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This document may contain statements, estimates or projections that constitute “forward-looking statements” concerning the financial condition, performance, results, strategy and objectives of Coca-Cola European Partners
plc and its subsidiaries (“CCEP”). Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “project,” “plan,” “seek,” “may,” “could,” “would,” “should,” “might,” “will,” “forecast,” “outlook,” “guidance,” “possible,”
“potential,” “predict” and similar expressions identify forward-looking statements, which generally are not historical in nature. Forward-looking statements are subject to certain risks and uncertainties that could cause actual
results to differ materially from CCEP’s historical experience and its present expectations or projections. These risks and uncertainties include, but are not limited to, obesity concerns; water scarcity and poor quality; evolving
consumer preferences; increased competition and capabilities in the marketplace; product safety and quality concerns; perceived negative health consequences of certain ingredients, such as non-nutritive sweeteners and
biotechnology-derived substances, and of other substances present in CCEP’s beverage products or packaging materials; increased demand for food products and decreased agricultural productivity; changes in the retail
landscape or the loss of key retail or foodservice customers; fluctuations in foreign currency exchange rates; fluctuations in the stability of the Euro; interest rate increases; an inability of CCEP to maintain good relationships
with its partners; a deterioration in its partners’ financial condition; increases in income tax rates, changes in income tax laws or unfavourable resolution of tax matters; increased or new indirect taxes in CCEP’s tax
jurisdictions; increased cost, disruption of supply or shortage of energy or fuels; increased cost, disruption of supply or shortage of ingredients, other raw materials or packaging materials; changes in laws and regulations
relating to beverage containers and packaging; significant additional labelling or warning requirements or limitations on the availability of CCEP’s products; an inability of CCEP to protect its information systems against
service interruption, misappropriation of data or breaches of security; unfavourable general economic or political conditions in Europe or elsewhere; the United Kingdom’s exit from the European Union; litigation or legal
proceedings; non-compliance with anti-corruption laws and regulations and economic sanctions programmes; adverse weather conditions; climate change; damage to CCEP’s brand images and corporate reputation from
negative publicity, even if unwarranted, related to product safety or quality, human and workplace rights, obesity or other issues; changes in, or failure to comply with, the laws and regulations applicable to CCEP’s products
or business operations; changes in accounting standards; an inability of CCEP to achieve its overall long-term growth objectives; deterioration of global credit market conditions; default by or failure of one or more of CCEP’s
counterparty financial institutions; fluctuations in CCEP’s debt rating; an inability to timely implement any previously announced actions to reinvigorate growth, or to realise the economic benefits CCEP anticipates from these
actions; failure to realise a significant portion of the anticipated benefits of strategic relationships, including (without limitation) The Coca-Cola Company’s relationship with Monster Beverage Corporation; an inability to renew
collective bargaining agreements on satisfactory terms, or CCEP or its partners experience strikes, work stoppages or labour unrest; future impairment charges; an inability to realise business integration and synergy
savings; an inability to successfully manage the possible negative consequences of productivity initiatives; global or regional catastrophic events; and other risks discussed in the reports that CCEP files with the U.S.
Securities and Exchange Commission. Due to these risks and uncertainties, CCEP’s actual future results, dividend payments, and capital and leverage ratios may differ materially from the plans, goals, expectations and
guidance set out in CCEP’s forward-looking statements. You should not place undue reliance on forward-looking statements, which speak only as of the date they are made. CCEP does not undertake any obligation to
publicly update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise, except as required under applicable rules, laws and regulations. CCEP assumes no responsibility
for the accuracy and completeness of any forward-looking statements. Any or all of the forward-looking statements contained in this filing and in any other of CCEP’s public statements may prove to be incorrect.
FORWARD-LOOKING STATEMENTS
RECONCILIATION TO GAAP FINANCIAL INFORMATIONThe following presentation includes certain alternative performance measures, or non-GAAP performance measures. Refer to our Preliminary Unaudited results for the Fourth-Quarter and Full-Year Ended 31 December
2017, issued on 15 February 2017, (“Preliminary Unaudited Results”) which details our non-GAAP performance measures and reconciles, where applicable, our 2017 and 2016 results as reported under IFRS to the non-
GAAP performance measures included in this presentation.
3
AGENDA
DELIVER
SHAREHOLDER
VALUE
PLATFORMFOR GROWTH
SUSTAINABILITY
& KEY
TAKEAWAYS
OUR
GROWTH
OPPORTUNITIES
4
ONE OF THE WORLD’S LARGEST BEVERAGE COMPANIES
Norway
Sweden
Netherlands
Germany
France
Great Britain
Iceland
Spain
Portugal
Andorra
Luxembourg
Monaco
Belgium
COMPELLING OPPORTUNITIES FOR PROFITABLE GROWTH
FY 2017; revenue is comparable (non-GAAP performance measure); adjusted EBITDA is profit after tax plus taxes, net finance costs, non-operating items, depreciation, amortisation, and
adjusted for items impacting comparability (a non-GAAP performance measure); free cash flow is defined as net cash flows from operations, less capital expenditures and interest paid, plus
proceeds from capital disposals
SERVICING
~1 MILLION
CUSTOMER OUTLETS
DRIVING
SHAREHOLDER VALUE
ANNUALISED DIVIDEND
>50% POST MERGER
SERVING OVER
300 MILLION
PEOPLE IN 13 COUNTRIES
REVENUE €11.0BN
ADJUSTED EBITDA €2.0BN
FREE CASH FLOW €1.0BN
5
LOOKING AHEAD
DRIVING SHAREHOLDER VALUE
AVAILABILITY OF A DRINK FOR EVERY
CONSUMER TASTE AND OCCASION
WINNING WITH CUSTOMERS THROUGH
JOINT VALUE CREATION
DELIVERING SUSTAINABLE GROWTH BY
GROWING TOPLINE, IMPROVING MARGINS,
AND INCREASING FREE CASH FLOW
6
AGENDA
ONE OF THE
WORLD’S
LARGEST
BEVERAGE
COMPANIES
DELIVER
SHAREHOLDER
VALUE
OURGROWTH
OPPORTUNITIES
SUSTAINABILITY
& KEY
TAKEAWAYS
7
OPPORTUNITY TO GROW IN ~€100B1 RETAIL NARTD CATEGORY
1 FY 2017 Euromonitor; NARTD is Non Alcoholic Ready-To-Drink; numbers are rounded
2 Internal analysis of measured and unmeasured channels
3 FY 2017 AC Nielsen (measured channels)
CATEGORY MIX & CCEP VALUE SHARE
UNIQUELY POSITIONED TO GROW THE CATEGORY & WIN SHARE
Sparkling Still Water
4%
1%
49%
28%
18%
26%
33%46%
24%
NARTD Volume NARTD Value CCEP Value Share
CCEP
Opportunity
~71%
1 1 2
NARTD CATEGORY IS
~€100B1 IN RETAIL SALES
MEASURED CHANNELS ARE
~€40B3 IN RETAIL SALES
FOCUSED ON LEVERAGING
CONSUMER PREFERRED
BRANDS & LEADING
CUSTOMER SERVICE
8
EXPANDING OUR CONSUMER & CUSTOMER FRANCHISEC
ON
SU
ME
R S
EG
ME
NT
S
Energy
RTD Tea& Coffee
Water,Enhanced
Water
Other SSDs
Sports
Regular Colas
Light Colas
Juices, Stills.
& Dairy
ILLUSTRATIVE CCEP SHARE ALL OTHER CUSTOMER CHANNELS
NARTDVALUE SHARE
E-Commerce Leisure &
Travel
HoReCaDiscounters Education &
Workplace
Convenience Food on the GoSupermarkets
COLLABORATE WITH CUSTOMERS FOR JOINT VALUE CREATION
OPERATE EFFICIENTLY, EFFECTIVELY, AND LOCALLY
CCEP analysis – value share is illustrative based on select FY17 AC Nielsen (measured channels); SSD refers to Sparkling Soft Drinks; HoReCa refers to Hotel/Restaurant/Cafél CCEP
DIV
ER
SIF
Y &
GR
OW
OU
R P
OR
TFO
LIO
VA
LU
E
9
OUR APPROACH TO GROWTH
NARTD CATEGORY MULTI-YEAR GROWTH OUTLOOK - ILLUSTRATIVE
EXPAND
EXPLORE
ENHANCE
INNOVATION TO UNLOCK NEW
REVENUE STREAMS
PRODUCTS INTO NEW
TERRITORIES AND CONTINUE TO INNOVATE
SPARKLING BRANDS & OUR CORE PORTFOLIO
10
ENHANCE OUR CORE BRANDS
CLASSIC COLA LIGHT COLAS SPARKLING FLAVOURS
DRIVE VALUE
THROUGH PACKAGE INNOVATION & INCREASED INCIDENCE
BUILD ON SUCCESS
THROUGH INNOVATION,
REFORMULATION & EXPANSION
LEAD SEGMENT GROWTH
THROUGH INNOVATION
& NEW FLAVOURS
€5.1B SEGMENT
#1 #1 #1
€3.7B SEGMENT €4.4B SEGMENT
81%VALUE SHARE
66%VALUE SHARE
32%VALUE SHARE
CCEP OTHER
2018 GROWTH 2018 GROWTH2018 GROWTH
FY 2017 AC Nielsen (measured channels); 2018 Category Value Growth is internal forecast excluding accounting impact of incremental
soft drinks industry taxes
11
2018 GROWTH
20%VALUE SHARE
2018 GROWTH
2%VALUE SHARE
2018 GROWTH
11%VALUE SHARE
EXPAND IN GROWING SEGMENTS
€3.2B SEGMENT €10.2B SEGMENT €0.8B SEGMENT
ENERGY WATER MIXERS
EXECUTE MULTI-BRAND
STRATEGY & CONTINUED
INNOVATION
DIFFERENTIATE
THROUGH PREMIUMISATION &
ADULT SPARKLING
EXPAND TO NEW MARKETS
& NEW FLAVOURS
#2 #7 #4
CCEP OTHERFY 2017 AC Nielsen (measured channels); 2018 Category Value Growth is internal forecast excluding accounting impact of incremental
soft drinks industry taxes
12
READY-TO-DRINK TEA
EXPLORE WITH NEW BRANDS
SIMULTANEOUS
LAUNCH ACROSS
ALL TERRITORIES
SIGNIFICANT
MARKETING
INVESTMENT &
FIELD SALES
SUPPORT
NEW SEGMENTS
SELECTED TERRITORIES
AND CUSTOMERS
APPEAL TO A WIDER
CONSUMER BASE
13
SALES FORCE
CAPABILITIESCOOLERS
DIGITAL
TECHNOLOGIES
ROUTE-TO-
MARKETOPERATIONS
INVEST FOR LONG-TERM GROWTH
14
COVERING MORE OUTLETS MORE OFTEN
DRIVING EFFICIENCY AND EFFECTIVENESS
INCREASING FIELD SALESVISITS PER DAY
7.5
12.0
CCEP internal reports
DRIVING
EFFICIENCIES
DEDICATING
SALES TEAMS FOR
NEW PRODUCTS
EXTENDING
OUTLET COVERAGE
EXPANDING
DIGITAL CAPABILITIES
IMPROVING SALES FORCE CAPABILITIES
~
~
Jun-16 Dec-17
15
TRANSFORMING INTO A DIGITAL LEADER
HARNESSING DIGITAL TO HELP US GROW
SHOPPERS
DRIVE E-COMMERCE REVENUE
CUSTOMERS
LEVERAGE OUR DATA CAPABILITIES
ROUTE-TO-MARKET
EMPOWER FIELD SALES TO SELL MORE
INCREASE SUPPLY CHAIN
END-TO-END VISIBILITY
PROMOTE SEAMLESS COLLABORATION
WITH SUPPLIERS
DIGITISE SHOP FLOOR PROCESSES
AND OPERATIONS
WORKPLACESUPPLY CHAINSALES & MARKETING
16
ACCELERATING COLD DRINK AVAILABILITY
DRIVING EFFICIENCY AND EFFECTIVENESS
SUPPORT
CORE RANGE AVAILABILITY
ENABLE
PORTFOLIO EXPANSION
DEDICATED
COOLERS FOR
NEW PRODUCTS
STRONG 2018 COLD DRINK EQUIPMENT PLANS
17
IMPROVING OUR ROUTE-TO-MARKET
STRENGTHEN RELATIONSHIPS
WITH KEY CUSTOMERS
OPTIMISE
WHOLESALER PARTNERSHIPS
DRIVING EFFICIENCY AND EFFECTIVENESS
INCREASE CORE RANGE AVAILABILITY
DRIVE DISTRIBUTION & VISIBILITY
EMPOWER FIELD SALES
FOCUSING ON KEY AREAS
Customer
Development
Order
CaptureWarehousing Delivery
Invoicing & Cash
CollectionsExecution OUTLET
18
BUILDING ON SUPPLY CHAIN EXCELLENCE
A CUSTOMER-CENTRIC SUPPLY CHAIN
INNOVATION INVESTMENTS
EFFICIENCIES & SYNERGIES RESPONSIBLE & SUSTAINABLE
GB SUGAR LEVY PACKAGING
FANTA TWIST/SPRITE DIMPLE
MINI CANS/SLEEK CANS
NEW LINES
AUTOMATE STORAGE & RETRIEVAL
IMPROVE CUSTOMER SERVICE
PRODUCTIVITY IMPROVEMENTS
LIGHTWEIGHT CAPS AND PET
DOING WHAT IS GOOD FOR
THE ENVIRONMENT IS
GOOD FOR OUR BUSINESS
19
AGENDA
ONE OF THE
WORLD’S
LARGEST
BEVERAGE
COMPANIES
WITH
COMPELLING
OPPORTUNITIES
& PLANS FOR
PROFITABLE
GROWTH
DELIVERSHAREHOLDER
VALUE
SUSTAINABILITY
& KEY
TAKEAWAYS
20
FINANCIAL FRAMEWORK
A CONTINUED FOCUS ON SUSTAINABLE GROWTH & SHAREHOLDER VALUE
GROW FREE CASH
FLOW (FCF)
GROW FCF IN-LINE WITH LONG-TERM TARGETS,
INCREASE FCF TO NET INCOME CONVERSION
MAINTAIN OPTIMAL
CAPITAL STRUCTUREOPERATE WITHIN LONG-TERM TARGET LEVERAGE RANGE
PURSUE DISCIPLINED
INVESTMENTSSHORT TERM “USE” AND LONG-TERM “SOURCE” OF CASH
RETURN CASH TO
SHAREHOLDERSRETURN AVAILABLE CASH TO SHAREHOLDERS
Free cash flow is defined as net cash flows from operations, less capital expenditures and interest paid, plus proceeds from capital disposals
21
GROWING REVENUE & PROFIT
REVENUE UP 3.0%
OPERATING PROFIT UP 10.5%
DILUTED EPS UP 15.0%
IMPROVING CASH FLOW
FREE CASH FLOW €1.0BN
INCREASING ROIC
ROIC OF 9% IN 2017, UP ~100 BPS
REDUCING LEVERAGE
NET DEBT TO ADJUSTED EBITDA OF 2.8x
DELIVERING VALUE IN 2017
FY 2017; revenue, operating profit, and diluted EPS growth are comparable and fx-neutral (non-GAAP performance measures); free cash flow is defined as net cash flows from operations, less
capital expenditures and interest paid, plus proceeds from capital disposals; ROIC = after tax comparable operating profit / (beginning & ending net debt & equity) / 2; adjusted EBITDA is profit after
tax plus taxes, net finance costs, non-operating items, depreciation, amortisation, and adjusted for items impacting comparability (a non-GAAP performance measure)
22
GROW FREE CASH FLOW
2017 FCF CONVERSION TO NET INCOME ~100% BENEFITING FROM WORKING CAPITAL
Free cash flow is defined as net cash flows from operations, less capital expenditures and interest paid, plus proceeds from capital disposals; adjusted EBITDA is profit after tax plus taxes, net
finance costs, non-operating items, depreciation, amortisation, and adjusted for items impacting comparability (a non-GAAP performance measure)
STRATEGY
DELIVER CONSISTENT LONG-TERM PROFITABLE GROWTH
PRUDENT CAPITALINVESTMENTS
DRIVE CASH FROM OPERATIONS
1950
1040
AdjustedEBITDA
Net CAPEX Working Capital Taxes Interest Restructuring,Provisions &
Other
Free Cash Flow
2017 FCF
€M
1,951 (488)266 (247)
(94) (347)
1,041
23
IMPROVE WORKING CAPITAL
IMPROVED WORKING CAPITAL BY OVER €250 MILLION IN 2017
ACCOUNTS PAYABLE ACCOUNTS RECEIVABLE
INVENTORY MANAGEMENT INTEGRATED APPROACH
~4 DAYS 2017 IMPROVED
PAYABLE DAYS
IMPROVING AND
STANDARDISING TERMS
~6 DAYS2017 IMPROVED
RECEIVABLE DAYS
IMPROVING BILLING
ACCURACY AND
DECREASING DISPUTES
~3 DAYS 2017 IMPROVED
INVENTORY DAYS
OPTIMISING
INVENTORY AND
RATIONALISING SKUS
ENHANCING TRACKING AND REPORTING AND
INTEGRATING INTO MANAGEMENT ROUTINES
24
MAINTAIN OPTIMAL CAPITAL STRUCTURE
OUR STRATEGY IS TO MAINTAIN A STRONG, FLEXIBLE BALANCE SHEET
LONG-TERM OBJECTIVES
OPERATE WITHIN A 2.5x TO 3.0x
NET DEBT TO ADJUSTED EBITDA
LEVERAGE RATIO
MAINTAIN INVESTMENT
GRADE DEBT RATING
PERIODICALLY RE-EVALUATE
OPTIMAL STRUCTURE
1
2
3
~3.5x
~3.2x
2.8x
~2.5x
YE15PF YE16PF YE17 YE18E
Net Debt to Adjusted EBITDA
NET DEBT TO ADJUSTED EBITDA
Adjusted EBITDA is defined as profit after tax plus taxes, net finance costs, non-operating items, depreciation, amortisation and adjusted for items impacting comparability (a non-GAAP
performance measure); YE15PF and YE16PF calculated assuming the merger occurred at the beginning of each year and reflect internal reports; numbers are rounded
25
PURSUE DISCIPLINED INVESTMENT
INVEST IN ATTRACTIVE RETURN OPPORTUNITIES
INVEST IN INNOVATION
TO DRIVE GROWTH
INVEST TO DRIVE
EFFICIENCY AND
EFFECTIVENESS
OPPORTUNISTICALLY
PURSUE M&A TO DRIVE
INCREMENTAL
SHAREHOLDER VALUE
CORE BUSINESS GROWTH
SYNERGIES AND RESTRUCTURING
M&A
26
REALISING SYNERGIES
Synergy areas include supply chain, procurement, and operating expenses – top-line growth synergies are not included in savings target
SHARED VISION BETWEEN
TCCC AND CCEP
ENHANCED
COMMERCIAL
PARTNERSHIPS
SCALE AND SPEED
TO WIN IN NEW CATEGORIES
INCREASED EFFICIENCY
AND EFFECTIVENESS
FOCUS ON CUSTOMER
SERVICE, LOCAL
OPERATIONS, AND
BEST PRACTICES
PROCUREMENT
SAVINGS OPPORTUNITIES
SHARED CORE
SUPPORT FUNCTIONS
REDUCED
MANAGEMENT
DUPLICATION
DECREASED
ADMINISTRATIVE COSTS
TOP-LINE GROWTH SUPPLY CHAIN OPERATING EXPENSES
ON-TRACK TO REALISE ANNUAL RUN-RATE PRE-TAX SAVINGS OF €315M – €340M BY 1H19
27
SELECT SYNERGY HIGHLIGHTS
ACHIEVED PRE-TAX SAVINGS OF ~€155M POST CLOSE THROUGH FY17
~€70M
~€25M
~€25M
~€35M
PROCUREMENT SAVINGS AND IMPROVED SCALE
(E.G. COOLER HARMONISATION, PAN-EUROPEAN HAULAGE)
SUPPLY CHAIN EFFICIENCIES
(E.G. LINE OPTIMISATION, LABOUR EFFICIENCIES, AUTOMATION PROJECTS)
DECREASED EXPENSES
(E.G. CENTRALISE AND OPTIMISE CORPORATE FUNCTIONS)
RATIONALISATION OF PRODUCTION CENTRES,
PRODUCTION LINES, AND DISTRIBUTION CENTRES
28
DRIVING SHAREHOLDER VALUE
Diluted EPS is comparable and fx-neutral (non-GAAP financial measure)
DILUTED EARNINGS PER
SHARE (EPS) GROWTH IN A MID-TO-HIGH
SINGLE-DIGIT RANGE
RETURN ON INVESTED CAPITAL (ROIC) ≥ 20
BPS OR MORE
ANNUAL IMPROVEMENT
INCREASING ONGOING DIVIDEND
PAYOUT RATIO
CONSTANTLY EVALUATING RETURN OF
INCREMENTAL CASH
LONG-TERM TARGETSRETURN CASH TO SHAREHOLDERS
€ 0.68
€ 0.84
€ 1.04
35%40%
~45%
2016 2017 2018E
ANNUALISED DIVIDEND PAYOUT
Annual Payout Payout Percentage
29
2018 OUTLOOK
FOCUSED ON BOTH NEAR-TERM AND LONG-TERM FINANCIAL OBJECTIVES
2018 outlook for revenue, operating profit, and diluted EPS is comparable and fx-neutral (non-GAAP performance measures); 2018 revenue guidance excludes the accounting impact of
incremental soft drinks industry taxes; long-term objectives are comparable and fx-neutral (non-GAAP financial measures); ROIC = after tax comparable operating profit / (beginning & ending net
debt & equity) / 2
FINANCIAL OUTLOOK
REVENUE GROWTH
LOW SINGLE-DIGIT
OPERATING PROFIT GROWTH
MID-SINGLE-DIGIT
EPS GROWTH
MID-TO-HIGH SINGLE-DIGIT
ROIC IMPROVEMENT
≥ 20 BPS/YEAR
REVENUE GROWTH LOW SINGLE-DIGIT
OPERATING PROFIT & DILUTED
EPS GROWTH OF 6% TO 7%
FREE CASH FLOW OF €850M TO €900M
EXIT FY18 WITH ~75% OF
SYNERGIES REALISED
END FY18 AT LOW-END OF
2.5x – 3.0x LEVERAGE TARGET
LONG-TERM OBJECTIVES
30
KEY FINANCIAL TAKEAWAYS
FOCUSED ON GENERATING CASH
FROM OPERATIONS
ON-TRACK TO REALISE SYNERGIES
IN-LINE WITH OUR GUIDANCE
SHAREHOLDER VALUE
REMAINS KEY PRIORITY
WELL POSITIONED TO DELIVER LONG-TERM PROFITABLE GROWTH & DRIVE SHAREHOLDER VALUE
31
AGENDA
ONE OF THE
WORLD’S
LARGEST
BEVERAGE
COMPANIES
WITH
COMPELLING
OPPORTUNITIES
& PLANS FOR
PROFITABLE
GROWTH
SUSTAINABILITY & KEY
TAKEAWAYS
DRIVING SHAREHOLDER
VALUEREMAINS A KEY
PRIORITY
32
WE’VE MADE STRONG PROGRESS
JAN - MAY JUNE OCT -SEPT NOV
✓ ✓ ✓ ✓
STAKEHOLDER
INSIGHT
& ROUNDTABLES
1ST
STAKEHOLDER
PROGRESS
REPORT
DOW JONES
SUSTAINABILITY INDEX
LISTING & CDP A LIST
FOR CLIMATE & WATER
SUSTAINABILITY
PLAN LAUNCH
NAMED BY
CORPORATE KNIGHTS
AS ONE OF THE MOST
SUSTAINABLE
CORPORATIONS
JAN
✓
33
WE ARE TAKING ACTION
ON SUSTAINABILITY BY
USING OUR BUSINESS
AND OUR BRANDS TO
BUILD A BETTER
FUTURE.
FOR PEOPLE.
FOR THE PLANET.
NEW SUSTAINABILITY STRATEGY LAUNCHED IN NOVEMBER 2017
ACTION ONDRINKS
More choice.More information.Less sugar.
ACTION ONWATER
Protect.Reduce.Replenish.
ACTION ONPACKAGING
Our packaging.Our resource.
ACTION ONCLIMATE
Halve emissions.Renewable electricity.
ACTION ONSOCIETY
A force for good.For everyone.
ACTION ONSUPPLY CHAIN
Sourcing sustainably.Sourcing responsibly.
34
180 NO OR LOW-SUGAR
PRODUCTS HAVE BEEN
INTRODUCED SINCE 2010
35% OF THE VOLUME OF
THE DRINKS IN OUR
PORTFOLIO ARE NO- AND
LOW-CALORIE
OUR TRACK RECORD ON SUSTAINABILITY KEY RESULTS & PROGRESS PRIOR TO THIS IS FORWARD
ACTION ONPACKAGING
ACTION ONDRINKS
ACTION ONCLIMATE
100% OF OUR
BOTTLES AND CANS
ARE RECYCLABLE
21% OF THE PET
USED IN OUR
PACKAGING IN 2016
WAS RECYCLED PET
42.6% REDUCTION IN THE
CARBON FOOTPRINT OF
OUR CORE BUSINESS
OPERATIONS SINCE 2010
OVER 80% OF THE
ELECTRICITY WE USE FOR
OUR OPERATIONS IN
WESTERN EUROPE IS FROM
RENEWABLE SOURCES
Stakeholder Progress Report 2016
35
LEVERAGING CAPABILITIES ACROSS
OUR LARGER ORGANISATION
ENHANCING OUR GROWTH CULTURE
EMPOWERING A TEAM DRIVEN, INCLUSIVE, AND PASSIONATE CULTURE
36
KEY TAKEAWAYS
WE ARE COMMITTED TO DRIVING SHAREHOLDER VALUE
WE ARE THE SHARE
LEADER IN AN ATTRACTIVE,
DYNAMIC, AND GROWING
CATEGORY
WEUNDERSTANDTHE CONSUMER OPPORTUNITIES & CHALLENGES
WE ARE CLOSELY
ALIGNED WITH TCCC ON OUR
AMBITION & OUR PRIORITIES
WE ARE ON TRACK TO
DELIVER OUR SYNERGY BENEFITS
WE ARE EXECUTINGOUR PLANS & CAPTURING
GROWTH OPPORTUNITIES
37