John F. BrockChairman and Chief Executive Officer

February 17, 2010

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.

Agenda

BUILDING ON STRENGTHS

DRIVING GROWTH

DELIVERING VALUE

KEY TAKEAWAYS

BE THE BEST BEVERAGE SALES AND CUSTOMER SERVICE COMPANYVISION:

#1 or strong #2 Most valued supplierWinning and inclusive culture

4

Our Vision, Global Operating Framework and Financial Objectives Focus Our Business

DRIVE CONSISTENT LONG-TERM PROFITABLE GROWTH

Solid Results in a Challenging Environment

Improved operating results in North America

Continued solid growth in Europe

Focused on creating value

Strengthened balance sheet

Solid free cash flow

Revenue

OI

EPS

COMPARABLE FX NEUTRAL

(1)% 3%

9% 17%

21% 32%

FY09 % GROWTH

Source: CCE Internal Reports; figures presented on a comparable basis

Improving Results in North America

0.0%

-2.0% -1.5%

-5.0%

-2.5%

2.5%

2004 2005 2006 2007 2008 2009

MARGIN GROWTH (price/pc – cost/pc) Driving value for consumers and

customers

Enhancing brand value through price/package architecture

Managing to deliver results and reinvest for growth

Sparkling volume showing sequential improvements

Economic headwinds demand continued improvementSource: CCE Internal Reports; figures presented on a comparable

and currency-neutral basis

Continued Solid Results in Europe

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.

Balanced growth FY09

Growth built on core brand success, portfolio expansion, and strong execution

Driving improved effectiveness to be our customers’ most valued supplier

Economic headwinds demand continued improvement

GROWING SHARE IN GROWING CATEGORIESIndustry

Volume GrowthCCE Share

Point Change

In millions of USD NARTD SSD NARTD SSD

GB +0.8% +1.2% +0.1 +0.2

France +2.2% +6.8% +0.5 flat

Belgium +0.5% +2.7% +0.9 +1.2

Netherlands +4.5% +5.0% +0.2 flat

Business TerritoriesNorth 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

Central

East

South

West

Great Britain

Benelux

France

Source: CCE Internal Reports as of YE 2009; figures presented on a comparable basis

Leading Brands

Red, Black, Silver Still

WaterSparkling flavors and energy

Source: The Coca-Cola Company (TCCC)

Opportunities for Growth

MillionsM

exic

o

Unite

d St

ates

Belg

ium

Aus

tralia

Spa

in

Irela

nd

Can

ada

Gre

at B

ritai

n

Ger

ma

ny

Net

herla

nds

Italy

Fran

ce

0

100

200

300

400

500

600

700

635

412

340 324303

241 237 196 179 147 141 130

800 TCCC Consumption Per Capita (8oz servings, 2008)

Agenda

BUILDING ON STRENGTHS

DRIVING GROWTH – NORTH AMERICA

DELIVERING VALUE

KEY TAKEAWAYS

NO

RTH

AM

ERIC

A

2010 Priorities

NO

RTH

AM

ERIC

A

Proactively manage through dynamic environment

Evolve price / package architecture

Enhance in-store execution

Increase customer service

Drive employee engagement & diversity

Unlock system synergies & value

Red, Black, and Silver showed positive growth in 4Q09, led by the strength of Coca-Cola Zero

1.01.4x

1.8x2.1x

2006 2007 2008 2009

COCA-COLA ZERO CASE GROWTHIndex to 2006

NO

RTH

AM

ERIC

A

Monster Driving Continued Growth in Energy

NO

RTH

AM

ERIC

A

25% 8½%22%

2007 2008 2009Full Throttle and Other Monster

ENERGY PORTFOLIO GROWTH(volume)

Still Portfolio

Stills NO

RTH

AM

ERIC

A

VOLUME MIX

Waters: 42%

Isotonics / Sports: 33%

Juice/Juice Drinks: 15%

Source: CCE Internal Reports, FY09

Package Diversity

NO

RTH

AM

ERIC

A

Strong marketing assets and brand programming

NO

RTH

AM

ERIC

A

World Cup 2010

North American Commercials

“Mini Can”Coca-Cola

“Olympic Anton”Coca-Cola

“Olympic Game Cans”Coca-Cola

NO

RTH

AM

ERIC

A

Being our Customers’ Most Valued Supplier

Fountain Harmony

Go-To-Market Execution

Improve daily execution

Drive order accuracy and improve inventories

Create value for our customers

Improve our Go-To-Market Model

Unlock system synergies and value

Deliver efficient and effective service

Fact-Based Order W rit ing

Based on Days Supply

Increased Inventory on

the Floor

Reduced & Organized Backroom Inventory

Merchandising Aligned w ith

Consumer Demand

100% In-Stock

Increased Top-Line Grow th

SMOExceeds Customer

Expectations

NO

RTH

AM

ERIC

A

RED improves:

Right Execution Daily (R.E.D.)RED is a continuous improvement model for in-store execution

Learn/Adjust

Plan: Look of Success

Execute

Track

Outlet specific information

Outlet specific execution

Customer service

NO

RTH

AM

ERIC

A

Selling and Merchandising Optimization (SMO)

SMO…

Improves in-stock conditions

Reduces backroom inventory

Increases cases on display

Drives sales and profit growth for CCE and our customers

From To

Fact-Based Order W rit ing

Based on Days Supply

Increased Inventory on

the Floor

Reduced & Organized Backroom Inventory

Merchandising Aligned w ith

Consumer Demand

100% In-Stock

Increased Top-Line Grow th

SMOExceeds Customer

Expectations

NO

RTH

AM

ERIC

A

Boost Zones are critical to building relationships with consumers & customers

High density, high foot traffic area where consumers work, shop, and play

Connects our brands to consumers

Improves sales and customer satisfaction

Generates a positive return on investment

Double the number of Boost Zones in 2010

North America Boost Zones

NO

RTH

AM

ERIC

A

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

NO

RTH

AM

ERIC

A

Fountain HarmonyIntegrating fountain and bottle/can in portions of CCE territories

Integrated approach is

Decreasing costs

Improving financial results

Enhancing customer service

Capturing system synergies

NO

RTH

AM

ERIC

A

Coca-Cola Supply

Transportation

Working Capital

Network Optimization

Best Practices Integrated approach to common activities

Optimize quality, flexibility, and service

Improve transportation efficiencies

Expand best practices

Optimize network operations

Improve working capital through more effective inventory management

Enable product and package innovation

Supply Chain is a strategic asset and a critical driver of our business

Supply Chain Integration: A single supply chain that services

all customers in North America

NO

RTH

AM

ERIC

A

Agenda

BUILDING ON STRENGTHS

DRIVING GROWTH – EUROPE

DELIVERING VALUE

KEY TAKEAWAYS

EURO

PE

2010 Priorities

Continue to execute

Build on world class commercial capabilities

Improve customer centric supply chain

Expand boost zones

Grow Red, Black, Silver

Grow Portfolio

Be #1 with Customers

EURO

PE

Red, Black, and Silver showed solid FY09 growth

+ 15½%

+ 5%

+ 8%

4½%3½%

7½%

2007 2008 2009

Growth of Red, Black, Silver

FY09 Growth

EURO

PE

Energy

Sparkling Flavors and Energy

EURO

PE

Sparkling Flavors

Stills

EURO

PE

Water Isotonics/Sports Other Stills

Solid Marketing

Coca-Cola‘Open Happiness’

Coca-ColaWorld Cup 2010

Coke Light 25 Years Celebration

Coca-Cola

Fanta RelaunchWinter Olympics Activation

EURO

PE

European Commercials

“Finals”Coca-Cola

“Less Serious”Fanta

“PowerAde”PowerAde

EURO

PE

Clear plan for 2010

Building My Coke Improving Flavors Growing Energy & Stills

In Market Execution Customer-Centric Supply Chain

Building Capabilities

EURO

PE

World Cup 2010

Agenda

BUILDING ON STRENGTHSDRIVING GROWTH Corporate Responsibility and Sustainability (CRS)

DELIVERING VALUE

KEY TAKEAWAYS

Corporate Responsibility and Sustainability (CRS)

WATER STEWARDSHIP

DIVERSE & INCLUSIVECULTURE

ENERGY & CLIMATE

PRODUCT PORTFOLIO /BALANCED &

ACTIVE LIFESTYLE

PACKAGING & RECYCLING

Corporate Responsibility and Sustainability (CRS)

Reduced water use by more than

5% since 2006

Conducted first global CRS in

Action Week for 70,000 employees

Already reduced overall carbon

footprint by more than 1%

Reduced calories in US schools by

75%, committed to more clear caloric

labeling

Facilities recycle more than 89% of waste in NA, 98%

in Europe

Hybrid Electric VehiclesRecycling 100% of Beverage Packages

RPET UniformsPlant Bottle and HFC-free Coolers

CRS – Olympic Activation in Vancouver

More than 55,000 EMS devices have been installed to date. Collectively, they have produced a 35% energy savings.

Within the past year, we began installing energy managementsystem (EMS) devices on refrigeration equipment.

CRS: EMS in Europe

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.

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%

CRS: Bellevue, WA Facility

2004 2005 2006 2007 2008 2009

Cost of Waste Removal

Recycle Revenue

Water Stewardship –Reduced Water Use Ratio Over 15% since 2006

Sustainable Packaging/Recycling - Recycle 99.8% of materials

Energy Conservation/Climate Change -Reduced energy use by 3.7 million kW hours/yr

20092004 2005 2006 2007 2008

The Financial Impact & Benefit – Waste Removal Costs down 70% and Exceeded

by Recycling Revenue

Our People

Motivate our people &manage relationships

Build talent pipeline & develop capabilities

Ensure right environment,rewards & opportunities

Expand diversity

Agenda

BUILDING ON STRENGTHS

DRIVING GROWTH

DELIVERING VALUE

KEY TAKEAWAYS

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

Long-Term Growth Objectives

Revenue Growth: 4%-5%

Operating Income Growth: 5%-6%

EPS growth: High single digits

ROIC Improvement: ≥ 20 bps/yr

Outlook for 2010

Notes: Excludes non-recurring items. Currency neutral, as of Feb 10, 2010.

RevenueGrowth

OIGrowth

EPSGrowth

2010 Guidance Long-Term Goals

Low Single Digits 4 – 6%

Mid to High Single Digits 5 – 6%

High Single Digits High Single Digits

5.0x4.6x 4.3x 4.0x 3.9x

3.5x 3.3x2.9x

2002 2003 2004 2005 2006 2007 2008 2009

Increasing Financial Flexibility

Note: Net Debt is total debt less cash; EBITDA figures are on a comparable basis

Net Debt to EBITDA

$12.0 $11.6 $11.0 $10.0 $9.8 $9.2Net Debt (in Billions)

$8.3 $7.7

Strong Free Cash Flow and Increasing Shareowner Returns

$655$872 $800

2008 2009 2010E

Free Cash Flow($ millions)

Expected free cash flow in 2010 is approximately $800 million

Dividend is up 50% since 2006

Planned share repurchase of up to $600 million by YE 2010

Note: Free cash flow is defined as total debt, current and long-term, less cash and cash equivalents

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

John F. BrockChairman and Chief Executive Officer

February 17, 2010