Dimitris Lois, CEO

Coca-Cola Hellenic Field trip presentations

Forward-looking statements

Unless otherwise indicated, the condensed consolidated financial statements and the financial and operating data or other information included herein relate to Coca-Cola HBC AG and its subsidiaries (‚Coca-Cola HBC‛ or the ‚Company‛ or ‚we‛ or the ‚Group‛).

This document contains forward-looking statements that involve risks and uncertainties. These statements may generally, but not always, be identified by the use of words such as ‚believe‛, ‚outlook‛, ‚guidance‛, ‚intend‛, ‚expect‛, ‚anticipate‛, ‚plan‛, ‚target‛ and similar expressions to identify forward-looking statements. All statements other than statements of historical facts, including, among others, statements regarding our future financial position and results, our outlook for 2014 and future years, business strategy and the effects of the global economic slowdown, the impact of the sovereign debt crisis, currency volatility, our recent acquisitions, and restructuring initiatives on our business and financial condition, our future dealings with The Coca-Cola Company, budgets, projected levels of consumption and production, projected raw material and other costs, estimates of capital expenditure, free cash flow, effective tax rates and plans and objectives of management for future operations, are forward-looking statements. You should not place undue reliance on such forward-looking statements. By their nature, forward-looking statements involve risk and uncertainty because they reflect our current expectations and assumptions as to future events and circumstances that may not prove accurate. Our actual results and events could differ materially from those anticipated in the forward-looking statements for many reasons, including the risks described in the UK Annual Financial Report and the annual report on Form 20-F filed with the U.S. Securities and Exchange Commission (File No 1-35891) for Coca-Cola HBC AG and its subsidiaries for the year ended 31 December 2013.

Although we believe that, as of the date of this document, the expectations reflected in the forward-looking statements are reasonable, we cannot assure you that our future results, level of activity, performance or achievements will meet these expectations. Moreover, neither we, nor our directors, employees, advisors nor any other person assumes responsibility for the accuracy and completeness of the forward-looking statements. After the date of the condensed consolidated financial statements included in this document, unless we are required by law or the rules of the UK Financial Conduct Authority to update these forward-looking statements, we will not necessarily update any of these forward-looking statements to conform them either to actual results or to changes in our expectations.

Italy is important to the Group

Significant part of the Group

4

1 Excludes Sicily 2 Three sparkling beverages plants and two water plants 3 Source: Canadean

GDP per capita

12,800 US$

Population

585m

Plants

68

GDP per capita

31,100 US$

Population1

56m

Plants2

5

NARTD volume3

2,354m u.c.

Share in

revenue

Group Italy

4793

134 142166

204 209 219

280 288 298321

353

584

660

Nig

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Ukr

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Ru

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Ital

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Fra

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Ro

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Po

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Eu

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Bu

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Sw

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Sp

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Gre

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Un

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Growing the top line

• Increasing sparkling beverages consumption within NARTD

• Growing value share in water, tea and juice

• Working with customers to increase availability and value creation

5

2013 Total sparkling category servings per capita

Per capita consumption: Average number of 237ml or 8oz servings consumed per person per year in a specific market. Coca-Cola Hellenic’s per capita consumption is calculated by multiplying our unit case volume by 24 and dividing by the population. Source: The Coca-Cola Company, 2013 data

Growing the bottom line

• Business impacted by the Eurozone crisis

– c.40% EBIT decline in the last four years

• Significant restructuring of the manufacturing base

– Consolidation of plants

• Reduction in operating expenses

– Taking out fixed operating expenses

• Further opportunities in warehousing, logistics and route-to-market

6

Executing strategy in Italy

Winning in the market

• Combine demand creation and demand delivery

– Brand investment

– Joint initiatives with customers

– Execution in the market

• Strong leadership position in sparkling beverages

– Room for further growth, particularly in flavours

• Low share in still drinks

– Grow value profitably and sustainably

8

Growing revenue ahead of volume

• Occasion-based brand, price, package, channel (OBPPC) strategy

– Growing single-serve multi-packs in the modern trade

– Increasing presence in the immediate consumption channel

– Making products relevant to the consumer

– Addressing affordability

9

Taking cost out

• Optimising infrastructure

– Reducing the number of plants from five to three

• Centralising IT and procurement

• SAP Wave

• Shared Services Centre

• More to come – Outsourcing of warehousing

– Phase 2 of deployment to Shared Services Centre

10

Generating cash

• Sharp focus on working capital management

• 40% of cash-flow from operations channeled into revenue-generating investment

• Cold drink equipment

• Modernising production

11

Five elements of strategy in Italy

12

Sparkling is our top priority Driving profitable

volume in still drinks

Tight control

of expenses

Optimising

infrastructure

Working capital

management

OBPPC, Customers’ profitability, Execution

Agenda

13

Dimitris Lois Italy in the context of the Group

Jenny Stoichkova, Coca-Cola Italy Italy: Opportunity to grow

Sotiris Yannopoulos

and Enrico Galasso Capturing the opportunity in Italy

Closing remarks Dimitris Lois

Q&A

Evguenia Stoichkova

Operations Director TCCC

Italy: Opportunity to grow

Recovering confidence: Priority for Italy

9288

87 8790

8886

8790 90

9295

99

67

72 7371

7775

77 7975

79

8784

87

61

69

56 5550

61 61

5254 53

61

51

596056 55

53

5248

46 4748

5658

61

5755

5249

45

41

46

39

44 41

4744 45

Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014

Germany UK France Spain Italy

Source: Nielsen Consumer Confidence Research 15

30

13

9

5

5

6

5

5

4

3

2

11

12

7

11

10

8

9

7

6

5

Job security

The economy

Debt

Increasing utility bills (electricity, gas, heating, etc)

Health

Childrens' education and/or welfare

Political stability

Work/life balance

Increasing food prices

Crime

No concerns

Biggest concern

Second biggest concern

7.7

6.7

6.1

6.8

7.8

8.4 8.5

10.7

12.112.4

Italy - Unemployment Rate (%)

Job security is the biggest concern

Source: Nielsen Business Indicators; Nielsen Global Consumer Confidence 16

Consumption behaviour is deeply impacted by the crisis

17

There are signs of recovery in 2013 – more savings & holidays – even though spending is still decreasing for many categories. In Italy crisis has changed purchase behaviours more than in other EU countries

Compared to this time last year, have you changed your spending to save on household expenses?

Nielsen Consumer Confidence

As well as shopping behaviour

18

63% (+4 pp vs ‘12) have a strict

budget and buy only what they need

86% (=) prepare a

shopping list before the trip

45% (+2 pp vs ‘12) usually

purchase only what they planned

Source: Nielsen shopper trends

Key Italy insights

19

1. In the last four years Italy has had the lowest consumer confidence index among the big western European countries

2. Job security is the biggest concern for Italians, as unemployment doubled since 2007

3. As a reaction to uncertainty, Italians modified consumption behavior more than other Europeans , down-trading (more discounters) and down-grading (more private label)

4. There are however signs of recovery: in 2013, a growing number of Italians are able to save money. These trends are expected to continue in the coming years.

1. Italy has the highest Coke Brand Love (5.6) in Europe

2. Number 2 in Europe in % of households buying Coke classic on an annual basis

3. Italy shows low % of people that reject / never tried the Sparkling category

4. Coke Regular is the most preferred NARTD brand for 50% of Italians

Co

un

try

T

CC

C

NARTD: Non Alcoholic Ready To Drink Beverages

The Italian NARTD market landscape

20 Source: 2013 Internal estimates based on Canadean and Red Book – CCH territory only

2924

2022

6806

960 1753

258 168

Retail Value (14,891m €)

SSD Colas

SSD Flavours

Water

RTD Teas

Juices

Energy

Sport

225 164

1732

85129

613

NARTD Volume (2,354m u.c.)

SSD Colas

SSD Flavours

Water

RTD Teas

Juices

Energy

Sport

We have a strong position in a small portion of the market

21 Source: Internal estimates based on Canadean and Red Book ” CCH territory only

Capturing more value

22 Source: Internal estimates based on Canadean and Red Book ” CCH territory only

New trends - Mindset

23

HEALTH & BEAUTY

“ 57% of Italians feel overweight

“ 46% are trying to lose weight (fitness & diet)

INNOVATION & QUALITY

“ 56% do not withdraw from quality and are willing to pay more for it

“ 39% love trying new brands and new products

GREEN

“ 42% consider buying green/low impact products

“ 24% bought more green products than in the past

“ 26% are keen to pay a premium for organic, 23% low-impact and fair-trade products

INTERNET

“ 38.9m had access to the Internet in 2012 (+7.8%)

“ +40% penetration of smartphones

“ 26M consider Internet as the main source of information

“ 21M read opinions of other consumers about products and services

Source: Nielsen shopper trends

Expected development of the Italian beverage landscape

24

• Italy is the 2nd country worldwide in terms of ageing population; this will drive still beverages volume growth

• In the short term, decreasing Disposable Income (index 88 in 2014 vs. 2008 ) will further impact high value NARTD categories

• Growing health and wellness concerns will favour still beverages and especially infused RTD Tea which in Italy is perceived as one of the healthier drinks

NARTD ’14-’20 +80m u.c.

Still ’14-’20 +60m u.c.

SSD ’14-’20 +20m u.c.

Water ’14-’20 +55m u.c.

+8 servings per capita vs today

How we plan to capture these opportunities

25

1. Consumption with food @ home is #1 occasion (39% of total beverage consumption) and TCCC share is 7%

2. Socialising out of home is #3 occasion (13% of total beverage consumption) and TCCC share is 9%

3. Category permissibility with shoppers is the entry point to improve incidence and frequency

4. Leverage portfolio of brands to maximise user base (adults aged 30-49 are 31% of Italian population)

Grow Sparkling per capita (Italy per cap is 91 vs EU average of 141)1

1. Become a significant player in water and improve the profitability

2. Re-launch RTD Tea business to become a strong #3 player in volume and #2 in value

3. Create a dedicated business model to drive volume and value in small profitable categories and innovation

Gain share in Still Beverages (currently 4%)

1 Consumption per capita per annum of TCCC sparkling soft drinks

Our success comes when we have

26

LOVED BRANDS

FROM A TRUSTED COMPANY

IN A RELEVANT CATEGORY

Entrenched in Italian society

27

Sharing the passion for football Own the summer: Say it with Coke and a song

Reasons to Believe Crazy for Good

Leverage our Flavours sparkling portfolio to gain new consumers Restart advertising behind Lilia

And the ‘At Home with Food’ occasion

28

Point of Sale Activations Extrinsic POS Visuals Intrinsic POS Visuals

Family Couple Friends

POS: Point of sale

Coke Regular, Coke Zero & Coke Light Execution Coke TM Asset in-store activation

With dedicated programmes for Coke Zero & Light…

29

Double-digit growth through recruitment

Targeting women with fashion

SMALLER PACKS FOR EVERYONE

Ensuring Category Acceptance

30

MORE CHOICE FOR EVERY LIFESTYLE

WE ENCOURAGE THE PASSION IN SPORT. SINCE ALWAYS.

4 Commitments of Coca-Cola with Italians

INFORMATION FRONT OF PACK and responsible communication policy

From a trusted company

31

Participation in EXPO to support the Refresh 2020 commitments

Coca-Cola Cup promotes active healthy lifestyle in Italian schools

2,806 schools 330,000 students

Commitment to the environment Supporting local communities and the

economy

Coca-Cola has an Italian Heart

Package innovation Decreasing our footprint yoy

Our enablers

32

•Aligned System vision

• Increased marketing investment

•Up to date and relevant marketing

approach

• Joint scorecard

• Monthly review between country teams

• Quarterly review with Regional Teams / BU

• TCCC: Demand Creation

• CCH: Demand Delivery

Sotiris Yannopoulos

General Manager, Italy

Capturing the opportunity

Our reference point is our Strategic Framework

34

Based on that we have a clear Job Ticket for Italy

Grow Per Capita & Share while defending profit

GET BACK TO GROWTH

Create Demand with: • Permissibility • Relevance

1 TAKE CHARGE

Deliver Demand with:

• Best-In-Class Execution • Customer Service

2 WIN TOGETHER

Increase Productivity with: • Governance & Control

• Engaged Talent

3

35

Get back to growth

Get Back to Growth elements

37

Drive per capita consumption and share of MyCoke

Grow market share in SSD premium flavours

Revamp Water business profitably

Claim our fair share position in RTD Tea

Sparkling Beverages

Still Beverages

We have a strong market share position in SSDs

Source: Internal estimates based on CANADEAN & Market Sizes

+5.3pts

CAGR ‘08-’13 CAGR ‘08-’13

38

Growth drivers for SSDs

39 Source: TCCC syndicated researches

•70% of beverages consumption is water (2nd highest in Europe)

• Low SSDs per capita despite highest brand love

• SSDs are more profitable than Water for retailers

• 39% of beverages consumption is with meals - MyCoke share with meals is only 7% • Socialising Out of Home is the #3 occasion with 13% of consumption

” My Coke share in socialising is only 9%

• Italian population is ageing

• Adult Flavours (tonic, lemonades, bitter) are the only growing segments

Creating Demand with focused initiatives

40

REFRESH 2020 COCA-COLA CUP

MEALS SOCIALISING

ASSET EXPLOITATION

OBPPC: Occasion-Brand-Pack-Price-Channel

Enabled with a focused and segmented OBPPC strategy

Our OBPPC supports our strategy to increase consumption

Modern Trade: the right sizes & recommended prices to meet all shopper needs and basket types

Implementation The right pack, in the right zone

Meets all shopper needs and creates value

Entry

Frequency

Upsize

Upscale

Pet 1L 1.25 € 1.25/lt

Pet 1.75L 1.89 € 1.08/lt

Can 0.33x6 3.49 € 1.76/lt

Pet 1.5L x 2 3.19 € 1.06/lt

Pet 1.5L x 4 5.99 € 0.99/lt

Pet 0.5L x 4 3.65 € 1.82/lt

Can 0.15x12 4.99 € 2.77/lt

UPSIZE ZONE

1. Promotional Main Hall

2. Promotional Area

INCIDENCE ZONE

1. Dairy NEW

2. Water Section

3. Check-out&cooler

4. Bakery

FREQUENCY ZONE

1. Cheese&Cold Cuts (Counter)

2. Ready Meals

3. Fruit & Vegetables

4. Pasta

UPSCALE ZONE

1. Cookies&Snacks

2. Juices for Minican

3. Check-out

4. Spirits NEW

+1 zone Vs py

+1 zone Vs py

1L 0.50L

1.75L 6x0.33L

2x1.5L 4x1.5L

12x0.15L 4x0.5L

RSP €/lt

All

pri

ces

are

RE

CO

MM

EN

DE

D.P

rici

ng

de

cisi

on

are

at

sole

dis

cre

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n o

f th

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eta

iler

41

Delivering demand in Modern Trade flawlessly

42

• Extra Displays: right packs in the right zones

•Claims & POS materials

Mo

de

rn T

rad

e k

ey

pil

lars

• Permanent COMBO deals

• Co-marketing with food

• Coke Regular, Zero & Light in-store activation

• Big & impactful Extra Displays

KB

Is • Quarterly Household Penetration, focus Female 30+

• Basket Incidence, focus Small Baskets

• Total Volume on Extra-Display

As well as in Fragmented Trade

43

• 3-pack strategy activation (quick stop, meals, on the go)

• Glass bottle conversion & distribution

Fra

gm

en

ted

Tra

de

ke

y p

illa

rs

• Permanent ‚meal‛ solutions

•Dedicated point of sale materials (Menu boards, etc)

• Dedicated Artwork

• Coolers Visibility & Quality

KB

Is • Coke incidence with meals

• 3-packs & Glass distribution

• Coke incidence in Socializing occasion

Leveraging our portfolio to excite teens

New Teens advertising campaign

Local asset exploitation

Back to advertising support

NBA asset exploitation

44

Leveraging our portfolio to win with adults

45

Capitalise Fanta Lemon success

• Doubled volume in 2013 • +6 share points in Lemonades • +0.2 share points in SSDs • Won ‘Product of the Year’ Award

Brand relevance with Kinley

• Population is ageing • Launch of Kinley in 2013 • Opportunity to more than triple the

business in five years • Advertising support

‘Pro

du

ct of th

e y

ear’ is a co

nsu

me

r award

issue

d e

ve

ry y

ear b

y

con

sum

er A

ssociatio

n s w

orld

wid

e (3

5 co

un

tries)

Playing to win market share with Flavours

46

• Dedicated Assets exploitation in Extra Displays

• ‘Rainbow’ ED with MyCoke

De

ma

nd

De

liv

ery

ke

y p

illa

rs

• NBA Asset exploitation in store

• Extra Displays with Fanta

• Glass exploitation

• Availability and Visibility

KB

Is • Share on Extra-Display

• Users base

• Volume Share

Working with our retailers

47

• Lower cost of doing business

• Higher EBITDA for the point of sale

Driven by

Premiumness Higher sales rate Value added services

Source: DPP Carrefour, BAIN 2013; Internal estimate based on ad-hoc test

1400€ Margin/pos

+1000€ vs. leading

candies

+900€ vs. crisps

+600€ vs.

chocolate

+500€ vs. leading

crisps

Moving into Water

CAGR ‘08-’13

CAGR ‘08-’13

48 Source: Internal estimates based on CANADEAN & Market Sizes

Addressing brand equity, availability and sustainability in Water

49 Source: TCCC syndicated researches

to build and sustain brand equity

to drive distribution with customers

to drive product sustainability

Building a national brand with Lilia

50

CONTINUOUS MEDIA SUPPORT

PACK INNOVATION

Plant Bottle, up to 30% from plants

3.5m € / year - Highest ever Share of Voice

6th biggest investor in the

Water category

NEW POSITIONING

‘Lilia, a simple choice that matters’

LILIAA SIMPLE CHOICE

THAT MATTERS

Recovering profit with value and cost efficiency, while improving execution

51

• Increased availability (Distribution in Modern Trade from 34% to 65%)

• Highest ever number of points of sale activated

De

ma

nd

De

liv

ery

ke

y p

illa

rs

• Command better value: Retail sales price index

from 72 to 90 vs. average

• Focus on single-serve and HoReCa (0.5 liter in HoReCa is the most profitable water SKU)

• Light Weighting (Best in Class)

- Short neck finish - New Squared Bottle 1.5l

• Zero touch logistics

KB

Is • Distribution in Modern Trade

• Number of points of sale activated

• Single-serve availability in Fragmented Trade

90 92 85

-

30

60

90

2003 2008 2013

10671228

960

0

500

1000

1500

2003 2008 2013

Ample room for market share gains in RTD Tea

12.7%5.8%

2003 2013

Our Vol. Share (RTD Tea)

-6.9pts

CAGR ‘08-’13

CAGR ’08-’13

52

RTD Tea Volume Sales (MUC) RTD Tea Retail Value Sales (M€)

Source: Internal estimates based on CANADEAN & Market Sizes

Driving growth in RTD Tea with relevant taste, brand equity and availability

53 Source: TCCC syndicated researches

to build & sustain Brand equity

Infused formulas = 40% of volumes and growing

Brand Leader = Estathé, 7m€ / year

Lemon & Peach flavours = 90% of market

Full distribution and in-store activation

• A sip of freedom • 5 m€ investment

A new and relevant proposition for Italians

PRODUCT FORMULATION

• New infused Tea formula with lemon and peach

NEW PREMIUM POSITIONING

54

Delivering results with the right execution

55

• Increased distribution (Modern Trade target from 45% to 85%)

De

ma

nd

De

liv

ery

ke

y p

illa

rs

• Step up in-store presence through in-store promotions, extra-displays, leaflets, trade kits, point of sale material (posters, rotairs, etc)

• Relevant line-up to meet shopper & consumer needs

KB

Is

• Distribution in Modern Trade & Normal Trade

• Number of stores activated

45

85

WD

45

85

WD

Enrico Galasso

National Sales Director

Take charge

Creating value for our customers We are Italy’s #1 Beverage Supplier

We understand the customer strategies and

tailor our plans for our Key Accounts to meet

their needs

We have shopper insights that drive our

OBPPC and plans

Our best-in-class sales force provides our customers with services at the point of sale and unparalleled brand activation

Our route-to-market fits the Italian trade landscape

57

JVC: Joint Value Creation; OBPPC: Occasion-Brand-Pack-Price-Channel; RED: Right Execution Daily; RTM: Route To Market

Driving customer satisfaction through Joint Value Creation (JVC)

58

‘BeverageWorld’ Category reinvention at

Up to 440 POS activated in 2014

‘On Shelf Availability’

Out of Stock reduction Store based action plan

Top to Top Routines with all customers

Step-changed execution

FC RED Score

Number of Extra Displays (,000)

59 RED: Right Execution Daily is our holistic KBI measuring execution excellence

Italian trade landscape drives our Route-to-Market strategy

• Multifunctional customer teams

• Strong national and regional customer management focus

• Multi-level interface with customers

• Tailored Joint Value Creation programs

Less concentrated trade vs. rest of Europe with strong regional focus

Weight of Top 3 retailers

So

urc

e:N

iels

en

20

12

RTM reflects opportunities of specific Channel structure

• Direct Sales and Wholesaler management capabilities in place

• Partnership with wholesalers

• Segmented approach to outlets coverage and activation

Mo

de

rn T

rad

e

Fra

gm

en

ted

Tra

de

Food & Bev Producers sell-in (20 Bn €)

Direct Sales Intermediaries

WHS C&C GDO

IC Channels (Day Time Bar, Restaurants, etc)

18% 57% 16% 8%

60

Excellent sales and execution capability

61

• OBPPC and RED

• Sales and negotiation

• Shopper Insights and Category Management

• Revenue Growth Management

• Financial basics

• Project management

Win together

We work across all areas to be #1 in cost leadership

63

SLE (System Line Efficiency) & productivity

Energy cost

Production network review

Logistics network review

Plant warehouse outsourcing

Customer collaboration & service level (DIFOTAI)

Total inventory days

Forecast accuracy

2.5pp reduction*

* Supply Chain cost reduction as % of net sales revenue over three years (2010-2013)

We have optimised our supply chain network

64

Opportunities to address

- Network complexity

- Leverage the size of our plants

- Asset utilisation

- Reduce fixed cost

- High speed line

20

12

20

14

Core production

network

5

PLANTS

Core production

network

3

PLANTS

What we have executed

- 3 plants near the biggest demand areas

- No plant under 40 M UC

- +10 % on asset utilisation

- New high speed line in Nogara

High speed of implementation

14 months

17.4%

2010

18.3%

2013 2010 2013

96.2%

90.0%

-90 bps

+620bps

Service Level (DIFOTAI 2) Supply chain cost 1 % NSR

Improving competitiveness and better service to customers

65

1 Supply Chain cost: Production Overheads+Warehousing+Distribution+Haulage 2 DIFOTAI: Delivered in full on time accurately invoiced

Taking full charge of our operating expenses

66

Standardisation Integration Business knowledge

Cost leadership Accountability efficiency Lean organisation

Discipline Efficiency Partnership Focus on business

2.1pp reduction*

* Reduction in operating expenses as a % of net sales revenue over three years (2013 vs. 2010)

22% reduction in working capital

2013 vs. 2010

Contributing to our Zero Working Capital journey

67

-Product rationalisation -Forecast accuracy

Generating significant Cash Flow

68

0.32 € per UC sold

from operations last 3 years

290m€

To CCHBC Group

0.19 € (60%)

Investments for growth

0.13 € (40%)

173m€

117m€

Becoming a source of good for the local communities

69

Developing internal talent

70

• Management trainee program

• Talent acquisition program

• Internal promotions

Fuel leadership pipeline at all layers

Key Positions covered by Key People (KPe/KPo)

Make our managers talent builders

• Fast Forward program

• Performance Management and Development process

• Individual Development Plans (IDP)

• KBIs in country scorecard

• KPe/KPo and IDP completion as incentivised objective in MBOs for senior leaders

• Our KPe/KPo grew by 21%

• Successors rate to KPo grew by 10%

Engaged and values driven people

71

2012 2013

70%

58%

+12%

2012 2013

67%

61%

+6%

External endorsement

72

World’s largest employer branding online survey (7,000 respondents aged 16-65; 150 largest companies assessed)

Award for FINANCIAL STRENGTH

We are ready to step up

73

As the external environment gets better

Closing remarks

75

Trading conditions Looking ahead

Underlying trading environment continues to be challenging

First quarter was weak due to timing of Easter and liquidity constraints in the market

Good trading during Easter and in May, recouping some of the volume lost in the first quarter

Profitable and sustainable growth through a

combination of economic recovery and our efforts

Q&A