CCE Presentation at 2010 Consumer Goods Analyst Conference

1. February 17, 2010
John F. Brock
Chairman and Chief Executive Officer

2. Forward-Looking Statements
Included in this presentation are forward-looking management comments
and other statements that reflect management’s current outlook for future
periods. 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 news release
should be read in conjunction with the risks and uncertainties discussed in
our filings with the Securities and Exchange Commission, including our most
recent annual report on Form 10-K and subsequent SEC filings.

3. Agenda
BUILDING ON STRENGTHS
DRIVING GROWTH
DELIVERING VALUE
KEY TAKEAWAYS

4. Our Vision, Global Operating Framework and
Financial Objectives Focus Our Business
VISION: BE THE BEST BEVERAGE SALES
AND CUSTOMER SERVICE COMPANY
DRIVE CONSISTENT
LONG-TERM PROFITABLE GROWTH
#1 or strong #2
Most valued supplier
Winning and inclusive culture
4

5. Solid Results in a Challenging Environment
FY09 % GROWTH  Improved operating results in
COMPARABLE FX NEUTRAL
North America
 Continued solid growth in
Revenue (1)% 3%
Europe
OI 9% 17%  Focused on creating value
 Strengthened balance sheet
EPS 21% 32%
 Solid free cash flow
Source: CCE Internal Reports; figures presented on a comparable basis

6. Improving Results in North America
MARGIN GROWTH  Driving value for consumers and
(price/pc – cost/pc)
2.5% customers
 Enhancing brand value through
0.0%
price/package architecture
-1.5%  Managing to deliver results and
-2.0% reinvest for growth
-2.5%
 Sparkling volume showing
-5.0%
sequential improvements
2004 2005 2006 2007 2008 2009
 Economic headwinds demand
Source: CCE Internal Reports; figures presented on a comparable continued improvement
and currency-neutral basis

7. Continued Solid Results in Europe
GROWING SHARE IN GROWING CATEGORIES
 Balanced growth FY09
Industry CCE Share
Volume Growth Point Change
 Growth built on core brand
In millions of USD NARTD SSD NARTD SSD success, portfolio expansion,
and strong execution
GB +0.8% +1.2% +0.1 +0.2
 Driving improved effectiveness
France +2.2% +6.8% +0.5 flat to be our customers’ most
valued supplier
Belgium +0.5% +2.7% +0.9 +1.2
 Economic headwinds demand
Netherlands +4.5% +5.0% +0.2 flat continued improvement
Share source: Nielsen Europe aggregated database YTD to Dec 2009
Note: Sparkling includes Colas, flavored carbonates, lemonades and
mixers. Excludes sparkling water, and sports and energy drinks.

8. Business Territories
North America Europe
Revenue ($ million) $15,128 $6,517
OI ($ million) $1,106 $970
Employees 59,000 11,000
Physical Cases 1.4 billion 0.5 billion
Multi Serve / Single Serve % Mix 73% / 27% 59% / 41%
Sparkling/Still % Mix 82% / 18% 87% / 13%
Canada Great Britain
Central Benelux
East France
South
West
Source: CCE Internal Reports as of YE 2009; figures presented on a comparable basis

9. Leading Brands
Red, Black, Silver Still
Sparkling flavors and energy Water

10. Opportunities for Growth
Millions
800 TCCC Consumption Per Capita (8oz servings, 2008)
700
600
635
500
400 412
300 340
324
303
200 241
237
196
179
147
100 141
130
0
Ireland
Mexico
Belgium
Spain
Great Britain
France
Canada
Australia
United States
Germany
Netherlands
Italy
Source: The Coca-Cola Company (TCCC)

11. Agenda
NORTH AMERICA
BUILDING ON STRENGTHS
DRIVING GROWTH – NORTH AMERICA
DELIVERING VALUE
KEY TAKEAWAYS

12. 2010 Priorities
NORTH AMERICA
 Proactively manage through
dynamic environment
 Evolve price / package
architecture
 Enhance in-store execution
 Increase customer service
 Drive employee engagement &
diversity
 Unlock system synergies & value

13. Red, Black, and Silver showed positive growth in
NORTH AMERICA
4Q09, led by the strength of Coca-Cola Zero
COCA-COLA ZERO CASE GROWTH
Index to 2006
2.1x
1.8x
1.4x
1.0
2006 2007 2008 2009

14. Monster Driving Continued Growth in Energy
NORTH AMERICA
ENERGY PORTFOLIO GROWTH
(volume)
22%
8½%
25%
2007 2008 2009
Full Throttle and Other Monster

15. Still Portfolio
NORTH AMERICA
Stills
VOLUME MIX
Juice/Juice Waters: 42%
Drinks: 15%
Isotonics /
Sports: 33%
Source: CCE Internal Reports, FY09

16. Package Diversity
NORTH AMERICA

17. Strong marketing assets and brand programming
NORTH AMERICA
World Cup 2010

18. North American Commercials
NORTH AMERICA
“Mini Can”
Coca-Cola
“Olympic Anton” “Olympic Game Cans”
Coca-Cola Coca-Cola

19. Being our Customers’ Most Valued Supplier
NORTH AMERICA
Go-To-Market Execution
 Improve our Go-To-Market  Improve daily execution
Model
 Drive order accuracy and
 Unlock system synergies improve inventories
and value
 Create value for our
 Deliver efficient and customers
effective service
Fact-Based
Order W riting
Based on
Days Supply
Increased Increased
Top-Line Inventory on
Grow th the Floor
SMO
Exceeds Customer
Expectations
Fountain R educed &
Organized
Harmony 100%
In-Stock Backroom
Inventory
M erchandising
A ligned w ith
Consumer
Demand

20. Right Execution Daily (R.E.D.)
NORTH AMERICA
RED is a continuous improvement model for in-store execution
Plan: Look RED improves:
of Success
 Outlet specific information
 Outlet specific execution
Learn/Adjust Execute  Customer service
Track

21. Selling and Merchandising Optimization (SMO)
NORTH AMERICA
From To
SMO…
 Improves in-stock conditions
Fact-Based
Order W riting  Reduces backroom
inventory
Based on
Days Supply
Increased Increased
Top-Line Inventory on
Grow th the Floor
SMO
Exceeds Customer
Expectations  Increases cases on display
R educed &
 Drives sales and profit growth
100% Organized
In-Stock Backroom
Inventory
for CCE and our customers
M erchandising
A ligned w ith
Consumer
Demand

22. Boost Zones are critical to building relationships
NORTH AMERICA
with consumers & customers
 High density, high foot traffic
area where consumers work,
shop, and play
 Connects our brands to
consumers North America
Boost Zones
 Improves sales and
customer satisfaction
 Generates a positive return
on investment
 Double the number of Boost
Zones in 2010

23. NORTH AMERICA
Ownership Cost Management (OCM)
A new way of managing operating expenses
AGGRESSIVE TARGETS
MATRIXED OWNERSHIP & ACCOUNTABILITY
CLEAR COMMUNICATION
DISCIPLINED ROUTINE MANAGEMENT
TEAM DRIVEN SPIRIT
Underpinned by Team-Driven
Recognition for the Right Behaviors

24. Fountain Harmony
NORTH AMERICA
Integrating fountain and bottle/can in portions of CCE territories
Integrated approach is
 Decreasing costs
 Improving financial results
 Enhancing customer service
 Capturing system synergies

25. Coca-Cola Supply
NORTH AMERICA
Supply Chain is a strategic asset and a critical driver of our business
 Integrated approach to common Best Practices Working Capital
activities
 Optimize quality, flexibility, and
service
 Improve transportation efficiencies
 Expand best practices
 Optimize network operations
 Improve working capital through Transportation Network Optimization
more effective inventory
management
 Enable product and package
innovation
Supply Chain Integration:
A single supply chain that services
all customers in North America

26. Agenda
EUROPE
BUILDING ON STRENGTHS
DRIVING GROWTH – EUROPE
DELIVERING VALUE
KEY TAKEAWAYS

27. 2010 Priorities
EUROPE
Grow Red, Black, Silver
 Continue to execute
 Build on world class
Grow Portfolio commercial capabilities
 Improve customer centric
supply chain
 Expand boost zones
Be #1 with Customers

28. Red, Black, and Silver showed solid FY09 growth
EUROPE
FY09 Growth
Growth of
+ 8% Red, Black, Silver
7½%
4½%
+ 15½% 3½%
2007 2008 2009
+ 5%

29. Sparkling Flavors and Energy
EUROPE
Sparkling Flavors Energy

30. Stills
EUROPE
Water Isotonics/Sports Other Stills

31. Solid Marketing
EUROPE
Winter Fanta Relaunch
Coca-Cola
Olympics
‘Open Happiness’
Activation
Coke Light Coca-Cola
25 Years Celebration
Coca-Cola
World Cup 2010

32. European Commercials
EUROPE
“Finals”
Coca-Cola
“Less Serious” “PowerAde”
Fanta PowerAde

33. Clear plan for 2010
EUROPE
Building My Coke Improving Flavors Growing Energy & Stills
World Cup 2010
In Market Execution Customer-Centric Building Capabilities
Supply Chain

34. Agenda
BUILDING ON STRENGTHS
DRIVING GROWTH
Corporate Responsibility and Sustainability (CRS)
DELIVERING VALUE
KEY TAKEAWAYS

35. Corporate Responsibility and Sustainability (CRS)
WATER PACKAGING &
STEWARDSHIP RECYCLING
DIVERSE & ENERGY & PRODUCT
INCLUSIVE CLIMATE PORTFOLIO /
CULTURE BALANCED &
ACTIVE LIFESTYLE

36. Corporate Responsibility and Sustainability (CRS)
Reduced water Facilities recycle
use by more than more than 89% of
5% since 2006 waste in NA, 98%
in Europe
Conducted first Already reduced Reduced calories
global CRS in overall carbon in US schools by
Action Week for footprint by more 75%, committed to
70,000 employees than 1% more clear caloric
labeling

37. CRS – Olympic Activation in Vancouver
Recycling 100% of
Hybrid Electric Vehicles Beverage Packages
Plant Bottle and HFC-free Coolers RPET Uniforms

38. CRS: EMS in Europe
Within the past year, we began installing energy management
system (EMS) devices on refrigeration equipment.
Through the use of motion sensors, the
EMS devices can be programmed to
detect a store’s hours of operations
and auto-adjust the equipment’s
temperature and energy settings.
More than 55,000 EMS devices have been installed to date.
Collectively, they have produced a 35% energy savings.

39. CRS: Hybrid Trucks in North America
 Largest heavy-duty hybrid delivery fleet in North America
– 336 trucks in North America, piloted in Europe
– Will have more than 500 by end of 2010
 Fuel efficiency increased ~ 30%
 Emissions decreased ~ 30%

40. CRS: Bellevue, WA Facility
Water
Sustainable
Stewardship –
Packaging/Recycling
Reduced Water
- Recycle 99.8% of
Use Ratio Over
materials
15% since 2006
Cost of Waste Removal
Recycle Revenue
2004
2004 2005
2005 2006
2006 2007
2007 2008
2008 2009
2009
Energy Conservation/Climate Change - The Financial Impact & Benefit – Waste
Reduced energy use by Removal Costs down 70% and Exceeded
3.7 million kW hours/yr by Recycling Revenue

41. Our People
 Motivate our people &
manage relationships
 Build talent pipeline &
develop capabilities
 Ensure right environment,
rewards & opportunities
 Expand diversity

42. Agenda
BUILDING ON STRENGTHS
DRIVING GROWTH
DELIVERING VALUE
KEY TAKEAWAYS

43. Financial Priorities
 Consistent earnings in line with our long-term objectives
 Maximize free cash flow and improve financial flexibility
 Increase return on invested capital and improve
shareowner returns
DRIVE CONSISTENT
LONG-TERM
PROFITABLE GROWTH

44. Long-Term Growth Objectives
Revenue Growth: 4%-5%
Operating Income Growth: 5%-6%
EPS growth: High single digits
ROIC Improvement: ≥ 20 bps/yr

45. Outlook for 2010
2010 Guidance Long-Term Goals
Revenue
Low Single Digits 4 – 6%
Growth
OI
Growth Mid to High Single Digits 5 – 6%
EPS
High Single Digits High Single Digits
Growth
Notes: Excludes non-recurring items. Currency neutral, as of Feb 10, 2010.

46. Increasing Financial Flexibility
Net Debt to EBITDA
5.0x
4.6x
4.3x
4.0x 3.9x
3.5x 3.3x
2.9x
2002 2003 2004 2005 2006 2007 2008 2009
$12.0 $11.6 $11.0 $10.0 $9.8 $9.2 $8.3 $7.7
Net Debt (in Billions)
Note: Net Debt is total debt less cash; EBITDA figures are on a comparable basis

47. Strong Free Cash Flow and
Increasing Shareowner Returns
Free Cash Flow
($ millions)
 Expected free cash flow in 2010
is approximately $800 million
 Dividend is up 50% since 2006
$872
$655
$800  Planned share repurchase of
up to $600 million by YE 2010
2008 2009 2010E
Note: Free cash flow is defined as total debt, current and long-term, less cash and cash equivalents

48. Key Takeaways
 CCE is executing our strategic priorities
 2009 was a record earnings year for CCE in a difficult
economic environment
 Despite some improvements, the overall economic
environment remains challenging
 Working with TCCC, we are focused on restoring
sustained, profitable growth
 Long-term financial objectives are attainable

49. February 17, 2010
John F. Brock
Chairman and Chief Executive Officer