness

Food/Beverage Rankings

46

Decreasing environmental impact while reducing costs

CRS Progress/Achievements

2007 2010 2012 2014 2020target

91 88 8274 75

Energy Use RatioEnergy Consumed Per 1,000 Liters Of Product

2007 2010 2012 2014 2020target

1.64

1.481.40 1.36

1.2

Water Use RatioWater Used To Make 1 Liter Of Product

CCE Internal Reports

47

Business Environment Risks

Though optimistic long-term, we are realistic about the current environment

Challenging macroeconomic environment

Increasing focus on health and well-being

Risk of increased taxes

48

Key Takeaways

CCE is executing our strategic priorities

Operating environment

remains challenging

Financial priorities focused on long-term

profitable growth

Track record of, and focus on,

delivering shareowner value

49

John F. BrockChairman & CEO

Nik JhangianiSVP & CFO