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CCA Australasia Premium Beverages

“A Growth Business”

18 April 2007

Warwick White

Managing Director – Australia & New Zealand

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Agenda – Our Growth Strategy

�Our premium beverages strategy

�Our tailored customer strategy

�Our new Australasian business unit

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Our Premium Beverages Our Premium Beverages

StrategyStrategy

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The Australian Business has grown EBIT at +8.1% CAGR over the last 5 years. The last two years have been more challenging due to unprecedented commodity cost increases.

2002 to 2006CAGR +8.1%

1997 to 2001CAGR+6.3%

Total Australia including Neverfail – Published EBIT

CAGR Average Commodity Cost increases per CCA price for Aluminium, Sugar and Resin

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

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CCA Commodity Cost Increases

1997 to 2001CAGR -2%

2002 to 2004CAGR +3 %

2005 to 2006CAGR +24%

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The NARTD category is a growth market – over $200M revenue growth for manufacturers each year

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Source: AC Neilsen Market Industry Data – Measured & unmeasured markets

Total NARTD (excluding Milk) Market value $M

+5.5%+8.3%

+4.3%

+5.7%

2003 2004 2005 2006 2007 est

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CSDs will continue to be a key category for growth and we are in a strong position to capture the growth in all NARTD categories

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Y 2006 - 2009 Forecast Industry Value Growth by Category

RTDTea

17%

Energy22%

Sports6%

Water7%

Juice8%

CSD25%

Other6%

Flavoured Milk9%

Source: TCCC Australia Fact Book / Canadean 2006

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And we have a great share growth opportunity in the emerging categories by leveraging our strong key customer relationships

Market Share with Large and Small Customers

58

25

44

6 50 3

76

51

59

610

17

30

0

10

20

30

40

50

60

70

80

CSD Water Sports Energy Chilled

Juice

Long life

Juice

RTDTea

Large Customers Small Customers

% Share

Source: AC Neilsen Foodstore/Convenience calendar year 2006

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And we have the new large alcohol profit pool to play in. Our competitive edge is the ability to leverage the CCA sales-force, manufacturing, distribution & procurement capability

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Source Euromonitor September 2005 and CCA Analysis

Total Beer & Spirits EBIT Pool $1.4B

860

200 180125

-

100

200

300

400

500

600

700

800

900

Mainstream

BeerPremium BeerARTD Spirits

$M

EB

IT @

whole

sa

le le

vel

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Tailored Tailored Customer Customer StrategyStrategy

Big Big Powerful Powerful BrandsBrands

Leveraging Leveraging our scaleour scale

= Potential to generate Double Digit EBIT = Potential to generate Double Digit EBIT GrowthGrowth

The key to profit growth is the revenue per case premium we achieve over the COGS increase. This is achieved by:

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And we see an opportunity around innovating to create more premium beverages

�Increased concentration on providing real / instantaneous physiological benefits

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�Focus on innovating with the Coke Trademark where we have Brand strength

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And we see an opportunity around innovating to create more premium beverages

�Increased concentration on channels where we get higher margins e.g HORECA

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� Increased concentration on the packaging that consumers find most appealing

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New Product Development is driving higher revenue per unit case and increased market share

�Coke Zero

�Kirks

�Powerade Isotonic

�Goulburn Valley Juice

�Pumped – Flavoured Water

�385 mL Glass – Coke

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We have increased our Market Share of Cola CSDs by 1.7pts since the successful launch of Coke Zero.

Source: ACNielsen Foodstore 25/03/07

CO

KE

ZE

RO

CC System volume share of Cola

Coke

Diet Coke

Coke Zero

Mega-brandCoca-Cola

75.2% share

Mega-brandCoca-Cola76.9% share

53.2%47.2%

22.0%

17.1%

12.6%

0%

20%

40%

60%

80%

FY 2005 Jan 06 - Mar 07

Mark

et

Sh

are

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Coke Zero has strengthened the Coca-Cola Trademark and allowed us to take a more premium position

Source: AC Neilsen Foodstore w/e 18th March 2007

TCCC v Pepsi Price excluding 600 mL, Share includes 600mL

We maintained market share even though the price gap has increased from 24% to 32%

CO

LA

MA

RK

ET 78% 76%

24%

32%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jan - May 06 Jun06 -March 07

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KE

ME

GA

BR

AN

D

SH

AR

E O

F C

OL

A M

AR

KE

T

0%

10%

20%

30%

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ICE

PE

R V

OL

UM

E

TCCC COLA TCCC Price Premium

* Incl Trial Period

PRICE GAP

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Introducing Kirks Sugar Free to be launched end of April in Grocery

No

n C

ola

CS

D’s

Kirks continues to reposition itself at near Schweppes pricing. The price gap has gone from 11% to 6% whilst maintaining market share

Source: AC Neilsen Foodstore MAT May 06 versus Jun 06 to Mar 07

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Powerade Isotonic has increased market share by +5.6pts since launch

Source: AC Nielsen Combined Foodstores/Convenience RTD only to Mar 25th 07

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WE

RD

AE

IS

OT

ON

IC

Powerade

Gatorade

53.1 58.7

40.2 35.0

0

20

40

60

80

100

Pre-LaunchJan – May 06

Post - LaunchJun 06 – Mar 07

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et

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are

%

Powerade +5.6 share pts

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And Goulburn Valley has established a fresh juice play for CCA with a premium product

GO

UL

BU

RN

VA

LL

EY

FR

ES

H J

UIC

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The launch of Pumped flavoured water in October has helped us realise a 7% price improvement for our total water business over the last 6 mths

PU

MP

ED

YTD March Pump +35% YOY volume growth

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Continue to leverage the equity of the Coke glass contour bottle385 m

LG

LA

SS

In Q1 07, the mix shift to

385mL re-sealable glass has

driven 25% of the revenue

per case improvement in the

immediate consumption

channel

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Our Coke Zero success has earned Australia test market status

TCCC Sydney R&D Centre

SHANGHAI

ATLANTA

BELGIUM

Innovation Centres

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200

7 M

OT

HE

R L

AU

NC

HMother has captured +/- 10% of the energy market in the last 8 weeks ending 18th March 2007

Source : AC Nielsen Foodstores/Convenience 8 W/E Mar 18th 2007

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Introducing Tab Energy

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7 T

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�Launched in New Zealand in March

�Aimed at style conscious females 16-24

�First 5 weeks in market results:

�Market Share +5.6% in Foodstore

�Volume +51% versus target

Source: AC Neilsen NZ Market Share w/e 30/3/07

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To step up our NPD & service improvement capabilities we will increase manufacturing capacity by 10-15%

QLD HOTFILL

� POWERADE

� NESTEA

� JUICE

NSW WAREHOUSE & SLIM LINE CAN LINE

ADELAIDE ARTD

QLD CAN LINE

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Our Tailored Customer Our Tailored Customer

StrategyStrategy

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Our new sales force structure will step change our execution capability with a shift from State based to Channel based focus

Grocery &Petroleum

Licensed

Immediate Consumption

Vending

NSW

QLD

VIC

WA

SA/NT

NATIONAL

From: State Based To : Channel Based

Benefits:

� Tailored Package/Brand offerings

� National Marketing programs

� Differentiated / tailored customer servicing

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Now we have executional capability in Licensed outlets similar to our other Channels

�186 person dedicated sales-force

�Pin point execution of our expanding premium glass portfolio

�Integrated mixer promotions

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We have created tailored packaging solutions to help deliver higher promotional frequency and improved category margins

Coles Woolworths Independents

1.5 Lt 2.0 Lt 1.25 Lt

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Coles Woolworths Independents

24 pack 30 pack 18 pack

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Tailored Customer Strategy – Deliver higher levels of services to higher value customers in the Immediate Consumption Channel

�Focus on top third of customers who deliver 80% of our Revenue

�Customise Service choices �Ordering

�Delivery

�Credit

�Equipment Services

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And a significant investment has been made to understand the shoppers that will help tailor our market solution

�Why people shop

�When people shop

�What they buy & how much they spend

�Who they are

�How they use channels

Shoppers Beverage Shoppers Beverage LandscapeLandscape

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30

% of Total Shopping Trips

QUICK TRIP

DESTINATION

MEALS

ROUTINE

TREAT

INSTANT

GRATIFICATION

NON-FOOD 9

13

19

13

21

7

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Quick Trip Meal SolutionQuick Trip Meal Solution

Instant Gratification BundlingInstant Gratification Bundling

Working with our Customers to create focused marketing activities

Source: Coca-Cola Company Shopper Beverage Landscape Study, 2006

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Tailored Customer Strategy – Cold Drink Equipment Program continuing to innovate to provide high end solutions to our customers

�Next phase of Cold Drink Equipment focus will be higher value unit placements:

�Glass Fronted Vendor

�Open Air Chillers

�Cashless Machines

�Premium closed door coolers

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Our New Australasian Our New Australasian

Business UnitBusiness Unit

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Aligning Australia and New Zealand targeting $25M earnings

�Better Revenue Management –Harmonising Pack / Price disciplines

�Procurement – Trans Tasman negotiations

�Cost Synergies – One Marketing Strategy

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ST

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SIA

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SIN

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NIT

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Tailored Tailored Customer Customer StrategyStrategy

Big Big Powerful Powerful BrandsBrands

Leveraging Leveraging our scaleour scale

= Potential to generate Double Digit EBIT = Potential to generate Double Digit EBIT GrowthGrowth

The key to profit growth is the revenue per case premium we achieve over the COGS increase. This is achieved by:

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CCA Australasia Premium Beverages

“A Growth Business”

18 April 2007

Warwick White

Managing Director – Australia & New Zealand