1

2

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