1

FORWARD-LOOKING STATEMENTS
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.

RECONCILIATION TO GAAP FINANCIAL INFORMATION

The 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.

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AGENDA

PLATFORM OUR
GROWTH
DELIVER
SHAREHOLDER
SUSTAINABILITY
& KEY
FOR GROWTH OPPORTUNITIES VALUE TAKEAWAYS

3
ONE OF THE WORLD’S
LARGEST BEVERAGE COMPANIES
Sweden

Iceland

SERVING OVER SERVICING Norway

300 MILLION ~1 MILLION

CUSTOMER OUTLETS
Netherlands
PEOPLE IN 13 COUNTRIES
Great
Britain

Germany
Belgium

REVENUE €11.0BN DRIVING Portugal Luxembourg

France
SHAREHOLDER VALUE
ADJUSTED EBITDA €2.0BN
ANNUALISED DIVIDEND
FREE CASH FLOW €1.0BN
Spain Monaco

>50% POST MERGER

Andorra

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 4
proceeds from capital disposals
LOOKING AHEAD
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

DRIVING SHAREHOLDER VALUE

5
AGENDA

ONE OF THE
WORLD’S OUR DELIVER SUSTAINABILITY
LARGEST GROWTH SHAREHOLDER & KEY
BEVERAGE VALUE TAKEAWAYS
COMPANIES
OPPORTUNITIES

6
OPPORTUNITY TO GROW NARTD CATEGORY IS
IN ~€100B1 RETAIL NARTD CATEGORY ~€100B1 IN RETAIL SALES
CATEGORY MIX & CCEP VALUE SHARE

MEASURED CHANNELS ARE

33% ~€40B3 IN RETAIL SALES
46%
CCEP
18% Opportunity

~71%
26% FOCUSED ON LEVERAGING
49% 4% CONSUMER PREFERRED
24%
28% 1%
BRANDS & LEADING
NARTD Volume 1 NARTD Value 1 CCEP Value Share 2 CUSTOMER SERVICE
Sparkling Still Water

UNIQUELY POSITIONED TO GROW THE CATEGORY & WIN SHARE

1 FY 2017 Euromonitor; NARTD is Non Alcoholic Ready-To-Drink; numbers are rounded
2 Internal analysis of measured and unmeasured channels 7
3 FY 2017 AC Nielsen (measured channels)
 EXPANDING OUR CONSUMER & CUSTOMER FRANCHISE

Water,
CONSUMER SEGMENTS

Enhanced OUR PORTFOLIO VALUE

Water
DIVERSIFY & GROW

Juices,
Stills.
& Dairy

RTD Tea
& Coffee
Energy
Sports

Other SSDs

Light Colas

Regular Colas

NARTD
VALUE SHARE COLLABORATE WITH CUSTOMERS FOR JOINT VALUE CREATION

Supermarkets E-Commerce Convenience Discounters HoReCa Food on the Go Education & Leisure &
Workplace Travel
ILLUSTRATIVE CCEP SHARE ALL OTHER CUSTOMER CHANNELS

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 8
OUR APPROACH TO GROWTH
NARTD CATEGORY MULTI -YEAR GROWTH OUTLOOK - ILLUSTRATIVE

EXPLORE
INNOVATION TO
EXPAND UNLOCK NEW
REVENUE
ENHANCE PRODUCTS
STREAMS

SPARKLING INTO NEW

BRANDS & TERRITORIES
OUR CORE AND CONTINUE
PORTFOLIO TO INNOVATE

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ENHANCE OUR CORE BRANDS
CLASSIC COLA #1 LIGHT COLAS #1 SPARKLING FLAVOURS #1
DRIVE VALUE LEAD SEGMENT GROWTH BUILD ON SUCCESS
THROUGH PACKAGE INNOVATION THROUGH INNOVATION THROUGH INNOVATION,
& INCREASED INCIDENCE & NEW FLAVOURS REFORMULATION & EXPANSION

€5.1B SEGMENT €3.7B SEGMENT €4.4B SEGMENT

2018 GROWTH 2018 GROWTH 2018 GROWTH

81% 66% 32%
VALUE VALUE VALUE
SHARE SHARE SHARE

FY 2017 AC Nielsen (measured channels); 2018 Category Value Growth is internal forecast excluding accounting impact of incremental
soft drinks industry taxes CCEP OTHER 10
EXPAND IN GROWING SEGMENTS
ENERGY #2 WATER #7 MIXERS #4
EXECUTE MULTI-BRAND EXPAND TO NEW MARKETS DIFFERENTIATE
STRATEGY & CONTINUED & NEW FLAVOURS THROUGH PREMIUMISATION &
INNOVATION ADULT SPARKLING

€3.2B SEGMENT €10.2B SEGMENT €0.8B SEGMENT

2018 GROWTH 2018 GROWTH 2018 GROWTH

20% 2% 11%
VALUE VALUE VALUE
SHARE SHARE SHARE

FY 2017 AC Nielsen (measured channels); 2018 Category Value Growth is internal forecast excluding accounting impact of incremental
soft drinks industry taxes CCEP OTHER 11
EXPLORE WITH NEW BRANDS

READY-TO-DRINK TEA NEW SEGMENTS

SIMULTANEOUS SELECTED TERRITORIES

LAUNCH ACROSS AND CUSTOMERS
ALL TERRITORIES
APPEAL TO A WIDER
SIGNIFICANT CONSUMER BASE
MARKETING
INVESTMENT &
FIELD SALES
SUPPORT

12
INVEST FOR LONG-TERM GROWTH

SALES FORCE
COOLERS
CAPABILITIES

DIGITAL
TECHNOLOGIES

ROUTE-TO-
OPERATIONS
MARKET

13
COVERING MORE OUTLETS MORE OFTEN

IMPROVING SALES FORCE CAPABILITIES INCREASING FIELD SALES

VISITS PER DAY

DRIVING EXTENDING
EFFICIENCIES OUTLET COVERAGE
~ 12.0
DEDICATING EXPANDING ~ 7.5
SALES TEAMS FOR DIGITAL CAPABILITIES
NEW PRODUCTS Jun-16 Dec-17

DRIVING EFFICIENCY AND EFFECTIVENESS

CCEP internal reports 14

TRANSFORMING INTO A DIGITAL LEADER

SALES & MARKETING SUPPLY CHAIN WORKPLACE

SHOPPERS INCREASE SUPPLY CHAIN

DRIVE E-COMMERCE REVENUE END-TO-END VISIBILITY

CUSTOMERS PROMOTE SEAMLESS COLLABORATION

LEVERAGE OUR DATA CAPABILITIES WITH SUPPLIERS

ROUTE-TO-MARKET DIGITISE SHOP FLOOR PROCESSES

EMPOWER FIELD SALES TO SELL MORE AND OPERATIONS

HARNESSING DIGITAL TO HELP US GROW

15
ACCELERATING COLD DRINK AVAILABILITY

STRONG 2018 COLD DRINK

EQUIPMENT PLANS

SUPPORT
CORE RANGE AVAILABILITY

ENABLE
PORTFOLIO EXPANSION

DEDICATED
COOLERS FOR
NEW PRODUCTS

DRIVING EFFICIENCY AND EFFECTIVENESS

16
IMPROVING OUR ROUTE-TO-MARKET
FOCUSING ON KEY AREAS

Invoicing
Customer Order
Warehousing Delivery & Cash Execution OUTLET
Development Capture
Collections

STRENGTHEN RELATIONSHIPS INCREASE CORE RANGE AVAILABILITY

WITH KEY CUSTOMERS
DRIVE DISTRIBUTION & VISIBILITY
OPTIMISE
WHOLESALER PARTNERSHIPS EMPOWER FIELD SALES

DRIVING EFFICIENCY AND EFFECTIVENESS

17
BUILDING ON SUPPLY CHAIN EXCELLENCE
INNOVATION INVESTMENTS

GB SUGAR LEVY PACKAGING NEW LINES

FANTA TWIST/SPRITE DIMPLE AUTOMATE STORAGE & RETRIEVAL

MINI CANS/SLEEK CANS IMPROVE CUSTOMER SERVICE

EFFICIENCIES & SYNERGIES RESPONSIBLE & SUSTAINABLE

PRODUCTIVITY IMPROVEMENTS DOING WHAT IS GOOD FOR

THE ENVIRONMENT IS
LIGHTWEIGHT CAPS AND PET GOOD FOR OUR BUSINESS

A CUSTOMER-CENTRIC SUPPLY CHAIN

18
AGENDA

DELIVER
WITH
ONE OF THE
COMPELLING
WORLD’S SUSTAINABILITY
OPPORTUNITIES
LARGEST
& PLANS FOR SHAREHOLDER & KEY
BEVERAGE TAKEAWAYS
COMPANIES
PROFITABLE
GROWTH
VALUE

19
FINANCIAL FRAMEWORK
GROW FREE CASH GROW FCF IN-LINE WITH LONG-TERM TARGETS,
FLOW (FCF) INCREASE FCF TO NET INCOME CONVERSION

MAINTAIN OPTIMAL OPERATE WITHIN LONG-TERM TARGET LEVERAGE RANGE

CAPITAL STRUCTURE

PURSUE DISCIPLINED SHORT TERM “USE” AND LONG-TERM “SOURCE” OF CASH

INVESTMENTS

RETURN CASH TO RETURN AVAILABLE CASH TO SHAREHOLDERS

SHAREHOLDERS

A CONTINUED FOCUS ON SUSTAINABLE GROWTH & SHAREHOLDER VALUE

Free cash flow is defined as net cash flows from operations, less capital expenditures and interest paid, plus proceeds from capital disposals 20
DELIVERING VALUE IN 2017
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

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 21
tax plus taxes, net finance costs, non-operating items, depreciation, amortisation, and adjusted for items impacting comparability (a non-GAAP performance measure)
GROW FREE CASH FLOW
DELIVER CONSISTENT
PRUDENT CAPITAL DRIVE CASH
STRATEGY LONG-TERM
INVESTMENTS FROM OPERATIONS
PROFITABLE GROWTH

1,951 (488)
266 (247)
(94) (347)
1,041
2017 FCF 1950
€M
1040

Adjusted Net CAPEX Working Capital Taxes Interest Restructuring, Free Cash Flow
EBITDA Provisions &
Other

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 22
finance costs, non-operating items, depreciation, amortisation, and adjusted for items impacting comparability (a non-GAAP performance measure)
IMPROVE WORKING CAPITAL
ACCOUNTS PAYABLE ACCOUNTS RECEIVABLE

~4 DAYS IMPROVING BILLING ~6 DAYS

IMPROVING AND
2017 IMPROVED ACCURACY AND 2017 IMPROVED
STANDARDISING TERMS
PAYABLE DAYS DECREASING DISPUTES RECEIVABLE DAYS

INVENTORY MANAGEMENT INTEGRATED APPROACH

OPTIMISING ~3 DAYS
ENHANCING TRACKING AND REPORTING AND
INVENTORY AND 2017 IMPROVED
INTEGRATING INTO MANAGEMENT ROUTINES
RATIONALISING SKUS INVENTORY DAYS

IMPROVED WORKING CAPITAL BY OVER €250 MILLION IN 2017

23
MAINTAIN OPTIMAL CAPITAL STRUCTURE
LONG-TERM OBJECTIVES NET DEBT TO ADJUSTED EBITDA

1 OPERATE WITHIN A 2.5x TO 3.0x ~3.5x

NET DEBT TO ADJUSTED EBITDA ~3.2x
LEVERAGE RATIO

2.8x
MAINTAIN INVESTMENT
2 GRADE DEBT RATING ~2.5x

PERIODICALLY RE-EVALUATE
3 OPTIMAL STRUCTURE YE15PF YE16PF YE17 YE18E
Net Debt to Adjusted EBITDA

OUR STRATEGY IS TO MAINTAIN A STRONG, FLEXIBLE BALANCE SHEET

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 24
PURSUE DISCIPLINED INVESTMENT

CORE BUSINESS SYNERGIES AND M&A

GROWTH RESTRUCTURING
INVEST IN INNOVATION INVEST TO DRIVE OPPORTUNISTICALLY
TO DRIVE GROWTH EFFICIENCY AND PURSUE M&A TO DRIVE
EFFECTIVENESS INCREMENTAL
SHAREHOLDER VALUE

INVEST IN ATTRACTIVE RETURN OPPORTUNITIES

25
REALISING SYNERGIES
TOP-LINE GROWTH SUPPLY CHAIN OPERATING EXPENSES

SHARED VISION BETWEEN INCREASED EFFICIENCY SHARED CORE

TCCC AND CCEP AND EFFECTIVENESS SUPPORT FUNCTIONS

ENHANCED FOCUS ON CUSTOMER REDUCED

COMMERCIAL SERVICE, LOCAL MANAGEMENT
PARTNERSHIPS OPERATIONS, AND DUPLICATION
BEST PRACTICES

SCALE AND SPEED PROCUREMENT DECREASED

TO WIN IN NEW CATEGORIES SAVINGS OPPORTUNITIES ADMINISTRATIVE COSTS

ON-TRACK TO REALISE ANNUAL RUN-RATE PRE-TAX SAVINGS OF €315M – €340M BY 1H19

Synergy areas include supply chain, procurement, and operating expenses – top-line growth synergies are not included in savings target 26
SELECT SYNERGY HIGHLIGHTS
PROCUREMENT SAVINGS AND IMPROVED SCALE
~€70M (E.G. COOLER HARMONISATION, PAN-EUROPEAN HAULAGE)

RATIONALISATION OF PRODUCTION CENTRES,

~€35M PRODUCTION LINES, AND DISTRIBUTION CENTRES

SUPPLY CHAIN EFFICIENCIES

~€25M
(E.G. LINE OPTIMISATION, LABOUR EFFICIENCIES, AUTOMATION PROJECTS)

DECREASED EXPENSES
~€25M
(E.G. CENTRALISE AND OPTIMISE CORPORATE FUNCTIONS)

ACHIEVED PRE-TAX SAVINGS OF ~€155M POST CLOSE THROUGH FY17

27
DRIVING SHAREHOLDER VALUE
LONG-TERM TARGETS RETURN CASH TO ANNUALISED DIVIDEND PAYOUT
SHAREHOLDERS Annual Payout Payout Percentage

DILUTED EARNINGS PER INCREASING

SHARE (EPS) GROWTH IN ONGOING DIVIDEND
A MID-TO-HIGH PAYOUT RATIO € 1.04
SINGLE-DIGIT RANGE
€ 0.84

RETURN ON INVESTED CONSTANTLY € 0.68

CAPITAL (ROIC) ≥ 20 EVALUATING RETURN OF
~45%
BPS OR MORE INCREMENTAL CASH 40%
35%
ANNUAL IMPROVEMENT

2016 2017 2018E

Diluted EPS is comparable and fx-neutral (non-GAAP financial measure) 28

2018 OUTLOOK
FINANCIAL OUTLOOK LONG-TERM OBJECTIVES

REVENUE GROWTH REVENUE GROWTH

LOW SINGLE-DIGIT LOW SINGLE-DIGIT

OPERATING PROFIT & DILUTED OPERATING PROFIT GROWTH

EPS GROWTH OF 6% TO 7% MID-SINGLE-DIGIT

FREE CASH FLOW OF EPS GROWTH

€850M TO €900M MID-TO-HIGH SINGLE-DIGIT

EXIT FY18 WITH ~75% OF ROIC IMPROVEMENT

SYNERGIES REALISED ≥ 20 BPS/YEAR

END FY18 AT LOW-END OF

2.5x – 3.0x LEVERAGE TARGET

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 29
debt & equity) / 2
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

30
AGENDA

WITH
ONE OF THE DRIVING
WORLD’S
COMPELLING
SHAREHOLDER SUSTAINABILITY
OPPORTUNITIES
LARGEST
& PLANS FOR
VALUE & KEY
BEVERAGE
COMPANIES
PROFITABLE
REMAINS A KEY
PRIORITY TAKEAWAYS
GROWTH

31
WE’VE MADE STRONG PROGRESS
NAMED BY
1ST DOW JONES
STAKEHOLDER CORPORATE KNIGHTS
STAKEHOLDER SUSTAINABILITY INDEX SUSTAINABILITY
INSIGHT AS ONE OF THE MOST
PROGRESS LISTING & CDP A LIST PLAN LAUNCH
& ROUNDTABLES SUSTAINABLE
REPORT FOR CLIMATE & WATER
CORPORATIONS

JAN - MAY JUNE OCT -SEPT NOV JAN

✓ ✓ ✓ ✓ ✓
32
NEW SUSTAINABILITY STRATEGY
LAUNCHED IN NOVEMBER 2017

WE ARE TAKING ACTION

ACTION ON ACTION ON
DRINKS WATER
ON SUSTAINABILITY BY
More choice. Protect.
USING OUR BUSINESS More information. Reduce.
Less sugar. Replenish.
AND OUR BRANDS TO
BUILD A BETTER ACTION ON ACTION ON
FUTURE. PACKAGING CLIMATE
Our packaging. Halve emissions.
Our resource. Renewable electricity.
FOR PEOPLE.
FOR THE PLANET. ACTION ON ACTION ON
SOCIETY SUPPLY CHAIN
A force for good. Sourcing sustainably.
For everyone. Sourcing responsibly.

33
OUR TRACK RECORD ON SUSTAINABILITY
KEY RESULTS & PROGRESS PRIOR TO THIS IS FORWARD

ACTION ON ACTION ON ACTION ON

PACKAGING DRINKS CLIMATE

100% OF OUR 180 NO OR LOW-SUGAR 42.6% REDUCTION IN THE

BOTTLES AND CANS PRODUCTS HAVE BEEN CARBON FOOTPRINT OF
ARE RECYCLABLE INTRODUCED SINCE 2010 OUR CORE BUSINESS
OPERATIONS SINCE 2010
21% OF THE PET 35% OF THE VOLUME OF
USED IN OUR THE DRINKS IN OUR OVER 80% OF THE
PACKAGING IN 2016 PORTFOLIO ARE NO- AND ELECTRICITY WE USE FOR
WAS RECYCLED PET LOW-CALORIE OUR OPERATIONS IN
WESTERN EUROPE IS FROM
RENEWABLE SOURCES

Stakeholder Progress Report 2016 34

ENHANCING OUR GROWTH CULTURE

L E V E R AG I N G C A PA B I L I T I E S AC RO S S
O U R L A RG E R O RG A N I S AT I O N

EMPOWERING A TEAM DRIVEN, INCLUSIVE, AND PASSIONATE CULTURE

35
KEY TAKEAWAYS
WE ARE THE
WE ARE
SHARE WE
CLOSELY
LEADER IN AN UNDERSTAND
ALIGNED WITH
ATTRACTIVE, THE CONSUMER
TCCC ON OUR
DYNAMIC, AND OPPORTUNITIES
AMBITION &
GROWING & CHALLENGES
OUR PRIORITIES
CATEGORY
WE ARE
WE ARE ON
EXECUTING
TRACK TO
OUR PLANS &
DELIVER OUR
CAPTURING
SYNERGY
GROWTH
BENEFITS
OPPORTUNITIES

WE ARE COMMITTED TO DRIVING SHAREHOLDER VALUE

36
37