Barclays Back to School Consumer Conference

8/11/2019 Barclays Back to School Consumer Conference

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BarclaysBack-To-SchoolConsumer Conference

John F. BrockCHAIRMAN & CEO

Bill DouglasEVP & CFO


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Included in this presentation are forward-lookingmanagement comments and other statements thatreflect managements current outlook for future periods.

Forward-Looking Statements

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As always, these expectations are based on currently availablecompetitive, financial, and economic data along with our currentoperating plans and are subject to risks and uncertainties that couldcause actual results to differ materially from the results contemplated bythe forward-looking statements.

The forward-looking statements in this presentation should be read inconjunction with the risks and uncertainties discussed in our filings with theSecurities and Exchange Commission (SEC), including our Form 10 -K forthe year ended December 31, 2012 and other SEC filings.cc


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Agenda

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Solid Foundation

Opportunity For Growth

Shareowner Value

CRS and Key Takeaways


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CCE at a Glance

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$8.1 billion net sales

30 billion servingsannually to 170

million consumers

17 production facilities

~13,000 employees

EUROPE

10-K 2012


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Vision and Global Operating Framework

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Drive consistent long-term profitable growth

Be the best beverage sales and customerservice company

#1 or strong #2in every

category wecompete

Our customersmost valued

supplier

A winning andinclusive culture

StrategicPriorities

Vision


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Solid Fundamentals

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Commitment to driving shareowner value

NARTD: retail value of ~$65B with a 3 year CAGR of +6%

Large AndGrowing

Category 1

#1 in value & volume shareSuccessfulPosition 2

Meeting or exceeding our long-term targets on a 3 & 5year compounded annual basis

TrackRecord

Of Growth 3

1. Non-alcoholic ready-to-drink (NARTD) AC Nielsen FY12 & Canadean FY11; excludes tap/bulk water & dairy; CAGR based on AC Nielsen2. AC Nielsen FY123. Comparable CAGRS through 2012; base years represent Legacy CCE EU operating segment except EPS which is total company; 2008-

2011 includes segment remeasurement


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Agenda

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Solid Foundation


Shareowner Value



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$65B

~$115B

~$50

CCETerritories

...Indexedto US

Opportunity

Market & Category Growth Opportunity

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Opportunity to grow NARTD categoryand per capita consumption

~$40B

~$25B

~$95B

$160B Beverage Market 1 (Retail Value)

NARTD (Retail Value)

NARTD Non-measured

NARTD Measured 2

Hot Tea/Coffee,All Alcohol,Dilutables

1. Canadean FY11 (most recent); excludes tap/bulk water & dairy2. AC Nielsen FY12

AC Nielsen FY12; Canadean FY11 (most recent);CCE Territoriy indexed based on US per capita consumption


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37%

11%

46%86%

NARTD Value CCE Volume

Successful Position & Historical Growth

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Category & CCE Mix

1 2

Sparkling Still Water

3%

A proven track record of growth and focused onhigh value segments that drive favorable profit mix

1. AC Nielsen FY12

2. 10-K 2012

CCE Per Capita Consumption

CCE internal reports; TCCC beveragesbased on eight fluid ounce servings

2 0 0 0

2 0 0 1

2 0 0 2

2 0 0 3

2 0 0 4

2 0 0 5

2 0 0 6

2 0 0 7

2 0 0 8

2 0 0 9

2 0 1 0

2 0 1 1

2 0 1 2

17%


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Successful Brand Portfolio

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Coca-ColaTrademark 68%MIX

SparklingFlavorsAnd Energy

18%MIX Stills 14%MIX

10-K2012; rounded


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Successful Brands Drive Category Growth

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CCE grew both volume and value share acrossentire category and in key segments

NARTD +3.4% +4.3% +0.2

Sparkling w/Energy +4.1% +4.9% +0.4

Colas +3.8% +4.8% +0.7AC Nielsen July YTD 2013; rounded

1H13 Category& Segments

Category ValueGrowth

CCE ValueGrowth

CCE Value ShareGain (bps)

11


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5 consecutiveyears of

double-digitvolume growth

Sparkling Coca-Cola Trademark

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#1 in volume and value colashare in every territory

PackageInnovation Brand Innovation& Expansion

Coke Zero Cherry Vanilla Coke

Multi-serve: 1.75 ltr Single-serve: 375 ml

& 250 ml Norway: new

package flexibility

CCE internal reportsAC Nielsen


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Sparkling Flavors & Energy

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PackageInnovation

Fanta 1 ltr &Fridgepack

Norway: varietyof new packages

Relentless 250 ml& 500 ml can

Brand Innovation& Expansion

Sprite with Stevia

Fanta: Grape,

Peach Apricot,Tropical

Burn Sugar Free


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Stills

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PackageInnovation

Oasis 2 ltr

Nestea can

& 1 ltrMinute Maidelopak

Brand Innovation& Expansion

Oasis Mango &Lemonade

vitaminwaterSunshine

NesteaLemon Stevia


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2013 Marketing Calendar

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2013 GROWTH WILL BE DRIVEN BYCORE BRANDS


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Share A Coke

Connect with target

shoppers and consumers

Reinforce engagementand brand relevance

Motivate purchase

Facilitate recruitment

Drive excitement

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Share A Coke - Video

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Supply Chain Excellence

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Customer CentricSupply Chain

Pan European scale withglobal procurement capability

Flexible & efficientlogistics/distribution system

Cost efficient production &expandable infrastructure

Responsible & sustainable


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Optimizing Our Business

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Improve our operating model for drivingsustainable future growth

Business Transformation Program

Streamline and reduce back office cost structure

Standardized sales and marketing into a channel-focusedorganization

Improve efficiency and effectiveness


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New Packaging Model in Norway

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Unlocking value by expanding package offeringsto better meet consumer & customer needs

FROM TOTwo primary

packages thatare refillable

Package flexibilitythat is recyclableand non-refillable


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New Delivery Model in Norway

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FROM TO

Direct StoreDelivery

IndirectDelivery

Value for customers, consumers, and CCEand a positive environmental impact

Large geography anddisbursed population results inan inefficient delivery system

Higher utilization of assets

More efficient logistics

Lower cost structure


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Our People

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Attract, develop, and retain a highly talentedand diverse workforce

Experiencedmanagement team

Solid bench strengthInvesting in capabilities


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Agenda

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Solid Foundation


Shareowner Value



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CONSISTENT earnings in line with ourlong-term objectives

MAXIMIZE free cash flow (FCF) and maintain

financial flexibility

INCREASE return on invested capital anddrive shareowner value

Financial Priorities

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Drive consistent long-termprofitable growth


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Financial Approach

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Achieve long-term targets while investing in CapEx prudently

Reach and maintain target leverage range

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

Drive Cash From Operations

Optimize Capital Structure

Opportunistically Invest and/or Return Cash To Shareowners

Focus on total shareowner return


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Net Sales growth 4% 6%Operating Income growth 6% 8%

Drive Cash from Operations

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Comparable & Currency Neutral

Long-Term Targets

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

2/3 on growth & 1/3 onmaintenance

Long- term target of 20 bpsannual improvement

Focus on operating growth, highreturn initiatives, and managing

working capital

CapEx Return On Invested Capital (ROIC)

Investing in long-term growth


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1.6x2

1.7x2.0x

2010 2011 2012 2013 est.

2.5 to3.0x

WACD ~3%

Balanced debt maturitieswith all years near orbelow annual Free Cash

Flow

Optimize Capital Structure

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We expect to continue to operate within ourlong-term target range of 2.5-3.0x

1. 10-K; Net Debt is total 3rd party debt less cash & cash equivalents;comparable EBITDA2. Pro forma FY10 assumes D&A of low to mid $300M

Debt ProfileNet Debt 1 To EBITDA

Internal reports


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Invest in High Return M&A Opportunities

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Opportunities evaluated against alternatives,including return of cash to shareowners

Cash flow of existing business

Incremental valuecreation by CCE

Incremental value toCCEs core business

Risk, cost, and timeframe

Evaluation Criteria

Core business growth

Adjacent territories andadjacent categories

Other territories

New business

Opportunities


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$0.00

$0.10

$0.20

$0.30

$0.40

$0.50

$0.60

$0.70

$0.80

$0.90

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

Cash Returned To Shareowners ($B)

2010 2011 2012 2013 est.

$3.6

$1.0 $1.0$1.2

Return Cash to Shareowners

% ofMkt Cap

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Dividends

Other

Share Repurchase

Dividends

10-K, YE market cap (2013E as of 8/19/13);

internal reports; rounded10-K, internal reports; rounded

Focus on total shareowner return with almost$7B of cash returned after the formation of newCCE through 2013 est.

43% 12% 11% 12%

2013 RATEINCREASE OF 25%


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Future Cash Availability

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CCE internal reports

Free Cash Flow

Annual Cash Available As % Of Market Capitalization

Non-recurringcash costs

Organic growthwhile maintaining

debt leverageAnnual cash

available

LONG-TERM GROWTH

Opportunity for ~9 - 10% of our current marketcap annually for M&A and/or shareowners

2013 est.

+ + =

+

~5%

~9 -10%~2%

~2 - 3%


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2013 Outlook

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Near term, we expect business results andshare repurchase to drive EPS growth aboveour long-term objective

Net Sales growth LSD

Operating Income growth LSD - MSD

Earnings Per Share $2.45 - $2.50

Net Sales & Operating Income growth are comparable and currency neutral; EPS is comparable

2013 Growth Guidance


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Key Financial Takeaways

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Focus on consistent long-term profitable growthand total shareowner return

Realistic about challenging environment

History of and commitment to managing the levers of ourbusiness to deliver growth

Favorable and flexible capital structure

Long-term financial objectives are challenging, yet achievable


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Agenda

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Solid Foundation


Shareowner Value



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CRS

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Significant Progress: Carbon Reduction,

Water Usage And Packaging Recycling

2012 Key Highlights

15% carbon footprint reduction

Lowest ever water usage ratio

15M bottles recycled at the London2012 Olympic Games (6 week fromwaste to shelf)

Announced residential recyclingbehavioral study with Exeter University

Community investment, includingactive and healthy living programs

Expanded portfolio of low and no-calorie offerings

All new cooler placementsare HFC-free


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Key Takeaways

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CCE is executing our strategic priorities

History of solid growth

Operating environment remains challenging

Financial priorities focused on long-term profitable growth

Track record of and focus on delivering shareowner value


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BarclaysBack-To-SchoolConsumer Conference

John F. BrockCHAIRMAN & CEO

Bill DouglasEVP & CFO

Documents

Barclays Back to School Consumer Conference