1

Chairman & CEO

SVP & CFO

2

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

BUSINESS &

CATEGORY

PROFILE

DELIVER

SHAREOWNER

VALUE

CRS & KEY

TAKEAWAYS

4

Preeminent Western European bottler

BILLIONNET SALES

MILLIONCONSUMERS

BILLION SERVINGS ANNUALLY

PRODUCTIONFACILITIES

2014 10-K, rounded

THOUSANDEMPLOYEES

5

Be the best beverage sales

and service

company

STRATEGIC PRIORITIESVISION

LEAD category value growth

EXCELat serving our customers with world class capabilities

DRIVE an inclusive and passionate culture

Deliver consistent long-term profitable growth

6

LARGECATEGORY

Participating in an attractive category

GROWINGCATEGORY

LEADINGPOSITION

7

1. AC Nielsen FY14, rounded

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

$29B1$38B2

MeasuredChannels

Non-MeasuredChannels

~$29B 2014 NARTD Growth1

Measured Channels (Retail Value)

+0.6%

Still & WaterSparkling

+2.0%

NARTD +1.2%

$67BRetail Value

8

20132014

1.1x

1.7x

AC Nielsen

NARTD Indexed to FMCGRetail Value Growth

While FMCG and NARTD

have been negatively

impacted by challenging

conditions - NARTD

continues to grow faster

than FMCG average

NARTD

FMCG

9

NARTD Composition & CCE Mix

CCE Share Ranking1

CATEGORY & SEGMENTS VALUE VOLUME

NARTD 1 1

Colas 1 1

Sparkling Flavors 1 1

Energy 3 3

Stills & Water 3 5

1. AC Nielsen FY14

2. CCE Internal Reports

CCE is focused on high-value segments

NARTD ValueCCE Volume

19%

35%

10%

46%

87%

Sparkling

Stills

Water

12

3%

10

Grow sparkling segment

CCE Internal Reports, rounded

Selectively growvalue share

Sparkling Flavors& Energy

69%

MIX

18%

MIX

13%

MIX

Coca-ColaTrademark

Stills

11

Solid Marketing& Execution

Great PeopleSuccessful Brands& Packages

12

Coke Zero – continue to build consumer equity

Diet Coke – ‘Regret Nothing’ campaign

Coca-Cola Life – territory expansion

Package Innovation

2015 Highlights

VALUE SHARE

in all territories

VOLUME SHARE

in all territories

AC Nielsen FY14

13

1. AC Nielsen FY14

2. CCE Internal Reports

2012 2013 2014

Coca-Cola ZeroVolume Growth2

Growing value share double-digits

Growing volume share in all territories

2014 Growth1

14

Aug 2014

Sep 2014

Dec 2014

Jan 2015

Feb 2015

1/3 less calories, great cola taste

15

16

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

17

2014 growth of 5½% led by smartwater and Chaudfontaine

Continue expansion of smartwater in GB

CCE Internal Reports

smartwater introduced

in GB in 2014

18

19

20

Cold Channel

Small Baskets Discount Channel

Digital Sales

21

“COKE WITH MEALS”

22

Procurement, Production, and Logistics Excellence

Pan-European scale supported with global procurement

capability

Flexible & efficient logistics

Cost-efficient production & expandable

infrastructure

Responsible & sustainable

23

Production line upgrades

New vapor distilled process

Equipment investment

Technology investment

Flexibility enables rapid deployment of innovation

24

Standardized

e.g. channel-focused

sales and marketing

organization

Centralized

e.g. shared services

center

Improved

e.g. cold-drink

equipment service

activities

Continually enhancing our operating model to drive sustainable future growth

2525

Experienced team

Solid bench strength

Focus on diversity

Investing in capabilities

Drive an inclusive and passionate culture

26

BUSINESS &

CATEGORY

PROFILE

DELIVER

SHAREOWNER

VALUE

CRS & KEY

TAKEAWAYS

27

Consistent

earnings in line

with our long-term

objectives

Maximize

free cash flow (FCF)

and maintain

financial flexibility

Increase

return on invested

capital and deliver

shareowner value

Deliver consistent long-term profitable growth

28

Drive Cash from OperationsGrow profitably while investing CapEx prudently

Optimize Capital Structure Maintain target leverage range

Opportunistically Invest and/or Return Cash to Shareowners

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

Focus on total shareowner return

29Earnings Release; 2015E as of Feb 12, 2015

20132014

2015E

$524

$677$600-$650

Increasing cash from operations

Proven ability to manage CapEx

Significant FX headwind in 2015 at recent rates

FCF in millions

30

CCE internal Reports (excludes asset disposals); rounded

FCF as a % of Net Income

20132014

76%90%

Over time, we expect FCF to more closely

align with Net Income

Focus on annual ROIC improvement

31CCE Internal Reports; rounded

45%

30%

15%

10%

COGS Mix

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

32

D&A 10%D&A 10%

US 7%

General Admin

30%

Sales & Marketing

30%

Supply Chain30%

Non-Labor, 45%

Non-US93%

Labor45%

CCE Internal Reports; comparable; rounded

Expand operating margins with modest SD&A leverage

Ownership CostManagement approach

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

33

10-K 2014

56%31%

13%

Capital Mix

Operations Cold Drink, Equipment IT, Other

Long-term target

4.0% – 4.5% of net sales

~2/3 supports growth

~1/3 maintains existing assets

34

2010 20112012

20132014

1.6x21.7x 2.0x 2.6x 2.6x

Net Debt1 to EBITDA

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

Long term target range 2.5x – 3.0x

35

10-K 2014; CCE Internal Reports; rounded

252524232221201918171615

300

420420

545520420425

250

620

Annual maturities are < annual FCF

Debt Maturity ($M)

36

Core business growth

Adjacent territories and adjacent categories

Other territories

New business

OPPORTUNITIES

Cash flow of existing business

Incremental value creation by CCE

Incremental value to CCE’s core business

Risk, cost, and timeframe

EVALUATION CRITERIA

Opportunities evaluated against alternatives,including return of cash to shareowners

37

Net IncomeOrganic growth while

maintaining debt

leverage

Annual cash

available+ =

~6-7%~8-10%

~2-3%

CCE Internal Reports; rounded; illustrative

Annual Cash Available as % of Market Capitalization

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

38

10-K, CCE Internal Reports; rounded

$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

Increased 2015 Annualized

Rate By 12%

8 consecutive years of increases

39

20102011

20122013

2014

$3.6B

$1.0B$1.0B $1.2B

$1.2B

44%12%

11%11%

11%% of

Mkt Cap

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

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

Share Repurchase Dividends Cash Distribution

40

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

41

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

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

42

BUSINESS &

CATEGORY

PROFILE

DELIVER

SHAREOWNER

VALUE

CRS & KEY

TAKEAWAYS

43

#2

#1

Improveoperational

effectiveness

Increaseengagement

and advocacy

Enhancerelationships with

communities

Food/Beverage Rankings

44

20072010

20122014

2020 target

1.641.48

1.41.36

1.2

2007 2010 2012 20142020 target

9188

8274 75

Water Use RatioWater Used To Make 1 Liter Of Product

Energy Use RatioEnergy Consumed Per 1,000 Liters Of Product

CCE Internal Reports

Decreasing environmental impactwhile reducing costs

45

Challenging macroeconomic environment

Increasing focus on health and well-being

Risk of increased taxes

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

46

Operating environment

remains challenging

Financial priorities focused on long-term profitable

growth

Track record of, and focus on,

delivering shareowner

value

CCE is executing our strategic priorities

47

Chairman & CEO

SVP & CFO