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2006 ANNUAL REPORT BUSINESS DESCRIPTION We Are the World’S Largest Marketer, Producer, and Distributor of Coca-Cola Products

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2006 ANNUAL REPORT BUSINESS DESCRIPTION We Are the World’S Largest Marketer, Producer, and Distributor of Coca-Cola Products 2006 ANNUAL REPORT BUSINESS DESCRIPTION We are the world’s largest marketer, producer, and distributor of Coca-Cola products. In 2006, we distributed more than 2 billion physical cases of our products, or 42 billion bottles and cans, representing 19 percent of The Coca-Cola Company’s worldwide volume. We operate in 46 U.S. states and Canada; our territory encompasses approximately 81 percent of the North American population. In addition, we are the exclusive Coca-Cola bottler for all of Belgium, continental France, Great Britain, Luxembourg, Monaco, and the Netherlands. We employ 74,000 people, operate 444 facilities, 55,000 vehicles, and 2.4 million vending machines, beverage dispensers, and coolers. Our stock is traded on the New York Stock Exchange under the “CCE” symbol. TABLE OF CONTENTS Financial Highlights…fold-out Letter to Our Shareowners…1 A Case For Change…5 Financials…25 Shareowner Information…Inside Back Cover TERRITORIES OF OPERATION CANADA 3 Market Units 34 Sales Centers MIDWEST 6 Market Units 59 Sales Centers GREAT LAKES 6 Market Units 39 Sales Centers NORTHEAST 7 Market Units 46 Sales Centers WEST 9 Market Units 46 Sales Centers SOUTHEAST 8 Market Units 55 Sales Centers SOUTHWEST 6 Market Units 41 Sales Centers COCA-COLA ENTERPRISES AT-A-GLANCE GEOGRAPHIC CASE DISTRIBUTION BRAND MIX 42 billion bottles and cans, or 2 billion physical cases NORTH AMERICA 6% 8% 9% 24% 57% 26% 70% GREAT BRITAIN THE NETHERLANDS QUnited States QEurope QCanada QCoca-Cola Trademark QSoft Drink Flavors/Energy BELGIUM QSports Drinks/Juices/Teas QWater LUXEMBOURG EUROPE EUROPEAN CASE DISTRIBUTION BRAND MIX 9 billion bottles and cans, or 480 million physical cases EUROPE FRANCE 3% 10% 10% 18% 46% 19% 68% 26% QGreat Britain QFrance QCoca-Cola Trademark QSoft Drink Flavors/Energy QBelgiumlLuxembourg QThe Netherlands QSports Drinks/Juices/Teas QWater FINANCIAL HIGHLIGHTS Coca-Cola Enterprises Inc. (in millions except per share data) 2006 2005 2004 2003 As Reported Net Operating Revenue $ 19,804 $ 18,743 $ 18,190 $ 17,330 Operating (Loss) Income $ (1,495) $ 1,431 $ 1,436 $ 1,577 Net (Loss) Income to Common Shareowners $ (1,143) $ 514 $ 596 $ 674 Diluted (Loss) Earnings per Common Share(a) $ (2.41) $ 1.08 $ 1.26 $ 1.46 Total Market Value(b) $ 9,795 $ 9,083 $ 9,792 $ 9,967 (a) Per share data calculated prior to rounding into millions. (b) As of December 31, based on common shares issued and outstanding. PER CAPITA POPULATION CONSUMPTION (a) EMPLOYEES FACILITIES (b) North American Territories 265M 298 64,000 396 European Territories 147M 172 10,000 48 Total Company 412M 253 74,000 444 (a) Number of 8-ounce servings consumed per person per year. (b) Facilities include 18 production, 12 distribution, 320 sales/distribution, and 46 combination sales and production plants in North America, and 3 production plants, 33 sales/distribution, and 12 combination plants in Europe. Letter to Our Shareowners John F. Brock President and Chief Executive Officer A CASE FOR CHANGE In early 2006, I was honored by the confidence of this company’s will allow us to achieve greater overall performance and consis- board of directors as they named me Coca-Cola Enterprises’ tency in our financial results. president and chief executive officer. It is truly a privilege to lead This growth and consistency are imperative if CCE is to this great company and its outstanding people. achieve our most important goal: driving shareowner value. Since assuming the position in May, I have talked and Ultimately, achieving this objective requires fulfilling our vision met with literally thousands of our employees throughout our for this company: to be the best beverage sales and customer company, listening to their ideas and concerns while learning service company. Reaching this vision will require a total, dedi- first hand of their optimism for CCE and our business. I also cated effort from every level of our company and world-class shared their excitement as our company celebrated its 20th capabilities in revenue growth management, sales and cus- anniversary, and was inspired by their pride in working for tomer service, and supply chain management. Coca-Cola Enterprises. To guide this effort, our leadership team has identified This period of discovery has confirmed my long-held three strategic priorities: respect for CCE, formed during my more than 20 years in the • Strengthen our brand portfolio by growing the value of our beverage business as a customer of the company, a competitor, existing brands and significantly expand our product portfolio; and an industry partner. As I worked with and competed • Transform our go-to-market model and improve efficiency with CCE, I recognized that CCE is the standard-bearer for and effectiveness; the world’s greatest brand, Coca-Cola, in two of the most • Establish a winning, inclusive culture as we attract, develop, important markets in the world, North America and Europe. and retain a talented, diverse workforce. Today, looking at CCE from the inside, it is even clearer that As we work toward our vision for CCE, these priorities the benefits of the Coca-Cola brand represent a tremendous will drive our decisions and actions in the months and years asset and competitive advantage, strengthened by the talent ahead. In fact, we have already started the important work of and dedication of CCE people. integrating them into our day-to-day operations. We have an exceptional organization with powerful scale and reach. Every day, we directly interact with millions of cus- A Strategic Priority: tomers who benefit from our extraordinary brands, unmatched Strengthen Our Brand Portfolio distribution system, and the skills and talents of our people. Amid the constant discussion of the many challenges we face These employees, with the right tools and strategies, create a in our business today, it is extremely important to remember team that will consistently deliver the highest possible levels of that we work in a growing industry. In fact, we expect the non- day-to-day execution in the marketplace. This commanding com- alcoholic ready-to-drink category in North America to grow an bination gives me great optimism as we make strategic, long-term average of 2½ percent over the next three years, and, in Europe, business improvements that will allow us to excel in a dynamic, we expect even stronger overall category growth. changing market environment. Long term, these improvements 1 Letter to Our Shareowners This growth represents a clear opportunity, but if we are However, shifts in consumer demand for increasingly to seize our share – more than our share – we must carefully specialized products, coupled with a rapidly evolving retail adjust our product portfolio to match the sources of that environment, have created new distribution realities that we growth. Our portfolio remains heavily dependent on carbonated cannot ignore. The proliferation of brands, packages, and soft drinks (CSDs); however, over the next five years, a huge products demands that we take a fresh look at how we bring portion of volume growth in the nonalcoholic ready-to-drink each of our products to market. For example, the number of category will come from water, teas and coffees, and other SKUs in our system has grown more than 50 percent since 2000. noncarbonated beverages. As a result, it is imperative that we find the best, most efficient This dichotomy creates a significant challenge. Carbonated distribution channel for each brand and package while meeting beverages remain highly profitable and vital to our company; in customer needs. fact, our brands constitute the strongest CSD portfolio in the We have already moved forward in testing and implementing world. The answer is to seek ways to improve the growth potential new delivery opportunities, challenging old norms and seeking of our CSD portfolio while strategically broadening our presence new ways to improve distribution. Last year, we began distribution in faster-growing beverage groups. This tests with Wal-Mart and Valero, a large requires building a strong market position in convenience store operator. These projects every beverage category in which we choose “…Creating enduring growth demonstrate our commitment to evolv- to compete, with a number one or strong requires fulfilling our vision ing our go-to-market model to meet the number two market share. Achieving this for this company: to be the demands of a changing marketplace. Over goal is a difficult, challenging proposition best beverage sales and time, distribution innovation offers signifi- but an achievable one, given our resources cant potential, and we will continue to seek customer service company.” and renewed focus. opportunities that make sense for our We will reach this leadership posi- customers and for CCE, even as we remain tion by leveraging the strength of our powerful partnership committed to DSD for a majority of our products. with The Coca-Cola Company, which shares our dedication to As we refine DSD, we also will seek to drive improved product portfolio expansion and to competing more fully for efficiency and effectiveness in a variety of ways. Perhaps our every beverage purchase. We have established a clear pro- most important opportunity is to drive greater consistency in cess to identify new opportunities and to develop or acquire the our operations, regardless of geography. The CCE of today was brands and products needed to respond to those created through a series of acquisitions and mergers, bringing opportunities. together bottlers that shared a commitment to the basic ele- The Coca-Cola Company demonstrated its commitment ments of success in our business: superior customer service early in 2007 with the announcement that it would acquire and unequaled marketplace execution. By design, we operated FUZE Beverages LLC, a maker of enhanced juices and teas. these bottlers as decentralized, local businesses with a variety This acquisition supports other innovation in the growing tea of operating practices and strategies, many of which continue category, such as the expanded Nestea line, the new Enviga to influence our day-to-day business.
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