COCA-COLA EUROPEAN PARTNERS plc (Form: 20-F, Received: 03/14/2019 08:22:06)

COCA‑COLA EUROPEAN PARTNERS PLC GREAT BEVERAGES GREAT SERVICE 2018 INTEGRATED REPORT AND FORM 20-F GREAT PEOPLE COCA‑COLA EUROPEAN PARTNERS PLC 2018 INTEGRATED REPORT AND FORM 20-F

Coca-Cola European Partners is the world’s largest independent Coca-Cola bottler by revenue. Our people make, sell and distribute the world’s best loved drinks across 13 countries in Western Europe. In two years, we’ve enhanced our position as a leader in one of the largest consumer goods sectors in some of Europe’s most signiﬁcant markets. Today, with a strong foundation in place, we’re ready to take the next step in our journey. Our business environment is changing – and we need to change too. By LEARN ABOUT WHAT WE DO ON PAGES 6-7 READ ABOUT OUR SUSTAINABILITY ACTION increasing our focus on our customers’ PLAN, THIS IS FORWARD, ON PAGES 30-39 needs, evolving our portfolio in line SEE OUR REPORT ONLINE AT IR.CCEP.COM/FINANCIAL-REPORTS/ with changing consumer needs ANNUAL-REPORTS and tastes, and taking action on None of the websites referred to in this Annual Report on Form 20-F for the year sustainability, we’re paving the way ended 31 December 2018 (the Form 20-F), including where a link is provided, nor any for long-term, sustainable growth and of the information contained on such websites, are incorporated by reference in shared value creation. the Form 20-F. OUR REPORT Governance & Directors’ Report Financial Statements 48 Chairman’s Introduction 94 Independent Auditor’s Reports Strategic Report 49 Board of Directors 104 Consolidated Financial Statements 2 Our Portfolio 50 Directors’ Biographies 109 Notes to the Consolidated Financial 4 Our Operations 55 Senior Management Statements 6 What We Do 57 Corporate Governance Report 151 Company Financial Statements 8 A Conversation with our Chairman 67 Nomination Committee Chairman’s 153 Notes to the Company Financial and CEO Letter Statements 12 Responding to a Changing Landscape 68 Nomination Committee Report 14 Our Strategy 70 Audit Committee Chairman’s Letter Other Information 16 Business Model 71 Audit Committee Report 162 Risk Factors 18 Our People 76 Directors’ Remuneration Report 169 Other Group Information 20 Operating with Integrity 76 Statement from the Remuneration 188 Form 20-F Table of Cross References 22 Business and Financial Review Committee Chairman 190 Exhibits 30 Action on Sustainability – 78 Overview of the Remuneration 192 Glossary This is Forward Policy 195 Useful Addresses 40 Principal Risks 79 Remuneration at a Glance 196 Forward Looking Statements 44 Viability Statement 80 Annual Report on Remuneration 45 Section 172 Statement from the 88 Directors’ Report Directors 91 Directors’ Responsibilities Statement

PERFORMANCE INDICATORS REPORT STRATEGIC FINANCIAL 2018 2017 REVENUE OPERATING PROFIT ON A COMPARABLE BASIS* 11.5 1.6 €11.5BN 11.1 €1.6BN 1.5 REPORT DIRECTORS’ & GOVERNANCE DILUTED EARNINGS PER SHARE FREE CASH FLOW* ON A COMPARABLE BASIS* 2.30 1.13 €2.30 2.12 €1.1BN 1.04 FINANCIAL STATEMENTS FINANCIAL * Please refer to Business and Financial ROIC* (%) Review on page 22 for deﬁnition and reconciliation of non-GAAP ﬁgures to 9.9 GAAP ﬁgures. 9.9% 9.0 OTHER INFORMATION OTHER OPERATIONAL 2018 2017 % PET FROM RECYCLED PET % SUGAR REDUCTION IN OUR SOFT DRINKS SINCE 2015 27.6 11.1 27.6% 24.6 11.1% 4.2 LOST TIME INCIDENT RATE WATER USE RATIO (NUMBER PER 100 FULL TIME (LITRES OF WATER/LITRE EQUIVALENT EMPLOYEES) OF PRODUCT PRODUCED) 1.14 1.61 1.14 1.23 1.61 1.61 For more about our sustainability ENERGY USE RATIO commitments and progress, see pages 30 to 39 (MJ/LITRE OF PRODUCT PRODUCED) 0.317 0.317 0.320 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 1

OUR PORTFOLIO From Coca-Cola trademark soft drinks to organic teas and plant-based beverages, we offer some of the world’s most popular drinks. Our portfolio is evolving to provide drinks for every taste and occasion – with or without sugar. 2018 BRAND CATEGORY VOLUME (ROUNDED)(A) 7.0% WATER JUICES, ISOTONICS 7.5% AND OTHER SPARKLING 22.5% FLAVOURS AND ENERGY SPARKLING – THE WORLD’S BEST-LOVED SOFT DRINKS AND MIXERS. Our range of sparkling soft drinks includes iconic brands such as our trademark COCA-COLA 63.0% Coca-Cola drinks (including Diet and Light TRADEMARK versions) as well as Fanta and Sprite. Coca-Cola Zero Sugar is one of our fastest growing products. We’re expanding our sparkling range with new ﬂ avours for old favourites. Regional products – like Mezzo Mix in Germany – continue to be popular. This category includes our growing portfolio of adult mixers, led by Schweppes(B), Royal Bliss and Fïnley. (A) We report comparable volumes for our Coca-Cola trademark drinks; sparkling ﬂ avours and energy drinks; juices, isotonics and other drinks; and our water brands. As our portfolio evolves and expands we’re also developing ready to drink tea and coffee and plant-based beverages to appeal to new groups of consumers. (B) In Great Britain only. 2 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC ENERGY – WATER – FOR SOME EXTRA STILL, SPARKLING, GET UP AND GO. FLAVOURED, REPORT DIRECTORS’ & GOVERNANCE The popularity of our energy drinks continues to grow. We’re broadening DISTILLED. the range of Monster drinks we produce, and appealing to a wider range of Our waters are the perfect choice consumers with brands like Relentless. for consumers on the move, out and about and in the gym. We’re continuing to expand the presence of GLACÉAU Smartwater across our territories, STATEMENTS FINANCIAL while supporting local favourites like Vio and Chaudfontaine. OTHER INFORMATION OTHER READY TO DRINK JUICES AND OTHER TEAS, COFFEES FRUIT-BASED AND PLANT-BASED DRINKS IN A RANGE DRINKS. OF FLAVOURS. Launched in 2018, Fuze Tea is already As our portfolio evolves, we’re expanding among the top three most popular ready the range of juice drinks we offer. Oasis to drink teas in most of our markets, continues to be popular, while Capri-Sun according to data from Nielsen. We also is now available with new fl avours. launched our fi rst ever range of premium Under the Honest brand, we offer Honest ready to drink cold coffee products with Kids fruit drinks. In 2018, The Coca-Cola the introduction of Honest Coffee (Latte Company acquired Tropico, which will and Mocha). enhance our juice product range in Belgium, France and Luxembourg. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 3

OUR OPERATIONS Iceland We are around 23,300 people servicing customers in one million outlets across 13 countries in Western Europe. We are a European business and we invest, employ, manufacture and distribute locally, maintaining a strong commitment to the wellbeing of our communities. Our success is built on three pillars: great beverages, 14.2BN litres of our brands great service and great people. sold annually READ MORE ABOUT HOW WE ARE RESPONDING TO A CHANGING LANDSCAPE ON PAGE 12 Around 23,300 employees 300M consumers 47 manufacturing sites 5 markets in which 27.6% we support the of the PET we used Special Olympics – in 2018 was from the world’s largest sports organisation for recycled PET children and adults with intellectual disabilities 4 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

100% of the electricity we 100% purchased in 2018 was electric vehicle REPORT STRATEGIC from renewable sources ﬂeet for 100 sales representatives and installation of 176 charging points at the HQ in Norway Norway Sweden GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE 66% of our sales in Great Britain STATEMENTS FINANCIAL were low or no calorie in 2018 Great Britain INFORMATION OTHER Netherlands We serve Germany Belgium €10M Luxembourg of a €19m investment in a new 1M reﬁllable glass customer bottle line in Socx, outlets France We announced a France 65 €27.9M years since the ﬁrst investment in a new bottling contract can line at our site in was signed in Spain Monaco Ghent, Belgium Andorra Portugal Spain Canary Islands Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 5

WHAT WE DO We create long-term sustainable value by making, selling and distributing the world’s most loved drinks and striving to deliver excellent service to our customers. Our success is driven by our culture and the passion and commitment of our employees. MAKE GREAT SEE OUR BUSINESS MODEL ON PAGES 16-17 TASTING DRINKS SEE OUR THIS IS FORWARD STRATEGY ON PAGES 30-31 Our manufacturing sites make and bottle our wide range of drinks. We’re continuously improving our manufacturing sites and investing in new technologies to make them more efﬁcient and safer for our employees. Approximately 92% of the drinks we sell are produced in the country in which they are consumed. WORK WITH TCCC AND OTHER FRANCHISORS SOURCE RAW The Coca-Cola Company (TCCC) and other franchisors make and MATERIALS sell concentrates, beverage bases We use ingredients such as water, and syrups, own the brands and sugar beet, coffee, juices and syrup are responsible for consumer to make our drinks. We also rely on brand marketing. materials like glass, aluminium, We license these brands and PET, pulp and paper to make our purchase the concentrates, packaging. We require all our beverage bases and syrups to suppliers to meet strict targets make, sell and distribute packaged around workplace policies and beverages to our customers and practices, health and safety, ethics vending partners. and human rights, environmental protection and business integrity. 6 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC WORK CLOSELY WITH CUSTOMERS WHO SELL TO CONSUMERS REPORT DIRECTORS’ & GOVERNANCE Our 6,000 strong sales force works with a huge range of customers – from small local shops, supermarkets and wholesalers to restaurants, bars and sports stadiums – so consumers can DISTRIBUTE TO enjoy one of our great products wherever they are and whenever they want. We OUR CUSTOMERS also provide coolers and supply vending machines so people can find our drinks STATEMENTS FINANCIAL We distribute our products to on the go. customers and vending partners by locating our manufacturing sites near to customers and working closely with logistics partners. OTHER INFORMATION OTHER WORK WITH PARTNERS, AIMING TO COLLECT 100% OF OUR PACKAGING Although the vast majority of our bottles and cans are recyclable, they don’t always end up being recycled. That needs to change. We’re determined to lead the way towards a circular economy where 100% of our packaging is collected, reused or recycled, so that none of it ends up as litter or in the oceans. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 7

A CONVERSATION WITH OUR CHAIRMAN AND CEO WINNING TODAY, TO WIN TOMORROW “ BUILDING ON OUR CURRENT MOMENTUM AND FOCUSING ON THE OPPORTUNITIES AHEAD, WE CAN WIN TODAY TO WIN TOMORROW.” Sol Daurella, Chairman Damian Gammell, Chief Executive Ofﬁcer 8 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC WINNING TODAY, REPORT DIRECTORS’ & GOVERNANCE FINANCIAL STATEMENTS FINANCIAL TO WIN TOMORROW INFORMATION OTHER Our journey since the Merger Together with TCCC, we’ve taken a close look at what the long-term future holds for our industry, and developed | CCEP is a young company, but we’ve come a long way an ambitious but realistic vision for growth over the next since our formation just two years ago. We’re the largest 10 years. To realise this vision, we’re investing in core, independent Coca-Cola bottler by revenue, with a leading best in class capabilities that will support our growth and portfolio of brands supported by a sales force of over 6,000 set us apart to win. people in Europe. Our journey is just beginning, but I’m very proud of everything we’ve achieved so far, and of the passion Adapting to our changing consumer and customer and hard work our employees show every day. landscape will require a new mindset and different ways of working. We’re in a very exciting position. From the great Following the Merger, we focused on three objectives to get people who work at CCEP, to the experienced leadership us to where we are today. Firstly, we took some bold strategic and strategy we have in place, and our strong commitment decisions, resetting the base to focus on driving profitable to sustainability, I’m confident we can succeed. revenue growth. Secondly, we launched a programme of business integration to deliver Merger synergies. Thirdly, we identified long-term strategic opportunities, and began to Growth opportunity position ourselves to build for the future. We have delivered | It’s clear there’s a massive opportunity ahead of us. against these objectives, creating consistent revenue growth Between now and 2028, we believe there is an incremental and shared value for all our stakeholders. retail sales opportunity in our markets of €30 billion. As a But CCEP was always about a bigger and bolder vision than leader in the non-alcoholic ready to drink category across simply delivering the Merger. Now, with a strong platform in our territories, we’re in an ideal position to take advantage place, we’re ready to draw a line under the first chapter in our of this opportunity. story and move on to the next. Our long-term growth plan has two pillars: diversifying our portfolio and packaging, and transforming our route to market. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 9

A CONVERSATION WITH OUR CHAIRMAN AND CEO CONTINUED Diversifying our portfolio and packaging Mid-term objectives | Consumer habits are changing and the range of drinking | We announced our mid-term objectives at our analyst motivations and occasions is growing constantly. CCEP and and investor event in Germany in September 2018. We TCCC are well placed to respond. We’re investing in richer believe we can deliver low single digit revenue growth which consumer insights to help us understand these changes and we hope, alongside our ongoing focus on cost control and where we should focus our resources. productivity efﬁciencies, will translate into mid single digit operating proﬁt growth. We expect this will drive free cash For example, while we continue to support our core sparkling ﬂow of at least €1 billion per annum over the medium term. brands, we’re already diversifying our portfolio to include more non-sparkling drinks such as ready to drink teas, coffees and plant-based drinks. In 2018 we launched Impact of soft drink industry taxes Fuze Tea – a low-calorie, premium ice tea range that’s already the number three ready to drink tea in most of our | As part of our strategy to diversify our portfolio, we want markets, according to data from Nielsen. We expect 80% to offer an even greater choice of low and no sugar drinks. of growth in our industry to come from the non-sparkling We have reformulated many of our recipes to reduce sugar category over the next 10 years. across many of our brands, as well as making low and no sugar versions of our drinks easier to ﬁnd. Since 2015, we’ve We’re also responding to changing consumer attitudes to reduced the average sugar per litre in our soft drinks by packaging. The shift from large, weekly shopping for large 11.1%, exceeding our 10% target two years ahead of households, to smaller, more regular shopping for smaller schedule. In 2018, 45% of our sales came from low and no households is driving the popularity of our smaller packs. calorie drinks and in Belgium, Great Britain and Spain we Similarly, we’re responding to demand for more premium already meet our target of 50%. products with more small glass bottles. As well as responding to the needs of our communities and helping us adapt to the regulatory environment, this Transforming our route to market strategy is also creating value for our shareholders. For example, Coca-Cola Zero Sugar led growth in the portfolio, | As consumer behaviour changes, so do our customers. with volume increasing 11% in 2018. Historically our sector has viewed customers in two large groups – those who sell products for drinking at home, and those who sell products for drinking away from home. It’s Sustainability clear that model is outdated. | At CCEP, we want sustainability to underpin every We’re changing our business to reﬂect more diverse part of how we do business. In 2017, together with TCCC, customer segments. We’re using insights to be clear on the we launched This is Forward, our sustainability action plan. opportunity in each category, which consumers shop in Building on 10 years of focused work on sustainability, and those categories and which products we need to target for based on extensive stakeholder consultation, this ambitious each category. plan sets out three action areas on drinks, packaging and We expect to see growth across all our channels, particularly society, and three supporting actions on water, climate and away from home – an area where we are underrepresented supply chain, with a series of clear, measurable targets for today. This presents a big opportunity for us to gain market each of these areas. share and grow revenue. The importance of this plan to our long-term strategy is reﬂected in the structure of our annual report. This year, for the ﬁrst time, we have decided to release an integrated Investing to deliver report, with progress on our sustainability commitments | We invested signiﬁcantly in 2018 to make these plans a disclosed alongside our ﬁnancial performance. reality, and will continue to do so in 2019. We are: As with all areas of our business, our sustainability plan is • Harnessing market leading digital tools and technology so underpinned by a strong governance framework, with our employees can focus on what matters most – serving progress overseen by our Corporate Social Responsibility our customers. It’ll be easier and quicker for customers to (CSR) Committee. order our products, get support and grow their business in partnership with CCEP The insights of our stakeholders continue to play an integral • Adding new manufacturing lines and capabilities so we role in shaping our sustainability plan and we talk with them can produce a broader selection of drinks, in a wider regularly to ensure we understand their views and concerns. range of packs so our customers can attract new groups For example, in 2018 we held the second of our OPEN series of consumers of stakeholder discussions in the Netherlands. During the • Creating the best sales force, with bespoke teams for new event we talked about the progress we had made on each products and dedicated support for every type of customer of our This is Forward commitments and the challenges and opportunities we faced over the year. More than 600 Together, these investments will create a step change in the stakeholders took part in the event, including customers, experience we provide for our customers. We believe that our journalists, students and non-governmental organisations new consumer insights and customer segmentation will (NGOs). drive better long-term conversations with our customers and help our sales force be more effective in each customer visit. READ MORE ABOUT OUR SUSTAINABILITY PLAN AND OUR PROGRESS AGAINST OUR TARGETS ON PAGES 30-39 10 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Single use plastic As part of our commitment to diversity, we’ve pledged that 40% of management positions at CCEP will be | The world has a serious plastic waste problem and as held by women by 2025. In 2018, women held 35.6% a major producer of packaging we’re determined to play a of management positions. leading role in finding solutions. As part of our sustainability action plan we’ve made a number of commitments to reduce In November, to mark the first anniversary of our This is the impact of our packaging. In 2018, 27.6% of the PET we Forward action plan, we launched a new volunteering policy used to make our PET bottles was rPET and 98% of the that enables all CCEP employees to dedicate up to two REPORT STRATEGIC packaging we used was recyclable. paid working days a year to volunteer for a charity or cause of their choice. Plastic is a complex issue. On the one hand, far too much plastic packaging ends up as litter or in our oceans. On the To be a great company, we also need to conduct our other, plastic can be a highly sustainable packaging material business in the right way. That means acting with integrity that’s easy to recycle, with a lower carbon footprint than and accountability in all of our actions and business aluminium or glass. At CCEP, we believe the answer lies in relationships. Through our Code of Conduct, we ensure that building a circular economy, where 100% of our primary this mindset is ingrained throughout our culture at CCEP. packaging is collected and reused. We’re looking at ways to make closed loop recycling a reality by supporting well designed deposit return schemes and partnering with local What next? GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE household collection schemes, as well as investing in the | In two years we’ve established CCEP as a strong, rPET supply chain and PET reprocessing infrastructure. profitable business. Through our close alignment with TCCC, and thanks to our experienced leadership team and Board of In 2018, we also introduced a number of initiatives to reduce Directors, we’ve delivered consistent value for shareholders. single use plastic in our packaging. This included replacing shrink wrap with cardboard on our 10 x 15cl cans in Belgium, Now I’m excited to move onto the next phase of our journey. France, Germany, Luxembourg and the Netherlands. We are As we look forward to the next 10 years, I’m confident we also actively supporting anti-litter programmes across all have the right operating model for long-term growth, and our territories. the scale and talent to deliver it. By building on our current FINANCIAL STATEMENTS FINANCIAL momentum while focusing on the opportunities ahead, READ MORE ABOUT OUR PACKAGING COMMITMENTS I’m confident we can win today to win tomorrow. AND ACTIONS ON PAGE 33 Thank you Relationship with TCCC | None of this would be possible without the hard work | TCCC is much more than an important shareholder in and dedication of our employees across Western Europe. I’m CCEP. Both companies are closely aligned on strategy, INFORMATION OTHER consistently impressed by their expert local knowledge and sharing the same vision of where we’re going and how to get passion for our brands and our business. I’m grateful for all there. Over the past two years we’ve had to make some bold they do every day to serve our customers and communities. decisions to reset our business following the Merger, and TCCC has been very supportive in helping us take those I would also like to thank my fellow Directors for their decisions. For example, moving away from big promotions on contribution. In particular, I would like to thank J. Alexander our packs and adopting smaller, premium packs, which are M. Douglas, Jr and Francisco Ruiz de la Torre Esporrín, who now driving growth. We’re currently working closely with stepped down in March 2018, and Véronique Morali, who TCCC to decide on the right priorities to grow our share in the stepped down at the end of 2018. I was very pleased to non-alcoholic ready to drink space. welcome Francisco Crespo Benítez and Álvaro Gómez-Trénor Aguilar in March 2018 and Nathalie Gaveau from the start of 2019. Culture at CCEP | On behalf of both Sol and myself, I’d like to thank all | Although CCEP is a big business, in many ways we need of our shareholders and investors for their ongoing support. to act like a small business. To accelerate our performance We look forward to continuing our journey with all of our and adapt quickly to changing customer and consumer partners and stakeholders in 2019. expectations, it’s vital that we continue to nurture an entrepreneurial mentality. In 2018, we continued to invest in Sol Daurella, Chairman building the right culture at CCEP, with a focus on agile ways Damian Gammell, Chief Executive Officer of working and creating an ownership mindset where people feel empowered and confident to take appropriate risks and win together. Diversity is also critically important for our culture, and something that the Board and I personally feel very passionate about. I’m convinced that the more we foster a diverse and inclusive culture at CCEP, the more we will succeed as a business. We know that a wide diversity of views, cultural standpoints and experiences drives creativity and innovation, and keeps us better attuned to the needs of the customers and consumers we serve. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 11

RESPONDING TO A CHANGING LANDSCAPE From increasing demands for At CCEP, we have built a business model transparency to shifts in drinking that ensures we can adapt and thrive in habits, our business is being impacted this changing environment. by a range of major market trends. MACRO TRENDS DEMAND FOR CHANGING CUSTOMER TRANSPARENCY ENVIRONMENT As consumers become more health Our customer base is evolving quickly conscious, they’re asking for more through consolidation and the growing information about the drinks they importance of discounters and consume. At the same time, governments e-commerce. As consumer habits shift, and regulators are also demanding customer channels are also changing, increasing transparency from companies, with signiﬁcant growth in the away both through packaging labelling from home channel expected in and reporting. the years ahead. SUSTAINABILITY EVOLVING We are listening to feedback from our stakeholders and responding CONSUMER NEEDS to concerns from consumers, Consumers’ drinking motivations governments and and occasions are becoming more non-governmental organisations varied. Today, consumers want on key sustainability issues. different drinks to suit a range of Importantly, we are taking action moments and occasions, whether on these issues. These include it’s an indulgent treat, a pick me single use plastic, packaging up on the way to work or a drink and concerns about health as part of a healthy lifestyle. and obesity. DIGITAL LIFESTYLES As digital technology becomes ever more ingrained in consumers’ lives, shoppers are increasingly attracted to digital solutions that make the purchasing experience easier and more convenient. As a result, our customers are moving towards digital platforms and other technologies that meet and anticipate those needs. 12 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE CCEP’S RESPONSE DEMAND FOR CHANGING CUSTOMER TRANSPARENCY ENVIRONMENT STATEMENTS FINANCIAL We’re committed to providing clear, We’re making major investments in our transparent information about customer service model, improving the ingredients, nutrition and portion sizes way we segment our customers to align on our packaging, as well as on our more closely with consumer behaviour. website. We also publish information We’re also focused on increasing the about us and our performance through efﬁciency of our sales force by investing regular disclosures such as this report. in technology, particularly in the away INFORMATION OTHER from home channel. EVOLVING SUSTAINABILITY CONSUMER NEEDS Through our sustainability action plan, We’re diversifying our drinks portfolio and This is Forward, we’re taking action on the packaging. As well as reinvigorating our sustainability areas where we know we core drinks categories through product can have the most impact. This includes innovation and new recipes, we’re also aiming to collect all of our packaging and expanding our presence in exciting new reducing the sugar in our drinks. areas such as ready to drink organic teas and coffees. DIGITAL LIFESTYLES We’re working closely with our customers to share our insights into how digital technology is shaping consumer behaviour and blurring traditional sales channels. To reﬂect these changes, we’re also investing in technology to better serve our customers and employees, drive efﬁciencies and become a more digital ready business. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 13

OUR STRATEGY Our business decisions are guided for delivering our strategy, ensuring by ﬁve key strategic imperatives. we increase shareholder value return Together, they give us a framework over the long term. Our customers are at the heart of our business. We’re focused on creating long-term value for them through world class and CUSTOMER AND segmented execution. We do this by getting the right drinks in the right packs in the right place – and by being a company that’s easy EXECUTION CENTRIC to do business with. We’ll capture top line revenue growth opportunities by adapting to TOP LINE our changing market, and anticipating and meeting the evolving needs REVENUE GROWTH of customers and consumers. This will create sustainable value. We’ll be competitive in everything we do – in the market, our FUTURE cost base and our supply chain – investing in technologies and encouraging agile ways of working that will drive efﬁciencies COMPETITIVENESS across every part of our business. Our strategy is underpinned by This is Forward, our sustainability SUSTAINABILITY AND action plan. Through the plan, we’ll address key global sustainability issues where we know we can make a difference, STAKEHOLDER EQUITY in line with the priorities and concerns of our stakeholders. We’ll nurture a diverse, modern workplace where everyone’s experience is valued, and where people are empowered to succeed. Our culture is rooted in the entrepreneurial spirit that the ﬁrst CULTURE AND Coca-Cola bottlers in Europe embodied. This drives us to move quickly, have a passion for growth and a commitment CAPABILITY to our customers. We also strive to listen to, and care about, our stakeholders and their views. 14 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE We’ll transform our route to market, targeting the customer segments with the biggest opportunity for growth. We’ll also be more sophisticated in deciding which drink should be in which outlet to meet the need for speciﬁc occasions, particularly in STATEMENTS FINANCIAL the away from home environment. We’ll continue to put the right focus on value over volume, for example, through our small size premium packs. We’ll evolve our portfolio in line with what consumers want, offering great drinks INCREASED INFORMATION OTHER for every taste and occasion. And we’ll strengthen our presence in the growing away from home channel. SHAREHOLDER VALUE RETURN That includes accelerating our digital transformation, as well as optimising the way we work together across our business (for example, through our shared service centre). It also means enhancing our relationships with our supply chain partners to – DELIVER ON OUR GUIDANCE improve productivity and ﬂexibility. – DRIVE ORGANIC REVENUE & PROFIT GROWTH – ACCELERATE CASH GENERATION – DELEVERAGE – INVEST IN MARGIN That includes continuing to offer more choice and less sugar in our ENHANCING PROJECTS drinks, making sure our packaging doesn’t end up as litter or in the oceans, and being a force for good in our communities. – SEEK ATTRACTIVE INORGANIC GROWTH OPPORTUNITIES IN LINE WITH STRATEGY SEE OUR PERFORMANCE INDICATORS ON PAGE 1 We’ll continue to invest in building an inclusive culture and a safe, ethical working environment. We’ll also support our people by investing in tools and technologies, as well as programmes and initiatives that develop capabilities and talent. At all times we will act fairly and with integrity in our business relationships. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 15

BUSINESS MODEL Our stakeholders are part of our business and play a vital role in our success at every stage in our value chain. From the suppliers who provide our raw ingredients, to the communities where we operate and the employees who make and sell our products, we seek to work together with our stakeholders to grow sustainably. We engage with our stakeholders regularly to understand their views on the issues that matter most to them and how best to work together SOURCE RAW towards our common goals. By MATERIALS listening closely to our stakeholders, we ensure their insights shape our business strategy. This is Forward OUR SUPPLIERS Our stakeholders want us to address We work with a network of about 19,000 the social and environmental issues WORK WITH suppliers across our markets. They supply related to our business – including TCCC AND OTHER us with a wide range of commodities and the level of sugar in our drinks and services such as ingredients, packaging, the impact of our packaging on the FRANCHISORS energy, equipment, building and facilities, environment. Their insights on these ﬂeet and logistics services, sales and issues are the foundation of our marketing services, IT and telecoms sustainability action plan, This is and general administration. Forward, which was developed in consultation with our key stakeholders, How we engage consumers and employees across OUR Through our supplier relationship our markets. management process, our procurement teams engage regularly with suppliers Throughout the year we discuss FRANCHISORS so we can build long-term relationships our sustainability commitments We conduct our business primarily and work together on common and progress with our stakeholders, under agreements with TCCC objectives. This includes addressing ensuring that their priorities and a limited number of other key sustainability issues in areas such continue to be reﬂected in our franchisors. These agreements as reducing packaging waste and plan as it develops. generally give us the exclusive right responsible ingredient sourcing. to sell, distribute, and, in most In 2018, we held a meeting in Berlin FOR MORE ABOUT THIS IS FORWARD, cases, make beverages in approved with our key suppliers to discuss our SEE PAGES 30 TO 39 packaging in speciﬁed territories. sustainability strategy. The event brought How we engage together key supply partners across all Risk and governance CCEP has shared long-term growth areas of our business and covered many Our business model is supported by a plans that enable us to create value sustainability issues, with a particular strong governance framework. We are together with our franchisors. To focus on sustainable packaging solutions, mindful of the risks that could affect ensure ongoing discussion, our water and energy. our business, and comply with high management regularly meets with standards of corporate governance. our franchisors at functional and FIND OUT WHAT WE’VE BEEN DOING TO sales and marketing levels. We IMPROVE SUPPLY CHAIN SUSTAINABILITY FOR MORE ABOUT OUR APPROACH invite TCCC to present at our Board ON PAGE 39 TO RISK, SEE PAGES 40 TO 43 meetings on a regular basis. OUR CORPORATE GOVERNANCE REPORT BEGINS ON PAGE 57 READ ABOUT OUR RELATIONSHIP WITH TCCC AND OTHER FRANCHISORS ON PAGE 174 16 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC MAKE GREAT TASTING DRINKS GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE WORK CLOSELY WITH CUSTOMERS WHO SELL TO CONSUMERS WORK WITH PARTNERS, AIMING TO COLLECT 100% FINANCIAL STATEMENTS FINANCIAL OF OUR PACKAGING OUR CUSTOMERS We strive to be our customers’ preferred partner and create value together by responding to changing consumer DISTRIBUTE TO preferences and retail trends. Our INFORMATION OTHER OUR CUSTOMERS operating model is customer centric and focused on the front line. We aim to deliver the strongest execution OUR and reach a broad range of outlets in the marketplace, all the while making OUR EMPLOYEES it easier to do business with us. COMMUNITIES Our business depends on the employees How we engage We have a strong local heritage who make, sell and distribute our We are focused on our customers, with and presence and we recognise the products every day. We foster a diverse, thousands of our employees calling economic, social and environmental inclusive and safe working environment, on them every day. General Managers impact our business has on these where different perspectives are valued regularly engage with customers, along communities. We seek to make a and where everyone has the training, with senior members of the sales teams. positive difference, helping to address tools and opportunity to succeed. We also engage with customers at an the challenges our communities face international level through TCCC’s Global by supporting local partnerships and How we engage Customer Commercial Leadership Group grassroots initiatives. We make sure our employees have where certain international customers How we engage opportunities to voice their views – request this single point of contact within We invest in charitable and community for example, through town hall meetings the Coca-Cola system. This engagement causes in all of our markets and and employee engagement surveys. is limited to our markets under strict our employees regularly take part We share information through our legal protocols. intranet and other communication in volunteering activities to support channels. Our management meets In 2018, we hosted a series of workshops social initiatives in our communities. regularly with works councils and trade with our main customers in Spain and This includes participation in litter unions that represent our employees. Belgium. During the sessions we discussed clean ups and environmental activities Through our Code of Conduct Speak Up our strategy to expand our portfolio, and in supporting young people to channels, employees can seek advice as well as our packaging commitments gain the employability, skills and and raise concerns. and progress. confidence they need to succeed. READ MORE ABOUT OUR PEOPLE READ MORE ABOUT OUR COMMUNITY AND CULTURE ON PAGES 18-19 SUPPORT WORK ON PAGES 34-35 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 17

OUR PEOPLE Our success is determined by the hard work and passion of the people who work at CCEP and we are grateful for everything they do. We employ a huge range of talented people in a wide range of roles. Together, they make CCEP a great company. We provide a supportive, safe and healthy working environment where diversity is valued and people at every level are empowered to succeed. Diversity and equal opportunities OUR PEOPLE STRATEGY We believe that encouraging diversity of ideas, thinking and experience leads to better ways of working and better TOWARDS THE END OF 2018 WE LAUNCHED A business results. We’re committed to building a diverse NEW PEOPLE STRATEGY, WITH DIVERSITY AND workforce and encouraging an inclusive culture. This covers all areas of diversity, including gender, generations, cultural INCLUSION ACTIONS FORMING A CORE PART diversity, disability and sexual orientation. OF THAT PLAN. THE STRATEGY WAS INFORMED As part of our This is Forward sustainability action plan, we have a target of ensuring that at least 40% of our BY THE RESULTS OF OUR FIRST ENGAGEMENT management positions (middle management and above) are held by women by 2025. In 2018, 35.6% of management SURVEY, CARRIED OUT IN JUNE 2018. WE WILL positions were held by women. REPORT ON THIS STRATEGY NEXT YEAR. CCEP is an equal opportunities employer. We make decisions about recruitment, promotion, training and other employment issues solely on the grounds of individual ability, achievement, expertise and conduct. We don’t discriminate on the basis of gender, gender identity, race, colour, religion, ethnicity, cultural heritage, age, social background, mental or physical ability or disability, national origin, sexual orientation or any other reason not related to job performance or prohibited by applicable law. FIND OUT MORE IN OUR SUSTAINABILITY SECTION ON PAGE 34 18 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

We encourage constructive and meaningful dialogue with employees. During consultation, employee representatives have the opportunity to ask questions, share views and propose alternatives to proposals before management takes a ﬁnal decision. Workplace health and safety We’re committed to providing our employees with a safe and REPORT STRATEGIC healthy work environment that safeguards their mental and physical wellbeing. To support this objective, we have a strong health and safety programme that aims to reduce our incident level to zero. In cases where employees are injured or have other mental or physical health issues during employment with CCEP, we make any adjustments to their duties and working environment that are necessary to support their recovery and continued employment. Training and developing talent Information about our safety performance and incident REPORT DIRECTORS’ & GOVERNANCE Across our business, we have a number of training rates will be available on our website from April 2019. programmes and systems to support our people and develop READ THE FULL DETAILS ON talent at every level of our organisation. These include our WWW.CCEP.COM/PAGES/07-1-OUR-EMPLOYEES Accelerate Performance working sessions, as well as tools to identify talent and growth potential among our employees. Community support As part of our support for our local communities, we also From 2019, we will introduce several new training and encourage our employees to take part in a wide range of learning platforms as part of our new people strategy. volunteering activities connected to our sustainability STATEMENTS FINANCIAL Beneﬁts commitments, such as litter pick ups, charity sports events Beneﬁts are available to all employees and vary according or youth mentoring schemes. to the employee’s country and level in the organisation. READ MORE ABOUT OUR SUPPORT FOR They can include medical or dental insurance, life insurance, OUR LOCAL COMMUNITIES ON PAGE 35 eyecare vouchers, holiday time and leave packages to cover sickness, the birth of a child, bereavement or a long-term illness in the family. Depending on the country, level and grade, pension plans and stock purchase plans are also INFORMATION OTHER offered to employees. Share ownership Some of our employees take part in incentive programmes or share ownership schemes that are tied to CCEP’s WORKFORCE DIVERSITY IN 2018 performance. This gives them a direct interest in the Group’s results. See page 171 for more details. Total employees Leadership (Including part-time employees) (including Executive Leadership In Great Britain, we offer an Employee Share Plan (ESP). This Team – senior manager grade)(A) offers a tax efﬁcient mechanism for employees to become shareholders through salary sacriﬁce arrangements. Around 66% of eligible employees took part in the ESP as at 24.2% 35.6% 31 December 2018. 64.4% Communication 75.8% Good communication is an essential part of building a motivated, engaged workforce. We’re committed to communicating clearly and transparently with our 17,672 5,638 1,376 759 employees and their representatives. Board of Directors Directors of subsidiary companies(A) Everyone at CCEP has access to news and information about us in local languages through intranet sites, printed materials and meetings with management. Our 17.6% 22.2% management updates employees on both CCEP’s overall and local performance through these channels, as well as through our published results. 82.4% 77.8% CCEP also meets regularly with European, national and local works councils and trade unions that represent our employees. When required, we consult with employees and 14 3 56 16 their representatives to discuss proposed measures before Male Female making decisions. (A) 13 female and 37 male directors of subsidiary companies are also included in the workforce diversity ﬁgures for leadership. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 19

OPERATING WITH INTEGRITY We live up to our responsibilities as a business by being accountable, ethical and aware of the risks in everything we do. Corporate governance We hold ourselves accountable to the highest standards of corporate governance and public access to information about our company. CCEP has a robust corporate governance structure with a Board of Directors overseeing the interests of all stakeholders. Of the ﬁve committees that support the Board, the Corporate Social Responsibility Committee oversees our sustainability strategy while the Audit Committee oversees the enterprise risk management and ethics and compliance programmes. FOR MORE ABOUT CORPORATE GOVERNANCE AT CCEP, SEE PAGES 57 TO 66 FOR DETAILS ABOUT SUSTAINABILITY GOVERNANCE, VISIT WWW.CCEP.COM/PAGES/04-OPERATING-WITH-INTEGRITY Ethics and compliance Our ethics and compliance programme ensures we are conducting our operations in a lawful and ethical manner. The programme is applicable to our employees, our ofﬁcers and our Directors. It also supports how we work with our customers, suppliers and third parties. 20 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC CODE OF CONDUCT REPORTS BY TYPE Number %(A) GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Avoiding conﬂicts of interest 3 3 Creating an inclusive and respectful workplace 29 27 Dealing fairly with customers, business partners and suppliers 6 6 Delivering high quality products 10 9 Integrity of our business records(B) 38 35 Protecting information 1 1 Respecting global and local laws and customs 1 1 STATEMENTS FINANCIAL Using our assets responsibly – ﬁnancial 1 1 Using our assets responsibly – non-ﬁnancial 4 4 Working in a safe and healthy environment 14 13 Grand total 107 Number of employees resigned or dismissed 35 Number of disciplined employees still employed(C) 40 INFORMATION OTHER (A) Percentage versus overall reports. (B) Not limited only to our ﬁnancial records. Business records include records such as payroll, timecards, travel and expense reports, job applications, quality reports, ﬁeld sales measures, customer agreements and inventory and sales reports. (C) Some cases involve more than one employee. Code of Conduct Raising concerns Our Code of Conduct (CoC) ensures that we act with integrity Any employee who wishes to raise concerns about and accountability in all of our business dealings and wrongdoing at CCEP can do so in a number of different ways, relationships, in compliance with all applicable laws, including contacting a line manager or through our dedicated regulations and policies. Speak Up channels. CCEP does not tolerate any form of retaliation against anyone for making a genuine report or for We expect everyone working at CCEP to adhere to the CoC. cooperating in an investigation. We also expect all third parties who work on our behalf to act in an ethical manner consistent with our CoC. FOR MORE DETAIL, SEE OUR AUDIT COMMITTEE REPORT ON PAGES 71 TO 75 The new CoC for CCEP was launched in 2018. As at 1 31 December 2018, it had been formally adopted in all the Respect for human rights territories in which we operate, as well as our shared service We consider human and workplace rights to be inviolable centre in Bulgaria. All employees are required to do CoC and fundamental to our sustainability as a business. We are training, including as part of the induction process for new committed to ensuring that everyone working throughout our employees. Training on speciﬁc topics related to their roles is operations and within our supply chain is treated with dignity also provided where needed. All people managers receive a and respect. Our principles regarding human rights are set out CoC guide that addresses their responsibilities. This includes in our CoC and further detail is provided in our Human Rights a matrix to help with decision making and guidance on Policy, which is based on accepted international standards situations such as bullying and harassment. such as the United Nations Guiding Principles on Business Preventing bribery and corruption and Human Rights. We aim to prevent all forms of bribery and corruption in our We have a zero tolerance approach to modern slavery of any business dealings. Our CoC sets out our principles and kind within our operations and supply chain. This includes all standards to prevent bribery and corruption, including conﬂicts forms of forced labour and any form of human trafﬁcking. of interest and the exchange of gifts and entertainment. FOR MORE ON OUR APPROACH TO HUMAN RIGHTS AND MODERN SEE THE COC AT IR.CCEP.COM/CORPORATE-GOVERNANCE/ SLAVERY, SEE OUR SUSTAINABILITY SECTION ON PAGE 39 CODE-OF-CONDUCT Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 21

BUSINESS AND FINANCIAL REVIEW Our business CCEP is the world’s largest independent Coca-Cola bottler by revenue, operating in 13 countries in Western Europe and employing around 23,300 people. We are proud of our strong heritage in Western Europe, and as CCEP, we are establishing a compelling track record and platform for proﬁtable growth through our combined experience, scale and reach. In two years, we’ve enhanced our position as a leader in one of the largest consumer goods sectors in some of Europe’s most signiﬁcant markets. Note regarding the presentation of non-GAAP ﬁnancial information We use certain alternative performance measures (non-GAAP performance measures) to make ﬁnancial, operating and planning decisions and to evaluate and report performance. We believe these measures provide useful information to investors and, as such, where clearly identiﬁed, we have included certain alternative performance measures in this document to allow investors to better analyse our business performance and allow for greater comparability. To do so, we have excluded items affecting the comparability of period over period ﬁnancial performance as described below. The alternative performance measures included herein should be read in conjunction with and do not replace the directly reconcilable GAAP measure. For purposes of this document, the following terms are deﬁned: ‘‘As reported’’ are results extracted directly from our consolidated ﬁnancial statements. ‘‘Comparable’’ is deﬁned as results excluding items impacting comparability, such as restructuring charges, Merger and integration related costs, out of period mark-to-market impact of hedges, litigation provisions and net tax items relating to rate and law changes. Comparable volume is also adjusted for selling days. ‘‘Fx-neutral’’ is deﬁned as comparable results excluding the impact of foreign exchange rate changes. Foreign exchange impact is calculated by recasting current year results at prior year exchange rates. ‘‘Free cash ﬂow’’ is deﬁned as net cash ﬂows from operations, less capital expenditures and net interest paid, plus proceeds from sales of property, plant and equipment. Free cash ﬂow is used as a measure of the Group’s cash generation from operating activities, taking into account investments in property, plant and equipment and non-discretionary interest payments. ‘‘ROIC’’ is deﬁned as comparable operating proﬁt after tax divided by the average of opening and closing invested capital for the year. Invested capital is calculated as the addition of borrowings and equity less cash and cash equivalents. ROIC is used as a measure of capital efﬁciency and reﬂects how well the Group generates comparable operating proﬁt relative to the capital invested in the business. ‘‘Net Debt to Adjusted EBITDA’’ Net Debt is deﬁned as the net of cash and cash equivalents less currency adjusted borrowings. Adjusted EBITDA is calculated as Earnings Before Interest, Tax, Depreciation and Amortisation (EBITDA), after adding back items impacting the comparability of year over year ﬁnancial performance. Adjusted EBITDA does not reﬂect our cash expenditures, or future requirements for capital expenditures or contractual commitments. Further, Adjusted EBITDA does not reﬂect changes in, or cash requirements for, our working capital needs, and although depreciation and amortisation are non-cash charges, the assets being depreciated and amortised are likely to be replaced in the future and Adjusted EBITDA does not reﬂect cash requirements for such replacements. The ratio of net debt to Adjusted EBITDA is used by investors, analysts and credit rating agencies to analyse our operating performance in the context of targeted ﬁnancial leverage. “Dividend Payout Ratio” is deﬁned as dividends as a proportion of comparable proﬁt after tax. 22 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Additionally, within this Integrated Report, we provide certain forward-looking non-GAAP ﬁnancial information, which management uses for planning and measuring performance. We are not able to reconcile forward-looking non-GAAP measures to reported measures without unreasonable efforts because it is not possible to predict with a reasonable degree of certainty the actual impact or exact timing of items that may impact comparability throughout 2019. Unless otherwise stated, percentage amounts are rounded to the nearest 0.5% within this section. Year ended 31 December 2018 REPORT STRATEGIC € million % change vs prior year Key ﬁnancial measures(A) Unaudited, fx impact calculated by recasting current year results Comparable at prior year rates As reported Comparable Fx-impact As reported Comparable Fx-impact fx-neutral Revenue 11,518 11,518 (60) 4.0% 4.0% (0.5)% 4.5% Cost of sales 7,060 7,029 (37) 4.5% 4.5% (0.5)% 5.0% Operating expenses 3,158 2,907 (16) 4.0% 2.5% (0.5)% 3.0% Operating proﬁt 1,300 1,582 (7) 3.0% 7. 0 % (0.5)% 7.5% Proﬁt after taxes 909 1,120 (4) 32.0% 8.0% (0.5)% 8.5% Diluted earnings per share (€) 1.86 2.30 — 32.0% 8.5% —% 8.5% (A) See Supplementary ﬁnancial information – income statement section for reconciliation of As reported to Comparable ﬁnancial information. GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Financial highlights • Reported revenue totalled €11.5 billion, up 4.0% versus prior year, or up 4.5% on an fx-neutral basis. Comparable volume decreased 1.0% while revenue per unit case increased 5.5%. • Reported operating proﬁt was €1.3 billion, up 3.0%. Comparable operating proﬁt was €1.6 billion, up 7.0%, or up 7.5% on a comparable and fx-neutral basis. • Reported diluted earnings per share were €1.86 or €2.30 on a comparable and fx-neutral basis, up 8.5%. • Net cash ﬂows from operating activities were €1.8 billion. Full year free cash ﬂow* was €1.1 billion. • Executed €500 million share buyback. Annual dividend of €1.06 per share, an increase of 26.0% from 2017. FINANCIAL STATEMENTS FINANCIAL * Refer to Liquidity and capital management section for a reconciliation between net cash ﬂows from operating activities and free cash ﬂow. Operational review After our ﬁrst two years as CCEP, we continue to build a company based on three pillars: great beverages, great service and great people. In particular, our great people have delivered on our Merger commitments while continuing to build for the future. Our 2018 results demonstrate this momentum, reﬂecting our ongoing focus on driving proﬁtable revenue growth through strong price and mix realisation and solid in market execution. OTHER INFORMATION OTHER Key operating proﬁt factors during the year included solid revenue growth on a comparable and fx-neutral basis driven by strong revenue per unit case growth. This was partially offset by a 1.0% decline in volume as favourable weather in Great Britain, Germany and Northern Europe over the summer months was not enough to compensate for softer trading in Spain and France, certain strategic portfolio and pricing initiatives, as well as the impact of new soft drinks taxes. Comparable operating margins improved as we broadly maintained our gross margin and continued to realise post-Merger synergy beneﬁts. Reported operating proﬁt totalled €1.3 billion, up 3.0% versus prior year. Comparable operating proﬁt was €1.6 billion, up 7.0% on a comparable basis, or up 7.5% on a comparable and fx-neutral basis. Full year 2018 diluted earnings per share were €1.86 on a reported basis, or €2.30 on a comparable basis. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 23

BUSINESS AND FINANCIAL REVIEW CONTINUED Revenue Revenue totalled €11.5 billion, up 4.0% versus prior year, or up 4.5% on an fx-neutral basis. Full year 2018 revenue per unit case grew 5.5% on a comparable and fx-neutral basis beneﬁting approximately 2.5% from the impact of incremental soft drinks taxes. Volume decreased 1.0% on a comparable basis. Revenue Year ended In millions of €, except per case data which is calculated prior to rounding 31 December 2018 31 December 2017 % change As reported 11,518 11,062 4.0% Adjust: Total items impacting comparability(A) — (7) —% Comparable(B) 11,518 11,055 4.0% Adjust: Impact of fx changes 60 n/a (0.5)% Comparable & fx-neutral 11,578 11,055 4.5% Revenue per unit case(C) 4.64 4.41 5.5% (A) See Supplementary ﬁnancial information – income statement. (B) The change in revenue includes the impact of 2018 incremental sugar and excise taxes in Belgium, France, Great Britain and Norway of 2.5%. (C) The change in revenue per unit case includes the impact of 2018 incremental sugar and excise taxes in Belgium, France, Great Britain and Norway of 2.5%. On a territory basis in 2018, Iberia revenues were down 1.0% with volume in Spain negatively impacted by unseasonably cold summer weather and weaker tourism trends. Revenue in Germany was up 5.5%. This was driven by of solid growth in glass and cans, as well as the continued beneﬁt from scaling back on large multi pack promotions, which helped drive strong revenue per unit case gains throughout the year. Revenue in Great Britain grew 12.5% supported by underlying gains in revenue per unit case reﬂecting improved promotional effectiveness as well as the impact of the incremental soft drinks taxes. Volume growth in Great Britain was supported by favourable weather and strong execution. Revenue in France was down 1.5% for the year as a result of business disruption from customer negotiations as we focus on price realisation and the reduction of promotional activity. Revenue in the Northern European territories (Belgium, Luxembourg, the Netherlands, Norway, Sweden and Iceland) was up 6.5%, mainly driven by strong volume gains given favourable weather trends over the summer months led by the Netherlands and Belgium. Year ended 31 December 2018 31 December 2017 Revenue Revenue by geography % of total % of total % change Spain/Portugal/Andorra(A) 23.0% 24.5% (1.0)% Germany 20.5% 20.0% 5.5% Great Britain 20.0% 18.5% 12.5% France/Monaco 15.5% 16.5% (1.5)% Belgium/Luxembourg 8.5% 8.0% 7. 0 % Netherlands 5.0% 5.0% 10.5% Norway 3.5% 3.5% 6.0% Sweden 3.0% 3.0% 3.5% Iceland 1.0% 1.0% (4.0)% Total 100.0% 100.0% 4.0% (A) Spain/Portugal/Andorra is also referred to as Iberia. Comparable volume – selling day shift Year ended In millions of unit cases, prior period volume recast using current year selling days(A) 31 December 2018 31 December 2017 % change Volume 2,493 2,510 (0.5)% Impact of selling day shift n/a 10 n/a Comparable volume – selling day shift adjusted 2,493 2,520 (1.0)% (A) A unit case equals approximately 5.678 litres or 24 eight ounce servings, a typical volume measure used in our industry. 24 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

On a brand basis volume for full year 2018, volume of sparkling brands decreased 0.5%. Coca-Cola trademark brands declined by 1.5%, where a decline in Coca-Cola Classic offset the growth in Coca-Cola Zero Sugar. Sparkling ﬂavours and energy grew 3.5%, supported by solid performances from Fanta, Schweppes and energy brands. Still brands declined 5.0% driven by a decline of 6.5% in juices, isotonics and other, as well as a 3.0% decline in water. This mainly reﬂects portfolio decisions in the ready to drink tea and water categories. Year ended Comparable volume by brand category 31 December 2018 31 December 2017 Volume REPORT STRATEGIC Adjusted for selling day shift % of total % of total % change Sparkling 85.5% 85.0% (0.5)% Coca-Cola trademark 63.0% 63.5% (1.5)% Sparkling ﬂavours and energy 22.5% 21.5% 3.5% Stills 14.5% 15.0% (5.0)% Juice, isotonics and other 7.5% 8.0% (6.5)% Water 7. 0 % 7. 0 % (3.0)% Total 100.0% 100.0% (1.0)% Cost of sales Reported cost of sales were €7.1 billion, up 4.5% versus prior year. Comparable cost of sales were €7.0 billion, up 4.5%, or up 5.0% on a comparable and fx-neutral basis. Cost of sales per unit case increased 5.5% on a comparable and fx-neutral basis. REPORT DIRECTORS’ & GOVERNANCE This reﬂects brand mix, higher concentrate costs through the incidence pricing model given strong revenue per unit case growth, as well as approximately 4.0% from the impact of incremental soft drinks taxes. Cost of sales Year ended In millions of €, except per case data which is calculated prior to rounding 31 December 2018 31 December 2017 % change As reported 7,060 6,772 4.5% Adjust: Total items impacting comparability(A) (31) (33) —% Comparable(B) 7,029 6,739 4.5% Adjust: Impact of fx changes 37 n/a (0.5)% STATEMENTS FINANCIAL Comparable & fx-neutral 7,066 6,739 5.0% Cost of sales per unit case(C) 2.83 2.69 5.5% (A) See Supplementary ﬁnancial information – income statement. (B) The change in cost of sales includes the impact of 2018 incremental sugar and excise taxes in Belgium, France, Great Britain and Norway of 4.0%. (C) The change in cost of sales per unit case includes the impact of 2018 incremental sugar and excise taxes in Belgium, France, Great Britain and Norway of 4.0%. Operating expenses Reported operating expenses were €3.2 billion, up 4.0% versus prior year. Comparable operating expenses were €2.9 billion, INFORMATION OTHER up 2.5% on a comparable basis, or up 3.0% on a comparable and fx-neutral basis. This reﬂects our continued investments for the future partially offset by synergy beneﬁts and a continued focus on managing expenses. Operating expenses Year ended In millions of € except % change 31 December 2018 31 December 2017 % Change As reported 3,158 3,030 4.0% Adjust: Total items impacting comparability(A) (251) (192) (1.5)% Comparable 2,907 2,838 2.5% Adjust: Impact of fx changes 16 n/a (0.5)% Comparable & fx-neutral 2,923 2,838 3.0% (A) See Supplementary ﬁnancial information – income statement. Restructuring and synergy programme During the full year 2018, we recognised restructuring charges totalling €274 million. These charges principally relate to restructuring activities under our integration and synergy programme, supply chain site consolidation in Great Britain and Iberia and other initiatives in Iberia and Germany. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 25

BUSINESS AND FINANCIAL REVIEW CONTINUED Financial position As at In millions of € 31 December 2018 31 December 2017 Assets Non-current assets 15,225 14,880 Current assets 2,991 3,314 Total assets 18,216 18,194 Liabilities Non-current liabilities 7,860 8,222 Current liabilities 3,792 3,287 Total liabilities 11,652 11,509 Total equity 6,564 6,685 Total equity and liabilities 18,216 18,194 Total non-current assets increased €345 million, or 2.5%, from €14.9 billion at 31 December 2017 to €15.2 billion at 31 December 2018. This change was driven by a reclassiﬁcation from current assets of €318 million relating to VAT receivables in Iberia, see Note 21 of the consolidated ﬁnancial statements for further details. Property, plant and equipment had a net increase of €51 million primarily due to higher capital investments year on year, net of depreciation charges and disposals. Total current assets decreased €323 million, or 9.5%, from €3.3 billion at 31 December 2017 to €3.0 billion at 31 December 2018, mainly driven by a reclassiﬁcation to non-current assets of €318 million relating to VAT receivables in Iberia and by working capital movements. Total non-current liabilities decreased by €362 million, or 4.5%, from €8.2 billion at 31 December 2017 to €7.9 billion at 31 December 2018. This change was mainly driven by the decrease in borrowings due to early repayments of €424 million, reclassiﬁcation of maturing borrowings to current from non-current of €349 million, partially offset by the issuance of a €400 million Eurobond in November 2018. Total current liabilities increased by €505 million, or 15.5%, from €3.3 billion at 31 December 2017 to €3.8 billion at 31 December 2018. This change was primarily driven by the €349 million borrowing reclassiﬁcation explained above, an increase of €295 million in trade and other payables driven by working capital movements and increased tax liabilities arising from the incremental effect of sugar and excise tax changes enacted during 2018. This was partially offset by a decrease in commercial paper outstanding of €130 million. Return on invested capital ROIC is used as a measure of capital efﬁciency and reﬂects how well the Group generates comparable operating proﬁt relative to the capital invested in the business. For the year ended 31 December 2018, ROIC has increased by 90 basis points to 9.9%, driven by comparable operating proﬁt growth as well as the reduction in our invested capital from debt repayments and the share buyback programme. ROIC Year ended In millions of € 31 December 2018 31 December 2017 Comparable operating proﬁt(A) 1,582 1,478 Taxes(B) (391) (368) Comparable operating proﬁt after tax 1,191 1,110 Opening borrowings less cash and cash equivalents 5,388 6,051 Opening equity 6,685 6,461 Opening invested capital 12,073 12,512 Closing borrowings less cash and cash equivalents 5,309 5,388 Closing equity 6,564 6,685 Closing invested capital 11,873 12,073 Average invested capital 11,973 12,293 ROIC 9.9% 9.0% (A) Reconciliation from reported operating proﬁt to comparable operating proﬁt is included in the Supplementary ﬁnancial information – income statement. (B) Tax rate used is the comparable effective tax rate for the year. 26 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Liquidity and capital management Liquidity Liquidity risk is actively managed to ensure we have sufﬁcient funds to satisfy our commitments as they fall due. Our sources of capital include, but are not limited to, cash ﬂows from operating activities, public and private issuances of debt securities and bank borrowings. We believe our operating cash ﬂow, cash on hand and available short-term and long-term capital resources are sufﬁcient to fund our working capital requirements, scheduled borrowing payments, interest payments, capital expenditures, beneﬁt plan contributions, income tax obligations and dividends to shareholders. Counterparties REPORT STRATEGIC and instruments used to hold cash and cash equivalents are continuously assessed, with a focus on preservation of capital and liquidity. The Group has amounts available for borrowing under a €1.5 billion multi currency credit facility with a syndicate of ten banks. This credit facility was extended in 2018 and now matures in 2023 and is for general corporate purposes and supporting the Group’s working capital needs. Based on information currently available, there is no indication that the ﬁnancial institutions participating in this facility would be unable to fulﬁl their commitments to the Group as at the date of this report. Our current credit facility contains no ﬁnancial covenants that would impact its liquidity or access to capital. As at 31 December 2018, we had no amounts drawn under this credit facility. Free cash ﬂow generation increased during the year, with €1.1 billion generated in the year, up 8.5% from 2017. This was driven by improved cash ﬂows generated from operations, reﬂecting our continued focus on working capital initiatives, which resulted in beneﬁts of over €300 million throughout 2018. This was partly offset by cash payments related to restructuring REPORT DIRECTORS’ & GOVERNANCE programmes. We continue to invest in capital expenditure programmes to improve operating capacity demonstrated by purchases of property, plant and equipment increasing to €525 million during the year. Free cash ﬂow Year ended In millions of € 31 December 2018 31 December 2017 Net cash ﬂows from operating activities 1,806 1,623 Less: Purchases of property, plant and equipment (525) (484) Less: Purchases of capitalised software (75) (36) FINANCIAL STATEMENTS FINANCIAL Less: Interest paid, net (81) (94) Add: Proceeds from sales of property, plant and equipment 4 32 Free cash ﬂow 1,129 1,041 Capital management The primary objective of our capital management strategy is to ensure strong ratings and to maintain appropriate capital ratios to support our business and maximise shareholder value. Our credit ratings are periodically reviewed by rating agencies and currently, our long-term ratings continue to be investment grade with stable outlook. Changes in the operating INFORMATION OTHER results, cash ﬂows or ﬁnancial position could impact the ratings assigned by ratings agencies. We regularly assess debt and equity capital levels against our stated policy for capital structure. Our capital structure is managed and, as appropriate, adjusted in light of changes in economic conditions and our ﬁnancial policy. Net debt As at Credit ratings In millions of € 31 December 2018 31 December 2017 As at 12 March 2019 Moody’s Standard & Poor’s Total borrowings 5,618 5,748 Long-term rating A3 BBB+ Add: fx impact of non-euro borrowings 24 66 Outlook Stable Stable Adjusted total borrowings 5,642 5,814 Note: Our credit ratings can be materially inﬂuenced by a number of factors including, but not limited to, acquisitions, Less: Cash and cash equivalents (309) (360) investment decisions and working capital management Net debt 5,333 5,454 activities of TCCC and/or changes in the credit rating of TCCC. A credit rating is not a recommendation to buy, sell or hold securities and may be subject to revision or withdrawal at any time. The ratio of net debt to Adjusted EBITDA is used by investors, analysts and credit rating agencies to analyse our operating performance in the context of targeted ﬁnancial leverage, and so we provide a reconciliation of this measure. Net debt enables investors to see the economic effect of total borrowings, related foreign exchange impact and cash and cash equivalents in total. Adjusted EBITDA is calculated as EBITDA, after adding back items impacting the comparability of year over year ﬁnancial performance. Adjusted EBITDA does not reﬂect our cash expenditures, or future requirements for capital expenditures or contractual commitments. Further, Adjusted EBITDA does not reﬂect changes in, or cash requirements for, our working capital needs and, although depreciation and amortisation are non-cash charges, the assets being depreciated and amortised are likely to be replaced in the future and Adjusted EBITDA does not reﬂect cash requirements for such replacements. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 27

BUSINESS AND FINANCIAL REVIEW CONTINUED Net debt to Adjusted EBITDA Adjusted EBITDA Year ended In millions of € 31 December 2018 31 December 2017 Reported proﬁt after tax 909 688 Taxes 296 471 Finance costs, net 93 100 Non-operating items 2 1 Reported operating proﬁt 1,300 1,260 Depreciation and amortisation 512 490 Reported EBITDA 1,812 1,750 Items impacting comparability: Mark-to-market effects(A) 8 (6) Restructuring charges(B) 259 218 Merger effects(C) — (20) Merger and integration related costs(D) — 4 Litigation provision(E) — 5 Adjusted EBITDA 2,079 1,951 Net debt to EBITDA 2.94 3.12 Net debt to Adjusted EBITDA 2.57 2.80 (A) Amounts represent the net out of period mark-to-market impact of non-designated commodity hedges. (B) Amounts represent restructuring charges related to business transformation activities, excluding accelerated depreciation included in the depreciation and amortisation line. (C) Adjustments to reﬂect ﬁnal acquisition accounting related adjustments in connection with the Merger to form CCEP. (D) Amounts represent costs associated with the Merger to form CCEP. (E) Amount represents a provision recorded for ongoing litigation. Dividends During the year ended 31 December 2018, we made dividend payments totalling €513 million (2017: €489 million), comprising four quarterly dividends totalling €1.06 per share and representing an increase of 26% compared to the previous year. Going forward from 2019 onwards, there will be two interim dividend payments instead of four quarterly dividend payments. The ﬁrst half interim dividend (if declared) will be announced with the ﬁrst quarter trading update in April, with payment in June. The second half interim dividend will be announced with the third quarter trading update in October, with payment in December. We expect our 2019 dividend payout ratio to be approximately 50%. Share buyback In September 2018, we announced a €1.5 billion share buyback programme to reduce the share capital of CCEP. The buyback programme began in September 2018 and €500 million of shares were repurchased by the end of 2018. CCEP intends to continue with the buyback programme, repurchasing shares of up to €1 billion in 2019. The value of the programme may be adjusted depending on economic, operating, or other factors, including acquisition opportunities. Looking forward* For 2019, CCEP expects: • Revenue growth in the low single digit range excluding the impact of incremental soft drinks taxes of approximately 1.0%(A) • Cost of sales per unit case growth of approximately 2.5% excluding the impact of incremental soft drinks taxes of approximately 1.5%(A) • Operating proﬁt growth between 67%(A) • Comparable tax rate of approximately 25% • Diluted earnings per share growth of between 1011% (A)(B) • Share buyback of up to €1 billion • Free cash ﬂow in the range of €1 billion to €1.1 billion • Capital expenditures of approximately €525 million to €575 million • ROIC to improve by approximately 40 basis points * Refer to Note regarding the presentation of non-GAAP ﬁnancial information for further details about these measures. (A) On a comparable and fx-neutral basis. (B) Diluted earnings per share growth assumes share buybacks of €1 billion in 2019. Intention to seek admission to trading on London Stock Exchange and to delist from Euronext London CCEP gave notice on 14 February 2019 of its intention to transfer its existing admission to trading on the market of Euronext London to the Main Market of the London Stock Exchange (the Transfer). Its decision to delist from Euronext London and apply for admission to trading on the Main Market of the London Stock Exchange is in an effort to improve market access for investors and enhance liquidity. It is expected that CCEP’s shares will be admitted to trading on the Main Market of the London Stock Exchange on 28 March 2019 and that delisting of the shares from Euronext London will occur from 29 March 2019. 28 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Supplementary ﬁnancial information – income statement The following provides a summary reconciliation of CCEP’s reported and comparable results for the full years ended 31 December 2018 and 31 December 2017: As reported Items impacting comparability Comparable Full year 2018 Mark-to- Unaudited, in millions of € except per share market Restructuring Net tax data which is calculated prior to rounding effects(A) charges(B) items(F) CCEP Revenue 11,518 — — — 11,518 REPORT STRATEGIC Cost of sales 7,060 (7) (24) — 7,029 Gross proﬁt 4,458 7 24 — 4,489 Operating expenses 3,158 (1) (250) — 2,907 Operating proﬁt 1,300 8 274 — 1,582 Total ﬁnance costs, net 93 — — — 93 Non-operating items 2 — — — 2 Proﬁt before taxes 1,205 8 274 — 1,487 Taxes 296 1 68 2 367 Proﬁt after taxes 909 7 206 (2) 1,120 Diluted earnings per share (€) 1.86 0.02 0.42 — 2.30 GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Diluted weighted average shares outstanding 488 As reported Items impacting comparability Comparable Merger and Full year 2017 Mark-to- integration Unaudited, in millions € except per share Merger market Restructuring related Litigation Net tax data which is calculated prior to rounding effects(D) effects(A) charges(B) costs(C) provision(E) items(F) CCEP Revenue 11,062 (7) — — — — — 11,055 Cost of sales 6,772 27 6 (66) — — — 6,739 Gross proﬁt 4,290 (34) (6) 66 — — — 4,316 STATEMENTS FINANCIAL Operating expenses 3,030 (14) — (169) (4) (5) — 2,838 Operating proﬁt 1,260 (20) (6) 235 4 5 — 1,478 Total ﬁnance costs, net 100 — — — — (1) — 99 Non-operating items 1 — — — — — — 1 Proﬁt before taxes 1,159 (20) (6) 235 4 6 — 1,378 Taxes 471 (4) (2) 70 1 1 (194) 343 Proﬁt after taxes 688 (16) (4) 165 3 5 194 1,035 INFORMATION OTHER Diluted earnings per share (€) 1.41 (0.03) (0.01) 0.34 0.01 0.01 0.40 2.12 Diluted weighted average shares outstanding 489 (A) Amounts represent the net out of period mark-to-market impact of non-designated commodity hedges. (B) Amounts represent restructuring charges related to business transformation activities. (C) Amounts represent costs associated with the Merger to form CCEP. (D) Adjustments to reﬂect ﬁnal acquisition accounting related adjustments and associated impacts. (E) Amount represents a provision recorded for ongoing litigation. (F) Amounts include the deferred tax impact related to income tax rate and law changes. The amount in 2018 includes the net book tax impact of US tax reform and the related simpliﬁcation of our debt and capital structure. The amount in 2017 principally represents the net book tax impact of US tax reform. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 29

SUSTAINABILITY ACTION ON: WE ARE TAKING ACTION ON DRINKS PACKAGING SOCIETY WATER CLIMATE SUPPLY CHAIN WE’LL BE A TOTAL WE’LL COLLECT ALL OF WE’LL BE A FORCE FOR WE’LL HANDLE WATER WITH WE’LL HALVE OUR DIRECT WE’LL SOURCE OUR MAIN SUSTAINABILITY BY USING BEVERAGE COMPANY, OUR PACKAGING SO THAT GOOD BY CHAMPIONING THE CARE IT DESERVES CARBON EMISSIONS INGREDIENTS AND RAW OFFERING CONSUMERS NONE OF IT ENDS UP AS INCLUSION AND ACROSS OUR BUSINESS AND PURCHASE 100% MATERIALS SUSTAINABLY OUR BUSINESS AND BRANDS AN EVEN GREATER LITTER OR IN THE OCEANS. ECONOMIC DEVELOPMENT AND OUR VALUE CHAIN. RENEWABLE ELECTRICITY. AND RESPONSIBLY. CHOICE OF DRINKS IN SOCIETY WITH OUR TO BUILD A BETTER FUTURE. WITH REDUCED SUGAR. EMPLOYEES AND OUR COMMUNITIES. FOR PEOPLE. FOR THE PLANET. We’ll reduce the sugar in our soft We’ll make sure that 100% We’ll foster a diverse and inclusive We’ll protect the sustainability We’ll cut greenhouse gas We’ll make sure 100% of our main We believe that business success and sustainability drinks by 10% between 2015 and of our primary packaging is culture in our business and make of the water sources we use for emissions from our core business agricultural ingredients and raw (D) go hand in hand. We want to grow our business in 2020, and that’s in addition to the recyclable or reusable. sure that women hold at least 40% future generations. by 50%. materials come from sustainable 5% reduction achieved in the of our management positions. sources by 2020. a way that manages our social and environmental previous 5 years.(A) We’ll work with local and national We’ll reduce the water we use We’ll cut greenhouse gas impacts responsibly and makes our employees partners to collect 100% of our We’ll expand the contribution in manufacturing by 20% – and emissions by 35% across our We’ll continue to embed and our stakeholders proud. We’ll aim for 50% of our sales to packaging in Western Europe. we make to society by increasing address water impacts in our entire value chain. sustainability, ethics and human (B) (C) come from low or no calorie drinks. our employee volunteering and supply chain. rights into our supply chain.(E) Together with The Coca-Cola Company (TCCC) in We’ll make sure that at least supporting local community We’ll purchase 100% renewable Western Europe, we’ve created This is Forward – We’ll continuously evolve our 50% of the material we use for partnerships. We’ll replenish 100% of the water electricity by 2020. recipes and portfolio to offer our PET bottles comes from we use in areas of water stress. our Group wide sustainability action plan. Building a greater choice of drinks. recycled plastic. We’ll support initiatives which on 10 years of focused work on sustainability, and help young people gain the developed through close consultation with our We’ll make it easier for consumers We’ll use the reach of our brands employability, skills and to cut down on sugar with to inspire everyone to recycle. conﬁ dence they need to succeed. stakeholders, the plan places sustainability at the straightforward product heart of our business strategy. information and smaller We’ll lead the way in pioneering pack sizes. sustainable packaging – Through This is Forward, we are taking action on including renewable materials six key areas where we know we have signiﬁ cant We’ll make sure we don’t advertise and smart new ways to reduce impact, and which our stakeholders want us to to children under 12 and that packaging waste. prioritise. In each of these areas we have made our sales and marketing practices evolve in line with a number of commitments. Together, they provide external expectations. a clear direction for how we intend to work with partners across our value chain to build a better future – for our business, for people and for the planet. There is no going back. This is Forward. FIND OUT MORE AT WWW.CCEP.COM/PAGES/01-ACTION-ON-SUSTAINABILITY 30 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE ACTION ON: STATEMENTS FINANCIAL DRINKS PACKAGING SOCIETY WATER CLIMATE SUPPLY CHAIN WE’LL BE A TOTAL WE’LL COLLECT ALL OF WE’LL BE A FORCE FOR WE’LL HANDLE WATER WITH WE’LL HALVE OUR DIRECT WE’LL SOURCE OUR MAIN BEVERAGE COMPANY, OUR PACKAGING SO THAT GOOD BY CHAMPIONING THE CARE IT DESERVES CARBON EMISSIONS INGREDIENTS AND RAW OFFERING CONSUMERS NONE OF IT ENDS UP AS INCLUSION AND ACROSS OUR BUSINESS AND PURCHASE 100% MATERIALS SUSTAINABLY AN EVEN GREATER LITTER OR IN THE OCEANS. ECONOMIC DEVELOPMENT AND OUR VALUE CHAIN. RENEWABLE ELECTRICITY. AND RESPONSIBLY. INFORMATION OTHER CHOICE OF DRINKS IN SOCIETY WITH OUR WITH REDUCED SUGAR. EMPLOYEES AND OUR COMMUNITIES. We’ll reduce the sugar in our soft We’ll make sure that 100% We’ll foster a diverse and inclusive We’ll protect the sustainability We’ll cut greenhouse gas We’ll make sure 100% of our main drinks by 10% between 2015 and of our primary packaging is culture in our business and make of the water sources we use for emissions from our core business agricultural ingredients and raw (D) 2020, and that’s in addition to the recyclable or reusable. sure that women hold at least 40% future generations. by 50%. materials come from sustainable 5% reduction achieved in the of our management positions. sources by 2020. previous 5 years.(A) We’ll work with local and national We’ll reduce the water we use We’ll cut greenhouse gas partners to collect 100% of our We’ll expand the contribution in manufacturing by 20% – and emissions by 35% across our We’ll continue to embed We’ll aim for 50% of our sales to packaging in Western Europe. we make to society by increasing address water impacts in our entire value chain. sustainability, ethics and human (B) (C) come from low or no calorie drinks. our employee volunteering and supply chain. rights into our supply chain.(E) We’ll make sure that at least supporting local community We’ll purchase 100% renewable We’ll continuously evolve our 50% of the material we use for partnerships. We’ll replenish 100% of the water electricity by 2020. recipes and portfolio to offer our PET bottles comes from we use in areas of water stress. a greater choice of drinks. recycled plastic. We’ll support initiatives which help young people gain the We’ll make it easier for consumers We’ll use the reach of our brands employability, skills and to cut down on sugar with to inspire everyone to recycle. conﬁ dence they need to succeed. straightforward product information and smaller We’ll lead the way in pioneering pack sizes. sustainable packaging – including renewable materials We’ll make sure we don’t advertise and smart new ways to reduce to children under 12 and that packaging waste. our sales and marketing Baseline is 2010 and target date is 2025 unless otherwise stated practices evolve in line with (A) Sparkling soft drinks and non-carbonated soft drinks only. Does not include water external expectations. or juice. This commitment is for CCEP and TCCC WEBU. Baseline is 2010 and includes historical, consolidated data for Coca-Cola Enterprises, Coca-Cola Iberian Partners, S.A. and Coca-Cola Erfrischungsgetränke AG that was recalculated after the Merger. (B) Total CCEP sales. Does not include coffee, alcohol, beer or freestyle. Low calorie beverages <_20kcal/100ml. Zero calorie beverages <4kcal/100ml. (C) Water use ratio, litres of water per litre of ﬁ nished product produced. (D) Absolute carbon reduction target, irrespective of business growth. Core business operations includes manufacturing, cold drinks equipment and transportation. (E) We’ll do this through our global Supplier Guiding Principles and Human Rights Policies. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 31

ACTION ON DRINKS Too much sugar isn’t good for anyone. By evolving our portfolio, we’re helping consumers manage the amount of sugar they consume, and make more informed choices about their diets. Our actions Straightforward product information As tastes and lifestyles change, consumers are increasingly To help consumers make an informed choice about their looking for a wider variety of drinks, including low and no drinks we also provide nutritional information on all of our calorie drinks. In line with this demand, we’re working with packaging. We have been using colour coded nutritional TCCC and other franchisors to reduce the amount of sugar labelling in Great Britain since 2014 and in 2018 we began in our soft drinks by changing our recipes. We’re also to trial this type of labelling in Belgium, France, Luxembourg continuously expanding our portfolio to include more low and the Netherlands. We hope that this will make a positive and no calorie drinks. We’re committed to ensuring that 50% contribution to the process of assessing different nutritional of our sales come from low and no calorie drinks by 2025. labelling options in Europe. We’re also making it easier for consumers to cut down on sugar by providing straightforward product information, and by making smaller and more convenient pack sizes more readily available. We make sure our sales and marketing practices are in line with external expectations, and do not advertise to children under 12. Key progress Sugar reduction By the end of 2018, we had reduced the sugar in our soft drinks by 11.1% since 2015, in addition to the 5% already achieved since 2010. We have achieved our 10% target two years ahead Fuze Tea of schedule and remain focused on our commitment to ensure Launched in early 2018 in nine countries, Fuze Tea has become that 50% of our sales come from low and no calorie drinks by one of our fastest growing new drinks brands. Blending tea 2025. In 2019, we will continue our work on portfolio innovation extracts with fruit and herb ﬂ avours, Fuze Tea is low in calories and reformulation, and to increase availability and visibility of and comes in four ﬂ avours, along with seasonal variants. With smaller pack sizes. We will also continue to increase our the launch of Fuze Tea and other products, we’re expanding our investment in marketing to raise consumer awareness of our portfolio to align with changing consumer tastes, offering a range of low or no sugar options. In 2018, 45% of the products wider choice of low and no calorie options. From April 2019, Fuze we sold were low and no calorie. Tea will carry the Rainforest Alliance Certiﬁ ed™ “green frog” seal, conﬁ rming that the tea has been sourced sustainably from We continued to expand our portfolio in 2018, introducing Rainforest Alliance Certiﬁ ed™ farms. 131 low and no calorie drinks to the market and offering new products to consumers. This included expanding our portfolio with more zero sugar options, including Monster Ultra and new Fanta ﬂ avours. We launched Fuze Tea, our popular ready to drink tea brand. We also launched 160K 11.1% tonnes of sugar removed reduction in average sugar per Honest Coffee, our new range of premium ready to drink from our drinks since 2010 litre in our soft drinks portfolio cold coffee products. since 2015. This represents a reduction of 15.8% since 2010 To make it easier for consumers to cut down on sugar, we’ve also made progress on offering smaller pack sizes to our consumers. In 2018, we launched new Sprite and Coca-Cola Light ﬂ avours in 250ml cans in Belgium, France, the 45% of the products we sold in 2018 Netherlands and Sweden. In addition, 250ml PET Fanta balls were low or no calorie were launched in Belgium in 2018 and will be extended to other countries in 2019. READ MORE AT WWW.CCEP.COM/PAGES/05-ACTION-ON-DRINKS 32 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

ACTION ON PACKAGING REPORT STRATEGIC Our packaging plays an essential role in maintaining the quality and safety of our drinks. We’re taking action to ensure that we collect 100% of our packaging so that none of it ends up as litter or in the oceans. GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Our actions We’re committed to leading the way towards a circular economy where 100% of our packaging is collected, reused or recycled. We work with our packaging suppliers to minimise the impact of our packaging on the environment by designing it for recyclability, aiming to reduce packaging weight and FINANCIAL STATEMENTS FINANCIAL increase its recycled and renewable content. We are working with TCCC and using our brands to inspire consumers to You sort, we recycle recycle more, as well as working with customers, local In 2018, we supported “You sort, we recycle”, a major campaign in France that saw 12 drinks brands joining forces to encourage consumers to governments and other stakeholders to improve local recycle plastic bottles. Created by our sustainable packaging partner collection and recycling rates. CITEO, the campaign demonstrated that one plastic bottle, when sorted correctly, can be recycled to produce another plastic bottle. The campaign We also want to lead the way in pioneering sustainable was launched in Paris and was expanded to 40 major cities across France. packaging, including using renewable materials and ﬁ nding OTHER INFORMATION OTHER smart new ways to reduce packaging waste. READ MORE AT WWW.VOUSTRIEZNOUSRECYCLONS.COM Key progress Design and innovation We’re committed to ensuring that at least 50% of the 27.6% 98% material we use for our PET bottles comes from recycled PET of the PET we used in 2018 of our primary packaging was (rPET) by 2025. In 2018, 27.6% of the PET we used to make was from recycled PET recyclable in 2018 our PET bottles was rPET. We’re working with others in our industry to ensure that all of our primary packaging is 100% signiﬁ cant improvement in packaging collection rates recyclable by 2025. In 2018, 98% of the packaging we used through local household collection schemes. In 2018, we was recyclable. continued to work with governments and industry partners including Fost Plus in Belgium, CITEO in France, Remondis We continued to invest in plastic reprocessing to ensure a and Interseroh in Germany, WRAP and Valpak in Great Britain, reliable supply of high quality rPET in all our markets. One Inﬁ nitum in Norway, Ecoembes in Spain and Returpack example is our new partnership and supply agreement with in Sweden. Loop Industries, Inc., a plastic reprocessing company. Loop’s depolymerisation technology enables low value plastics to In 2018, CCEP set up a Recovery Management Ofﬁ ce (RMO) – be diverted, recovered and recycled into new, virgin-quality a cross functional ofﬁ ce dedicated to packaging recovery. PET plastic. The RMO has helped develop a more detailed understanding of CCEP’s recovery rates by material by market, in order to Towards our 100% packaging collection target provide an accurate baseline for our 100% collection target. Recent years have seen an increasing focus and growing public concern around plastic waste. In 2018, the European We continued to support anti-litter and ocean clean up Commission proposed new rules restricting the use of single initiatives across our territories through local community use plastics, which represent around half of all marine litter partnerships. Major initiatives in 2018 included Mares in Europe(A). We’re committed to leading the way towards a Circulares (Circular Seas), a coastal waste collection circular economy where 100% of our packaging is collected, campaign co-ﬁ nanced by The Coca-Cola Foundation. A total reused or recycled. Achieving a 100% collection rate for of 584 tons of waste was collected from 82 beaches, 12 ports our packaging is a complex challenge. Our assessments and 11 marine reserves along 270 kms of coastline in Spain show that achieving this target depends on the widespread and Portugal and involved 5,270 volunteers. All collected PET adoption of well designed deposit return schemes or a bottles were reintegrated into our value chain in Spain. READ MORE AT WWW.CCEP.COM/PAGES/06-ACTION-ON-PACKAGING (A) Source: http://ec.europa.eu/environment/waste/plastic_waste.htm Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 33

ACTION ON SOCIETY We’re determined to make a positive difference in society by promoting diversity, inclusion and economic development, both in our workplaces and in our local communities. Our actions We believe that a diverse workforce leads to better business results and increased innovation. We’re committed to fostering a diverse, inclusive working culture that reﬂects the diversity of the communities we serve. We want to ensure that everyone can feel part of CCEP by celebrating all of the unique characteristics that make us who we are, and by respecting, valuing and taking into account people’s differing needs and perspectives. Many of our communities face signiﬁcant challenges, including high levels of youth unemployment. We help address these issues across our territories through employee volunteering and by supporting local community Promoting an inclusive culture Across CCEP we have a number of employee networks providing partnerships, with a particular focus on helping young safe and supportive spaces for employees from diverse people gain the employability, skills and conﬁdence they backgrounds. One example is the Rainbow Network in Germany, need to succeed. which provides networking opportunities for LGBT colleagues Key progress and their supporters, as well as raising awareness of LGBT issues. Diversity and inclusion Not only does this provide development opportunities, it also In 2018, we made progress towards our target of at least 40% helps to build our inclusive employer proﬁle both internally and of our management positions to be held by women by 2025. in the external marketplace – for example, by taking part in job By the end of the year, 35.6% of our management positions fairs, and hosting best practice sharing events. were held by women – an increase of 2.8% compared to Thanks to the work of the Rainbow Network, Germany was December 2017. awarded the PRIDE 500 seal for supporting workplace pride. 2018 saw progress in hiring more female talent into senior positions. Within our supply chain we have 47 manufacturing We also continue to build our female leadership pipeline sites and women now lead seven of our sites in France, through our Women in Leadership development plan, with a Germany, Great Britain and Spain, an increase of ﬁve since the series of training programmes to support women’s ambitions formation of CCEP. We also now have excellent female at different stages of their careers and to help develop the leadership in our Investor Relations function and our Swedish skills and networks to succeed. These include our Connect to leadership team. Grow mentoring programme aimed at senior managers, This progress is the result of a consistent focus on improving associate directors and directors. Since its launch in 2017, diversity in our recruitment process. In 2018, this included 68 women have taken part in the programme. requiring our recruitment ﬁrms to provide better gender In 2018, our business in Iberia received the Intrama Top balanced candidate shortlists, using diverse interviewing Diversity Award, in recognition for its innovation and panels, talent mapping for external female talent and commitment in improving gender diversity. reviewing our job adverts to ensure they use inclusive language. We also introduced diversity KPIs for our internal recruiters and recruitment agencies. As an example, our business in Germany is aiming for 60% female candidates on 35.6% each shortlist. To help meet that target, the company held a of management positions at workshop to ensure the language it uses in recruitment CCEP were held by women adverts is more inclusive and engaging. 34 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE VALUE OF OUR COMMUNITY CONTRIBUTION 65% 19% 8% STATEMENTS FINANCIAL 8% Celebrating the Special Olympics €5m 2018 marked the 40th anniversary of our long-term charity Total cash partner Special Olympics Great Britain, as well as the 50th anniversary of the worldwide Special Olympics movement. To Total in kind show our support for this double celebration, employees in Total volunteer time INFORMATION OTHER Great Britain launched an awareness raising campaign and volunteered at the Anniversary Games in Stirling, Scotland. Total management costs Fundraising and volunteering activities also took place in (cash and time) Belgium, Germany and the Netherlands. Community investment and volunteering Working with TCCC, we expanded our support for local community partnerships in 2018. We currently support a range of local programmes that empower young people, including WannaWork in Belgium, Passport to Employment in France, the Foundation of Integration in Germany, Reach In 2018, we contributed €5 million, or 0.41% of our proﬁt Up in Great Britain, JINC in the Netherlands, GIRA Jóvenes before tax, to community activities. In addition, our in Spain and Mentor in Sweden. employees dedicated 11,955 volunteer hours to support the work of our national charity partners, local community In Antwerp, Belgium, our Coca-Cola Visitors Centre offers groups and other good causes. an interactive experience that educates young people about our approach to sustainability, and provides an open door In November 2018, to mark the ﬁrst anniversary of our This for young people to learn about manufacturing and the soft is Forward strategy, we launched a new volunteering policy drinks industry. Around 18,000 people, mainly students, visit that enables all CCEP employees to dedicate up to two paid the centre every year. working days a year to volunteer for a charity or cause of their choice. One Young World is a UK-based charity that brings together some of the world’s brightest young leaders every year, empowering them to make lasting connections to create positive change. Nine CCEP delegates took part in the One Young World 2018 summit, which was held in The Hague, €5M 11,955 the Netherlands. They joined 1,800 other young leaders spent supporting local hours volunteered by from more than 190 countries to discuss pressing social community partnerships our employees in 2018 and sustainability issues with leading companies, non-governmental organisations and key inﬂuencers. READ MORE AT WWW.CCEP.COM/PAGES/07-ACTION-ON-SOCIETY Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 35

ACTION ON WATER Water is the main ingredient in our products and essential to our manufacturing processes. To ensure a sustainable supply of water, we’re working to reduce the amount of water we use in our operations and protect local water sources for future generations. Our actions Water replenishment In many of our territories, water resources are affected by Together with TCCC, we continue to replenish the water we over exploitation, poor water management and the impacts use in areas of water stress in partnership with local NGOs of climate change. Water scarcity and deteriorating water and community groups. In 2018, we managed 15 community quality in our supply chain have become major issues for our based water replenishment projects in Western Europe, business in Western Europe. Around 80% of the total water enabling us to replenish 141% of the water we used in our footprint of our products comes from our agricultural supply drinks, where sourced from areas of water stress. chain, including sugar beet – which is grown in Western In 2018, in collaboration with The Coca-Cola Foundation, we Europe – or the fruit juices we source from around the world. partnered with WWF Spain on a three year project to protect As a result, we’re taking a value chain approach to handling water quantity and quality in the Guadalquivir river by water with the care that it deserves. We’re aiming to reduce improving agricultural practices in local citrus plantations. the water we use in our manufacturing operations by 20% We also invested in new initiatives, such as a three year by 2025, as well as addressing water impacts within our project with WWF UK to improve water quality and replenish supply chain. We’re also aiming to replenish 100% of the water sources in East Anglia, Great Britain. Ongoing projects water we use in areas of water stress through community include the Camargue Wetland Restoration project in based partnerships. partnership with WWF France, due to complete in 2020. Key progress Protecting our water sources To help protect our water sources, our manufacturing sites carry out source water vulnerability assessments (SVAs), which assess potential risks in terms of water quality and availability. These assessments inform our source water protection plans (SWPPs), which take account of future water needs and identify any further actions required. In 2018, 100% of our manufacturing sites carried out SVAs and had SWPPs in place. Bringing a forest back to life Improving water efﬁciency In 2018, we completed a project to protect groundwater close to In 2018, we continued to invest in water saving systems our Aquabona manufacturing site in Northern Spain, which was for our manufacturing sites. For example, in Fürstenfeldbruck severely impacted following a forest ﬁre in 2009. The project in Germany, up to 1,400 m3 of water per month was saved involved restoring native and ﬁre resilient trees, protecting by investing in more water efﬁcient bottle washers. In grassland habitats and controlling vegetation growth. It was Barcelona, Spain we introduced a new system to reuse carried out together with TCCC and in partnership with the wastewater, which helped regenerate the ecosystem of Ecology and Development Foundation (ECODES) and local a nearby lagoon and increased the biodiversity of aquatic government. As a result, we replenished 943.8 million litres of ﬂora and fauna. As a result of these and other initiatives, water, planted over 66,300 trees and restored 57 hectares of land. Rainwater recovery has improved by 20% and the local our water use ratio was 1.61L/L(A) in 2018 – a reduction of biodiversity and ecosystem will be protected for at least 20 years. 11.25% since 2010. During the year, TCCC launched an Environment Award for Coca-Cola bottlers in Western Europe. The award recognises excellence and consistent improvement across a range of 1.61L/L(A) 141% areas, including water efﬁciency. Our Dorsten manufacturing water use ratio of the water we used in our drinks, where sourced site in Germany won the award in 2018. from areas of water stress, was replenished (A) Litres of water/litre of product produced READ MORE AT WWW.CCEP.COM/PAGES/08-ACTION-ON-WATER 36 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

ACTION ON CLIMATE REPORT STRATEGIC Climate change is the world’s most urgent environmental challenge. We are committed to playing our part in global efforts to tackle climate change, in line with the 2015 Paris Climate Change Agreement. GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Our actions Reducing emissions across our entire value chain We are working hard to reduce greenhouse gas (GHG) We are committed to reducing the carbon impact of our emissions across our entire value chain and have set a value chain in a number of ways, including making our target to halve our direct carbon emissions by 2025. We’re packaging lighter, increasing the use of recycled materials doing this by reducing the amount of energy we use in our and by working with our suppliers to ensure that they manufacturing sites, cutting the distances our products are adopt energy saving technologies. We also share best transported and making our cold drinks equipment more practices and encourage others to tackle climate change energy efﬁcient. – for example through our #PorElClima campaign which STATEMENTS FINANCIAL encourages the food service industry in Spain to adopt CCEP is a member of The Climate Group’s RE100 initiative, climate friendly practices and technologies. committed to purchase 100% renewable electricity by 2020. In addition, we are aiming to cut GHG emissions across our entire value chain by 35%. Our carbon reduction targets are fully aligned with climate science and have been validated by the Science Based Targets initiative (SBTi). OTHER INFORMATION OTHER Key progress Assessing climate change risk To adjust to higher global temperatures and move towards a low carbon economy, it’s important that we fully understand the risks that climate change poses for our business. In 2018, together with TCCC, we began a detailed assessment of the climate related risks we face. The results Electric vehicle project – Norway and Belgium will inform our strategic decisions and help us prepare for In Norway, we are working to reduce our carbon footprint by the potential impacts of climate change in line with the investing in electric vehicles. In 2018, we ordered 100 electric recommendations of the Task Force on Climate-Related cars for our ﬁeld sales team, who drive approximately 3 million Financial Disclosures (TCFD). kilometres per year. We also changed our car policy to introduce electric and plug-in electric hybrid vehicles. To facilitate this Reducing emissions across our core operations change we installed 176 charging points at our headquarters in In 2018, we reduced GHG emissions across our core Robsrud. As a result, approximately 300 tonnes of CO2 will be business operations (manufacturing, distribution and cold saved each year. drinks equipment) by 50.64% versus a 2010 baseline. For more detail, see page 38. In Belgium and Luxembourg, we are also trialling the use of electric cars for our ﬁeld sales teams. Ten ﬁeld sales employees We continued to invest in energy saving processes and now use Hyundai Kona electric cars as part of an effort to systems for our manufacturing operations. For example, in reduce carbon emissions. Germany, we trialled a new system designed to reduce the blowing pressure required to produce PET bottles, saving 897,000 kWh per year. As a result of this and other initiatives, (A) our energy use ratio was 0.317 MJ/litre of product in 2018 0.317 MJ/L(A) 100% energy use ratio of the electricity we – a reduction of 17.22% since 2010. purchased was from We continue to reduce the overall energy consumption of our renewable sources in 2018 cold drinks equipment ﬂeet. In 2018, the total energy READ MORE AT WWW.CCEP.COM/PAGES/09-ACTION-ON-CLIMATE consumption was reduced by 7.1% compared to 2017, while growing our ﬂeet by an average of 1.2% in 2018. Actions included setting higher efﬁciency performance requirements for our equipment, and installing smart devices to optimise energy efﬁciency. (A) MJ/litre of product produced Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 37

ACTION ON CLIMATE CONTINUED Greenhouse gas emissions – core business operations (Scope 1, 2 and 3) Details of our Scope 1, Scope 2, and Scope 3 greenhouse gas Data is consolidated from a number of sources across our (GHG) emissions in tonnes of CO2 equivalent (stated as CO2e) business and is analysed centrally. We use a variety of from our core business operations during 2018 are set out methodologies to gather our emissions data and measure in table 1. Our Scope 1 and 2 emissions are independent of each part of our operational carbon footprint, including any greenhouse gas trades, and our Scope 2 emissions are natural gas and purchased electricity data, refrigerant gas calculated using the market based approach. The carbon losses, CO2 fugitive gas losses and transport fuel, water footprint of our core business operations is calculated in supply, wastewater and waste management. We use accordance with the WRI/WBCSD GHG Protocol Corporate emission factors relevant to the source data including UK Standard, using an operational control approach to Department for Business, Environment and Industrial determine organisational boundaries. Strategy (BEIS) 2018 and IEA 2016 emission factors. We disclose the Scope 1, 2, and 3 emissions which make up Scope 1 ﬁgures include: direct sources of emissions such as our core business operations. We consider our core business the fuel we use for manufacturing and our own vehicles plus operations to include our manufacturing, distribution and cold our fugitive emissions. drinks equipment. More details about our GHG emissions, Scope 2 ﬁgures include: indirect sources of emissions such including the GHG emissions in our value chain (including as the purchased electricity we use at our sites. We report our ingredients and packaging), will be published on our against this on both a location based and a market based website in April 2019. Additional Scope 3 ﬁgures will also approach. Commitments and KPIs are tracked using the be included in our 2019 CDP response. market based approach. In 2018, we achieved a 4.14% reduction in our Scope 1 Scope 3 ﬁgures include: indirect sources associated with the and 2 carbon emissions versus those in 2017, and a 59.17% electricity used by our cold drinks and coffee equipment at reduction versus our 2010 baseline, using a market based our customers’ premises, our employee business travel by Scope 2 approach. rail and air, emissions related to the supply of water and Intensity ratios treatment of wastewater, emissions from the treatment of GHG emissions (Scope 1 and 2) per litre of product produced waste, fuel used by our third party distributors, and other (market based Scope 2 approach): 18.89 g/litre of product energy related emissions not already accounted for under produced. Scope 1 and 2 (for example, emissions from well-to-tank and transmission and distribution). Additional Scope 3 ﬁgures GHG emissions (Scope 1 and 2) per euro of revenue (market from the WRI/ WBCSD GHG Protocol categories 1, 3, 4, 5, 6, 7, based Scope 2 approach): 20.73 g/euro of revenue. 9, 11, 12 and 13 are disclosed in our 2018 CDP response. Note on sources of data and calculation methodologies Under the WRI/WBCSD GHG Protocol, we measure our Emission factors used include supplier data, DEFRA/BEIS 2018 and IEA 2016 emission factors. 0.93% of our core emissions in three “scopes”, except for CO2e emissions from biologically sequestered carbon, which is reported business operations carbon footprint is based on estimated separately outside of these scopes. Our 2010 baseline and emissions (e.g. leased ofﬁces where energy invoices or the 2017 data incorporates data from the bottlers from which square metre footage size of the site is not available). CCEP was formed, prior to the Merger. Some data for 2017 The ﬁgures for 2018 in table 1, along with selected has been restated from last year due to more accurate data information on our website, are subject to independent becoming available. assurance by DNV GL in accordance with the ISAE 3000 standard. The full assurance statement with DNV GL’s scope of work, and basis of conclusion, will be published on our website in April 2019. Table 1 GHG emissions (greenhouse gases – 2018) (tonnes CO2e) 2018 2017 Direct emissions (e.g. fuel used in manufacturing, Scope 1 own vehicle ﬂeet, as well as process and fugitive 232,187 228,657 (tonnes CO e) 2 emissions) Scope 2 (market based approach) 6,540 20,379 (tonnes CO2e) Indirect emissions (e.g. electricity) Scope 2 (location based approach) 173,850 193,713 (tonnes CO2e) Third party emissions included in our core business operations, including those related to our cold Scope 3 989,514 1,112,538 (tonnes CO2e) drinks equipment, third party transportation and distribution, and business travel 38 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

ACTION ON SUPPLY CHAIN REPORT STRATEGIC Population growth, increased demand for food products and climate change are putting our supply chains under increasing pressure. We’re committed to sourcing our agricultural ingredients and raw materials sustainably and responsibly. Our actions our own operations and our supply chain. As a result of REPORT DIRECTORS’ & GOVERNANCE To make our drinks, we depend on a sustainable supply of this workshop, in 2019 we will conduct a human rights risk high quality agricultural ingredients, including sugar beet assessment across our entire business. and sugarcane, fruit juices, tea and coffee. We also rely on Sustainable sourcing other raw materials such as pulp and paper to make our Together with TCCC we work to identify pathways to packaging. We’ve made a joint commitment with TCCC to compliance for our main agricultural suppliers by 2020. In ensure that 100% of our main agricultural ingredients and particular, we focus on sustainably sourcing coffee and tea raw materials are sourced sustainably by 2020. for our Honest, Fuze Tea and Chaqwa brands. In 2018, Fuze We also have a duty to respect and protect the human rights Tea, a premium iced tea brand with a fusion of ﬂavours of STATEMENTS FINANCIAL of everyone working across our supply chain. We aim to fruits, botanicals and tea, was launched in Europe. The tea ensure our suppliers respect our Code of Conduct and make extracts in Fuze Tea come from 100% sustainably sourced a positive impact on society, in line with the United Nations’ tea leaves. All farms that supply tea extracts must be Guiding Principles on Business and Human Rights, the certiﬁed to demonstrate that they meet an independent International Labour Organization’s Declaration on standard such as Fairtrade International, Rainforest Alliance Fundamental Principles and Rights at Work and the United or SAI FSA Silver or Gold. As of 2019, the complete Fuze Tea range joins the Rainforest Alliance community and will be Nations’ Global Compact. INFORMATION OTHER marked with the “green frog” seal, conﬁrming that the tea has Key progress been sourced from Rainforest Alliance CertiﬁedTM farms. Measuring compliance We track our progress by measuring compliance with our Supplier Guiding Principles (SGPs), which apply to all of our suppliers, and our Sustainable Agriculture Guiding Principles (SAGPs), which apply to our suppliers of key agricultural ingredients and raw materials. We’ve made a commitment to ensure that all our suppliers comply with these principles by 2020. In 2018, 91% of our spend was with suppliers which are covered by our SGPs. In 2018, in partnership with TCCC, we conducted a risk assessment for our main ingredients. Together with TCCC, we are also developing sourcing Sustainable citrus project guidelines to provide transparent criteria for our ingredient In Spain and Portugal, CCEP sources around 4.6 million kilos of suppliers to outline the sustainability standards they citrus juice every year from local farmers. In 2018, with the support should meet. of The Coca-Cola Foundation we extended our sustainable citrus Evaluating performance project for a further two years to continue to improve the CCEP’s supplier relationship management process provides sustainability of citrus production. The project promotes efﬁcient irrigation and fertilisation techniques in areas of water stress. a framework for evaluating the sustainability of our By providing monitoring, training and technical support, the project suppliers. Each supplier is given a score based on ﬁnancial helps farmers save water and reduce their production costs. value, efﬁciency, innovation, risk and sustainability. The In 2018, the project visited 25 farms across Valencia, and helped sustainability component of the score is rated by install 2,000 kilometres of water efﬁcient irrigation systems. independent evaluation company EcoVadis. It evaluates suppliers against a number of sustainability criteria such as environment, carbon management, human rights and fair business practices. 91% 88% of our spend was with of our sugar was sourced Human rights suppliers which are from suppliers which comply Following the publication of our ﬁrst Modern Slavery covered by our SGPs with our SAGPs Statement in 2017, we hosted an internal human rights workshop for senior managers across our business in 2018. READ MORE AT WWW.CCEP.COM/PAGES/10-ACTION-ON-SUPPLY-CHAIN Our aim was to understand what human rights means for Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 39

PRINCIPAL RISKS This section sets out the principal risks we face as a business and how we manage them. Our approach to risk risks within our IT function, and environmental and quality Our decisions are informed by an understanding of the risks within our supply chain management function. These risks we face as a business. Through our enterprise wide functional assessments are now an ongoing part of our risk risk management programme, we identify, measure and management process. manage risk, as well as embed a strong risk culture across Measuring and managing risk our business. Once risks have been identiﬁed through our risk assessment Assessing risk process, we analyse them to understand their likelihood and To gain an overall understanding of the risks CCEP faces, potential impact, how we are managing the risks and what we assess risk top down and bottom up. mitigation measures we may need to put in place. Our annual enterprise risk assessment gives us a top In 2018, we started to consider key risk indicators to more down, strategic view of risk at the enterprise level. During accurately monitor risk levels as they change over time. this assessment we carry out a risk survey with our top During the year we also developed our scenario analysis and leaders, followed by interviews with Board and Audit planning to better understand how key risks could impact Committee members and members of our Executive our organisation. As part of this work, we initiated our ﬁrst Leadership Team (ELT). This risk assessment is reviewed climate change risk assessment and scenario analysis. and updated periodically. In 2018, we issued the risk survey These scenarios have been documented, and we have to 150 top leaders. developed action plans for how we would respond to them. To gain a bottom up view of risk from an operational READ MORE ABOUT OUR CLIMATE CHANGE RISK ASSESSMENT perspective, we also carry out risk assessments on AND SCENARIO ANALYSIS ON OUR WEBSITE FROM APRIL 2019 a business unit level. Each business unit has a local At present, our scenario planning work is focused on Compliance and Risk Committee reporting to its leadership understanding and managing current risks. In future, team. The committee reviews and updates risk on a we are aiming to integrate scenario analysis more fully quarterly basis and makes sure that risk management is in our long-range strategic planning. incorporated into day to day business operations. The ELT Compliance and Risk Committee oversees this work. Risk appetite The Board considers the level of risk it is prepared to accept In 2018, we expanded our bottom up risk assessment to deliver CCEP’s strategic objectives. process to include CCEP’s functions, as well as business units. During the year, we identiﬁed high risk areas within In 2019, we plan to develop a more detailed understanding certain functions and carried out detailed assessments of of risk appetite and embed this further into CCEP’s decision those areas. These included assessments of cybersecurity making processes. Risk types Risk description External External opportunities and risks, such as macroeconomic, socio/political and competition risks, that could fundamentally impact business strategy. Typically managed by teams that respond to signiﬁcant shifts in consumer or supplier behaviour. Operational Opportunities and risks that could impact day to day operations in areas such as production, logistics or sales. Managed across all business areas through controls embedded in processes and procedures. Strategic Internal opportunities and risks that could impede the achievement of strategic objectives and targets, such as poor resource allocation or decision making. Typically managed by senior leaders responsible for delivering strategic initiatives. Extreme events Opportunities and risks that would have an extreme impact on the business (such as Brexit, global ﬁnancial crisis, natural disasters, etc.). These can materialise in any part of the business and may coincide with other risks in particular scenarios. Note: extreme events could occur in any principal risk and are, therefore, not allocated to any single speciﬁc category. 40 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Risk governance Some of these risks have materialised during the year Our risk management programme is coordinated by CCEP’s (such as the CO2 shortage) and impacted the entire industry. enterprise risk management function. This is led by the CCEP has managed the mitigation of these risks very well Chief Compliance Ofﬁcer, who reports to the General and demonstrated robust business continuity capabilities. Counsel and Company Secretary. They provide support The following pages set out a summary of our principal risks and expertise to all business units and functions across based on the ﬁndings of our most recent enterprise risk the organisation. REPORT STRATEGIC assessment. The Chief Compliance Ofﬁcer also manages business The Directors have carried out a robust assessment of continuity and incident management, ethics and these principal risks. However, this summary is not intended compliance, security, data privacy, and regulation (including to include all risks that could ultimately impact our business in relation to recovery management), and therefore has and is presented in no particular order. oversight of risk management across our business. Principal risks Risk factors Beyond our principal risks, CCEP faces other operational Our principal risks are those that have been identiﬁed as risks that we manage as part of our daily routines, such as most impactful to our business by our enterprise risk employee health and safety and human rights. We cover assessment. CCEP deﬁnes these as risks that could both our principal risks and these other risks in more detail materially and adversely affect our business, or could cause in our risk factors section. REPORT DIRECTORS’ & GOVERNANCE our actual results to differ materially from those given in the forward-looking statements within this report and other READ ABOUT OUR RISK FACTORS ON PAGES 162 TO 168 public statements we make. Summary of current principal risks Principal risk Risk types Deﬁnition and impact Key mitigation Change in risk Changing External We make and distribute products containing • Reducing the sugar content of our soft drinks, through: Stayed consumer sugar and alternative sweeteners. Healthy – Product and pack innovation and reformulation the same preferences and lifestyle campaigns, increased media scrutiny – Managing our product mix to increase low and no the health impact and social media have led to an increasingly calorie products STATEMENTS FINANCIAL of soft drinks negative perception of these ingredients • Making it easier for consumers to cut down on sugar among consumers. This exposes us to the risk by providing straightforward product information that we will be unable to evolve our product and smaller pack sizes and packaging choices quickly enough to • EU wide soft drink industry calorie reduction satisfy changes in consumer preferences. As a commitment with the Union of European Soft Drinks result, we could experience sustained decline Associations (UNESDA) in sales volume, which could impact our • Adopting calorie and sugar reduction commitments ﬁnancial results and business performance. at country level • Dialogue with government representatives, non-governmental organisations (NGOs), local INFORMATION OTHER communities and customers • Employee communication and education • On pack communication of product and nutritional information enhanced • Responsible sales and marketing codes Legal and External Our daily operations are subject to a broad • Continuous monitoring of new or changing Stayed regulatory range of regulations at EU and national level. regulations and appropriate implementation the same intervention These include regulations covering of adequate mitigations manufacturing, the use of certain ingredients, • Dialogue with government representatives and input packaging, labelling requirements, and the to public consultations on new or changing distribution and sale of our products. This regulations exposes us to the risk of regulatory changes • Effective compliance programmes and training that may adversely impact our business. for employees As a result, we could face new or higher taxes, • Measures set out elsewhere in this table in relation higher labour and other costs, stricter sales to legal and regulatory intervention with respect to and marketing controls, or punitive or other changing consumer preferences and the health interventionary actions from regulators or impact of soft drinks and packaging and plastic legislative bodies that negatively impact our ﬁnancial results, business performance or licence to operate. Packaging External Due to concerns about the environmental • Continued sustainability action plan focused on Increasing and plastic(A) impacts of litter, our packaging (especially packaging, including our commitments to: single use plastic packaging) is under – Ensure that 100% of our primary packaging is increasing scrutiny by regulators, consumers recyclable or reﬁllable and customers. This exposes us to the risk – Drive higher collection rates, aiming to ensure that of increased regulation or taxation and 100% of our packaging is collected for recycling reputational impacts. As a result, we may have – Ensure that by 2025 at least half of the material we to change our packaging strategy and mix in use for our PET bottles comes from recycled plastic a short time frame. This could result in a • Work with TCCC to explore alternative sources of reduction in demand for single use plastic rPET and innovative new packaging materials and packaging, and we may be liable for increased delivery systems costs related to the design, collection, • Work with TCCC to encourage consumers to recycle recycling and littering of our packaging. their packaging using existing collection We may be unable to respond in a cost infrastructure effective manner and our reputation may • Establishment of a cross functional recovery be adversely impacted. management ofﬁce with a dedicated focus on packaging collection • Support for well designed deposit return schemes across our markets as a route to 100% collection and increased availability of rPET Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 41

PRINCIPAL RISKS CONTINUED Summary of current principal risks continued Principal risk Risk types Deﬁnition and impact Key mitigation Change in risk Competitiveness Strategic We are now implementing a programme • Regular competitiveness reviews ensuring effective Stayed and of continuous improvements to stay steering, high visibility and quick decision making the same transformation competitive in the future. This programme • Dedicated programme management ofﬁce and includes technology transformation, effective project management methodology continuous supply chain improvements and • Continuation of governance routines improvements in the way we work with our • Regular ELT and Board reviews and approvals partners and franchisors. This exposes us to of programme progress and issue resolution the risk of ineffective coordination between business units and central functions, change fatigue in our people and social unrest. As a result, we may not create the expected value from these initiatives or execute our business plans effectively. We may also experience damage to our corporate reputation, a decline in our share price, industrial action and disruption to our operations. Cyber and social Operational We rely on a complex IT landscape, using • Proactive monitoring of cyber threats and Increasing engineering both internal and external systems. These implementing preventive measures attacks systems are potentially vulnerable to security • Business awareness and training on information and cyber threats, as well as user behaviour. security This threat proﬁle is dynamically changing as • Business continuity and disaster recovery potential attackers’ skills and tools advance. programmes This exposes us to the risk of unauthorised • A programme to ﬁnd and resolve vulnerabilities data access, compromised data accuracy • Third party risk assessments and conﬁdentiality, and the loss of system operation. As a result, we could experience disruption to operations, regulatory intervention, or damage to our reputation. Market External Our success in the market depends on a • Shopper insights and price elasticity assessments Stayed number of factors. These include actions • Pack and product innovation the same taken by our competitors, route to market, • Promotional strategy and our ability to build strong customer • Commercial policy relationships and realise price increases. • Collaborative category planning with customers This exposes us to the risk that market forces • Growth centric customer investment policies may limit our ability to execute our business • Business development plans aligned with our plans effectively. As a result, we may be customers unable to expand margins, increase market • Diversiﬁcation of portfolio and customer base share, or negotiate with customers effectively. • Realistic budgeting routines and targets • Investment in key account development and category planning Economic External Our industry is sensitive to market conditions • Diversiﬁed product portfolio and the geographic Stayed and political such as commodity price volatility, inﬂation, diversity of our operations assist in mitigating the same conditions and political instability (for example, Brexit). our exposure to any localised economic risk This exposes us to the risk of an adverse • Our ﬂexible business model allows us to adapt our impact on CCEP and our consumers, driving portfolio to suit our customers’ changing needs during a reduction of spend within our category. economic downturns As a result, we could experience reduced • We regularly update our forecast of business results demand for our products, fail to meet our and cash ﬂows and, where necessary, rebalance growth priorities and our reputation could capital investments be adversely impacted. Relationship with Strategic We conduct our business primarily under • Clear agreements govern the relationships Stayed TCCC and other agreements with TCCC and other franchisors. • Incidence pricing agreement the same franchisors This exposes us to the risk of misaligned • Aligned long range planning and annual business incentives or strategy, particularly during planning processes periods of low category growth. As a result, • Ongoing pan-European and local routines between TCCC or other franchisors could act CCEP and franchise partners adversely to our interests with respect • Positive relationships at all levels to our business relationship. Product quality Operational We produce a wide range of products, all • TCCC standards and audits Stayed of which must adhere to strict food safety • Hygiene regimes at plants the same requirements. This exposes us to the risk of • Total quality management programme failing to meet, or being perceived as failing • Robust management systems to meet, the necessary standards, which • ISO certiﬁcation could lead to compromised product quality. • Internal governance audits As a result, our brand reputation could be • Quality monitoring programme damaged and our products could become • Customer and consumer monitoring and feedback less popular with consumers. • Incident management and crisis resolution (A) Packaging was identiﬁed as a separate new principal risk during the last enterprise risk assessment. 42 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Figure 1 Enterprise risk management framework ENTERPRISE RISK MANAGEMENT FRAMEWORK GOVERNANCE AND OVERSIGHT REPORT STRATEGIC Events & issues Risks & opportunities ASSESSM ISK ENT Internal losses R S Key indicators APPETITE RISK AND PROFILE RISK and issues Metrics and drivers for Use internal tools and key risks and controls; data sources to review Top down quantitative input for internal losses Enterprise risk assessment (ERA) risk appetite REPORT DIRECTORS’ & GOVERNANCE Functional Projects GB(A) IB(A) DE(A) FR(A) NE(A) Bottom up MANAGEMENT AND REGULATORY - Horizon scanning External incidents Continuous analysis identiﬁes STATEMENTS FINANCIAL Lessons learned across emerging risks with potential for Scenario analysis the industry; peer turning into material threats Risks under extreme in the future REPORTING incidents; publicly conditions available information OTHER INFORMATION OTHER COMMUNICATION AND TRAINING - METHODOLOGY AND TOOL The enterprise risk management framework gives a holistic view on the entire risk landscape at CCEP. It enables better decision making and best practice sharing across business units and functions. (A) Our business units: Great Britain (GB), Iberia (IB), Germany (DE), France (FR) and Northern Europe (NE) (Northern Europe is Belgium, Iceland, Luxembourg, the Netherlands, Norway and Sweden). Internal control procedures and risk management The Audit Committee has speciﬁc responsibility for CCEP’s internal controls are designed to manage rather reviewing the internal control policies and procedures than eliminate risk, and aim to provide reasonable but associated with the identiﬁcation, assessment and not absolute assurance against material misstatement. reporting of risks to check they are adequate and effective. The Board has overall responsibility for the Company’s Our internal control processes include: system of internal controls and for reviewing its adequacy • Board approval for signiﬁcant projects, transactions and effectiveness. To discharge its responsibility in a and corporate actions manner that complies with law and regulation and promotes • Either senior management or Board approval for all major effective and efﬁcient operation, the Board has established expenditure at the appropriate stages of each transaction clear operating procedures, lines of responsibility and • Regular reporting covering both technical progress and delegated authority. our ﬁnancial affairs • Board review, identiﬁcation, evaluation and management of signiﬁcant risks Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 43

VIABILITY STATEMENT In accordance with provision C2.2 of the 2016 edition of the UK Corporate Governance Code (the 2016 UKCGC), the Directors assessed the viability of the Group over a period of three years, which corresponds to the Group’s planning cycle. The assessment considered the Group’s prospects related Based on the Group’s current ﬁnancial position, stable cash to revenue, operating proﬁt, EBITDA and free cash ﬂow. generation and access to liquidity, the Directors concluded The Directors considered the maturity dates for the Group’s that the Group is well positioned to manage principal risks debt obligations and its access to public and private debt and potential downside impacts of such risks materialising markets, including its committed multi currency credit to ensure solvency and liquidity over the assessment period. facility. The Directors also carried out a robust review and From a qualitative perspective, the Directors also took into analysis of the principal risks facing the Group, including consideration the Group’s past experience of managing those risks that could materially and adversely affect the through adverse conditions and the Group’s strong Group’s business model, future performance, solvency relationship and position within the Coca-Cola system. The and liquidity. Directors considered the extreme measures the Group could take in the event of crisis, including decreasing or stopping Stress testing was performed on a number of scenarios, non-essential capital investment, decreasing or stopping including different estimates for operating income and free shareholder dividends, renegotiating commercial terms with cash ﬂow. Among other considerations, these scenarios customers and suppliers or selling non-essential assets. incorporated the potential downside impact of the Group’s principal risks, including those related to: Based upon the assessment performed, the Directors conﬁrm that they have a reasonable expectation the • Changing consumer preferences and the health impact Group will be able to continue in operation and meet all of soft drinks liabilities as they fall due over the three year period covered • Legal and regulatory intervention, including plastic by this assessment. packaging • The risk of a signiﬁcant product quality issue or recall 44 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

SECTION 172 STATEMENT FROM THE DIRECTORS REPORT STRATEGIC During 2018 we each acted in the way we considered, in good faith, would be most likely to promote CCEP’s success, based on the information available to us at the time. GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Through CCEP’s culture, governance framework and In 2018, we reviewed CCEP’s stakeholders and agreed delegated authorities, we ensure that the right people take a stakeholder engagement matrix. This matrix identiﬁes the right decisions at the right time. They take into our key and other stakeholder groups and describes how consideration the likely long-term consequences and impact we, and CCEP more widely, interact with them. This is on relevant stakeholders and the need to act fairly as summarised in table 1. between CCEP’s shareholders. There are details about how READ MORE ABOUT HOW WE LISTEN TO this works in practice throughout this Integrated Report. OUR STAKEHOLDERS ON PAGES 16 TO 17 FINANCIAL STATEMENTS FINANCIAL Table 1 Summary of stakeholder engagement matrix in relation to key stakeholders identiﬁed by the Board Key stakeholder group Board engagement and information ﬂows More information Customers • The Board receives regular updates regarding customer relationships, development and See page 17 engagement, including customer feedback and complaints data • Customers are considered as part of strategy sessions • Customer leaders are invited to present to the Board • The Board undertakes regular market visits, including visits to customers INFORMATION OTHER Suppliers • The Board receives regular updates regarding supplier relationships, development and engagement See Action on Supply • The Audit Committee receives updates through internal audit of relevant processes Chain on page 39 Workforce • In May 2018, the Directors attended CCEP’s inaugural Group wide workforce town hall. A recording See Our People on of the event was made available to everyone at CCEP. We invited questions from the whole pages 18 to 19 organisation in advance, and the full list of questions and answers, including all questions See the Nomination submitted (not only those answered on the day), was made available to everyone after the event. Committee Chairman’s We intend for this to become an annual event Letter on page 67 • Directors attend the annual kick off conferences held in each country See the Directors’ • Directors meet employees on market visits and factory tours and when travelling to the different Remuneration Report countries in which we operate for Board meetings on page 76 • The Board considers and approves our people strategy • Issues raised about the CoC are reported to the Audit Committee, which passes on any particular concerns to the Board • The Nomination Committee is responsible for a range of people matters and reports to the Board as appropriate • The Remuneration Committee is responsible for pay and reward matters and reports to the Board as appropriate Franchisors • The Board and Afﬁliated Transaction Committee receive regular updates regarding franchisor See pages 16 and 174 relationships, development and engagement • The Chairman engages with senior leadership at key franchisors • Senior leaders from TCCC are invited to present to the Board at regular intervals • Directors are invited to business unit meetings and have the opportunity to meet franchisors Investors • Directors are available to shareholders at the Annual General Meeting See page 65 in the • The 2018 Capital Markets Day was attended by the CEO, Chairman and senior management Corporate Governance • The CEO, with the CFO, attends regular investor calls and investor events, including CAGNY Report • The Board receives quarterly updates from investor relations, copies of analyst consensus and recommendations, post-earnings reaction and commentary, and deep dives on investor relations at appropriate intervals • In 2018, the Board held a panel session with investors and analysts Communities • The CSR Committee receives regular updates on community activities, environmental matters See Action on Society and other social responsibility topics and reports onward to the Board where appropriate on pages 34 to 35 • The Board sets and reviews the strategy, including plans for engagement with communities, and receives updates from the CSR Committee The Company’s Strategic Report is set out on pages 1 to 45. The Strategic Report was approved by the Board on 14 March 2019 and signed on its behalf by Damian Gammell Chief Executive Ofﬁcer Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 45

GOVERNANCE AND DIRECTORS’ REPORT 48 Chairman’s Introduction 49 Board of Directors 50 Directors’ Biographies 55 Senior Management 57 Corporate Governance Report 67 Nomination Committee Chairman’s Letter 68 Nomination Committee Report 70 Audit Committee Chairman’s Letter 71 Audit Committee Report 76 Directors’ Remuneration Report 76 Statement from the Remuneration Committee Chairman 78 Overview of the Remuneration Policy 79 Remuneration at a Glance 80 Annual Report on Remuneration 88 Directors’ Report 91 Directors’ Responsibilities Statement 46 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE FINANCIAL STATEMENTS FINANCIAL OTHER INFORMATION OTHER Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 47

CHAIRMAN’S INTRODUCTION “ Corporate governance underpins the conduct of our daily business.” Dear Shareholder As Chairman, I believe that promoting the highest standards At the same time we have taken steps to keep ahead of of governance throughout the Group beneﬁ ts all of our corporate governance developments by enhancing our shareholders and other stakeholders and underpins the governance practices, applying the requirements of the 2018 long-term sustainable success of Coca-Cola European UKCGC as early as we can. For example, we have included Partners (CCEP). certain disclosures regarding the 2018 UKCGC even though it didn’t apply to us during 2018 and we are not required to There is a brief summary of our Board’s activities during report against it yet. 2018 in table 3 on page 61, with some more details on speciﬁ c activities elsewhere in this report. This year, as well Looking to the future as our normal agenda we focused on: The Board is responsible for leading CCEP and overseeing • Reﬁ ning and overseeing the implementation of our strategy the Group’s governance, by setting its culture, values and • Sustainable success, with particular consideration of standards, while keeping our stakeholders’ interests front issues around plastic and sugar, and meeting the of mind. Along with its regular schedule of topics, the Board commitments set out in This is Forward has the following activities planned for 2019: • Engaging with our stakeholders, including running our ﬁ rst Innovation and growth employee town hall with the whole Board, which was We will continue to pursue an active growth agenda, taking standing room only, and reviewing the terms of reference appropriate opportunities. for our Committees and our forward agenda to give us a Succession planning and diversity better understanding of stakeholders During 2019, we will again carry out a Board evaluation and • Considering our capital allocation framework and making gap analysis against our skills matrix and diversity criteria, the decision to start our ﬁ rst share buyback programme taking any appropriate action to ensure the Board has the • People and encouraging a diverse and inclusive culture skills and experience needed to support CCEP’s future success. • Enhancing our corporate governance It’s important that the Board leads by example. The Board Enhancing the governance framework aims to do so through diverse leadership and by listening Corporate governance underpins the conduct of our daily and caring, setting the inclusive tone and culture for business. Best practice for corporate governance continues the Group. to evolve. In 2018, the new UK Corporate Governance Code (the 2018 UKCGC) was published, and this applies to us from Stakeholder engagement our accounting period starting on 1 January 2019. During 2018, we developed a stakeholder engagement matrix. In 2019, we will enhance our stakeholder Governance framework engagement. Through our Committees we will gain a better In 2018, we reviewed and amended the terms of reference understanding of stakeholders, particularly of the people for our Audit, Nomination and Remuneration Committees to in our business who contribute to our success. ensure they meet and support the requirements of the 2018 UKCGC. Details of the changes are set out in the letters from SEE THE SECTION 172 STATEMENT the Committee chairmen prefacing the Committees’ reports. FROM THE DIRECTORS ON PAGE 45 We have continued to apply the 2016 edition of the UK Sol Daurella Corporate Governance Code (the 2016 UKCGC) voluntarily Chairman on a comply or explain basis during 2018. 14 March 2019 48 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

BOARD OF DIRECTORS STRATEGIC REPORT STRATEGIC Our Board of Directors is diverse, experienced and knowledgeable, bringing together the skills we need in line with our skills matrix. GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE WOMEN ON THE BOARD(A) DIRECTORS’ SKILLS AND EXPERIENCE(A) Coca-Cola system Bottling industry People 3 13 12 12 STATEMENTS FINANCIAL (A) INDEPENDENT DIRECTORS ON THE BOARD INFORMATION OTHER (EXCLUDING THE CHAIRMAN) Customer/ Marketing/PR/ retail consumer Sustainability 12 13 8 9 Digital/ Audit/risk/ technology Strategy ﬁnance 1 14 6 (A) Number shown is number of Directors. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 49

DIRECTORS’ BIOGRAPHIES AT N Sol Daurella Damian Gammell Chairman Chief Executive Ofﬁ cer Date appointed to the Board: May 2016 Date appointed to the Board: December 2016 Independent: No Independent: No Key strengths/experience: Key strengths/experience: • Experienced director of public companies operating in • Strategy development and execution experience an international environment • Vision, customer focus and transformational leadership • A deep understanding of FMCG and our markets • Developing people and teams • Extensive experience at Coca-Cola bottling companies • 25 years of leadership experience and in depth understanding • Strong international strategic and commercial skills of the NARTD industry and within the Coca-Cola system Key external commitments: Key external commitments: Co-Chairman and member of the Executive Committee of Cobega, S.A., N/A Executive Chairman of Olive Partners, S.A., Co-Chairman of Grupo Previous roles: Cacaolat, S.L., director of Equatorial Coca-Cola Bottling Company, S.L., A number of senior executive roles in the Coca-Cola system, also Managing director and a member of the Appointments, Remuneration and Responsible Director and Group President of Efes Soft Drinks, and President and CEO of Banking, Sustainability and Culture Committees of Banco Santander Anadolu Efes S.K. Previous roles: Various roles at the Daurella family’s Coca-Cola bottling business, director of Banco de Sabadell, Ebro Foods and Acciona Key AT Afﬁ liated Transaction Committee A Audit Committee C Corporate Social Responsibility Committee N Nomination Committee R Remuneration Committee Committee Chairman FULL BIOGRAPHIES ARE AVAILABLE AT IR.CCEP.COM/CORPORATE-GOVERNANCE/BOARD-OF-DIRECTORS 50 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Jan Bennink José Ignacio Comenge Sánchez-Real Non-executive Director Non-executive Director Date appointed to the Board: May 2016 Date appointed to the Board: May 2016 Independent: Yes Independent: No Key strengths/experience: Key strengths/experience: • Chairman/CEO of multinational public companies • Extensive experience of the Coca-Cola system • Extensive experience in FMCG, including the food and beverage industry • Broad board experience across industries and sectors FINANCIAL STATEMENTS FINANCIAL • Thorough understanding of global and Western European markets • Knowledgeable about the industry in our key market of Iberia • Strong strategic, marketing and sales experience relevant to the • Insights in formulating strategy drawn from leadership roles beverage industry in varied sectors Key external commitments: Key external commitments: N/A Director of Olive Partners, S.A., ENCE Energía y Celulosa, S.A., Companía Previous roles: Vinícola del Norte de Espana, S.A., Ebro Foods S.A., Barbosa & Almeida CEO of Royal Numico N.V., Executive Chairman of Sara Lee Corporation, SGPS, S.A., Azora, S.A., and Ball Beverage Can Iberica, S.L. Chairman and CEO of DE Masterblenders 1753 N.V., director of Boots Previous roles: Company plc, Dalli-Werke GmbH & Co KG and Kraft Foods Inc. and a member Senior roles in the Coca-Cola system, AXA, S.A., Aguila and Heineken Spain, INFORMATION OTHER of the Advisory Board of ABN Amro Bank Vice-Chairman and CEO of MMA Insurance Francisco Crespo Benítez Christine Cross Non-executive Director Non-executive Director Date appointed to the Board: March 2018 Date appointed to the Board: May 2016 Independent: No Independent: Yes Key strengths/experience: Key strengths/experience: • Extensive experience of working in the Coca-Cola system • In depth experience working in the food and beverage industry • Deep understanding of integrated global marketing and • Consults on international business strategy, marketing and corporate strategy business development • Proven track record of leading customer and commercial teams • Global perspective on CCEP’s activities • Possesses a strong network at The Coca-Cola Company (TCCC) • Experience of chairing remuneration committees • Seasoned operator in charge of P&L Key external commitments: Key external commitments: Director of Christine Cross Ltd, Sonae – SGPS, S.A., Hilton Food Group plc Senior Vice President and Chief Growth Ofﬁ cer of TCCC and Pollen Estate Previous roles: Previous roles: TCCC’s Mexico and South Latin business units, President of the Coca-Cola Director of Brambles Limited, Fenwick Limited, Kathmandu Holdings Limited, Foundation in Chile, Director and Vice President respectively of the American Tesco PLC, Next plc, Woolworths (Au) plc, Sobeys (Ca) plc, Plantasgen, Chambers in Chile and Argentina, and also served on the boards of Zurich Fairmont Hotels Group plc, Premier Foods plc and Taylor Wimpey plc and Zurich Compañía de Seguros, S.A. in Mexico FULL BIOGRAPHIES ARE AVAILABLE AT IR.CCEP.COM/CORPORATE-GOVERNANCE/BOARD-OF-DIRECTORS Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 51

DIRECTORS’ BIOGRAPHIES CONTINUED Javier Ferrán Irial Finan Non-executive Director Non-executive Director Date appointed to the Board: May 2016 Date appointed to the Board: April 2016 Independent: Yes Independent: No Key strengths/experience: Key strengths/experience: • Extensive experience in consumer brands and sales and marketing • Extensive international management experience within the beverage industry • Strong track record of growing businesses • Broad strategic understanding of the sector • Extensive experience of working in the Coca-Cola system • Deep experience of international commercial matters • International strategy • Financial and operational background • Possesses a strong network at TCCC Key external commitments: Key external commitments: Chairman of Diageo plc and Senior Advisor at Lion Capital LLP Director Coca-Cola Bottlers Japan Inc., Fortune Brands Home & Security, Previous roles: Inc. and the Smurﬁ t Kappa Group plc Partner at Lion Capital LLP, President and CEO of Bacardi Limited, senior Previous roles: independent director of and director of Associated British Foods plc and Director and senior roles in the Coca-Cola system throughout his career director of SABMiller plc and William Grant & Sons Ltd including as CEO of Coca-Cola HBC AG, President of Bottling Investments Group, Executive Vice President of TCCC and director of Coca-Cola Amatil, Coca-Cola Enterprises, Inc., G2G Trading, Coca-Cola East Japan and Coca-Cola FEMSA C Nathalie Gaveau Álvaro Gómez-Trénor Aguilar Non-executive Director Non-executive Director Date appointed to the Board: January 2019 Date appointed to the Board: March 2018 Independent: Yes Independent: No Key strengths/experience: Key strengths/experience: • Successful tech entrepreneur • Broad knowledge of working in the food and beverage industry • Expert in e-commerce and digital transformation, mobile, • Extensive understanding of the Coca-Cola system, particularly data and social marketing in Iberia • International consumer goods experience • Expertise in ﬁ nance and investment banking Key external commitments: • Strategic and investment advisor to businesses in varied sectors Non-executive director of Calida Group and HEC Paris Key external commitments: Previous roles: Director of Olive Partners, S.A., Global Omnium (Aguas de Valencia, S.A.) Founder and CEO of Shopcade, Interactive Business Director of the TBWA and Sinensis Seed Capital SCR de RC, S.A. Tequila Group, Asia Paciﬁ c E-business and CRM Manager for Club Med, Previous roles: Co-founder and Managing Director of Priceminister, Financial Analyst Various board appointments in the Coca-Cola system, including as President for Lazard of Begano, S.A., director and Chairman of the Audit Committee of Coca-Cola Iberian Partners, S.A., as well as key executive roles in Grupo Pas and Garcon Vallvé & Contreras FULL BIOGRAPHIES ARE AVAILABLE AT IR.CCEP.COM/CORPORATE-GOVERNANCE/BOARD-OF-DIRECTORS 52 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

STRATEGIC REPORT STRATEGIC A N L. Phillip Humann Orrin H. Ingram II Non-executive Director Non-executive Director Date appointed to the Board: May 2016 Date appointed to the Board: May 2016 Independent: Yes Independent: Yes Key strengths/experience: Key strengths/experience: • Extensive experience as a director of major companies both • Executive experience in the wholesale, distribution, consumer goods within and outside the Coca-Cola system and transportation services industries • Expertise in banking and fi nance • A broad perspective on CCEP’s operations • Leadership and consensus building skills • Former director of a global distributor REPORT DIRECTORS’ & GOVERNANCE • Understanding of the consumer goods and services industries • Strong strategic understanding Key external commitments: Key external commitments: N/A President and Chief Executive Offi cer of Ingram Industries Inc., Chairman Previous roles: and Chief Executive Offi cer of Ingram Marine Group and director of FirstBank Director of Equifax Inc., Haverty Furniture Companies, Inc. and Coca-Cola Previous roles: Enterprises, Inc. and Chairman of the Board of SunTrust Banks, Inc. Various positions with Ingram Materials Company, Ingram Barge Company and Co-President of Ingram Industries, a director of Ingram Micro Inc. and Coca-Cola Enterprises, Inc. FINANCIAL STATEMENTS FINANCIAL OTHER INFORMATION OTHER C R C Thomas H. Johnson Alfonso Líbano Daurella Non-executive Director and Senior Independent Director Non-executive Director Date appointed to the Board: May 2016 Date appointed to the Board: May 2016 Independent: Yes Independent: No Key strengths/experience: Key strengths/experience: • Chair and CEO of international public companies • Developed the Daurella family’s association with the Coca-Cola system • Manufacturing and distribution expertise • Detailed knowledge of the Coca-Cola system • Extensive international management experience in Europe • Insight to CCEP’s impact on communities from experience as trustee • Investment experience or director of charitable and public organisations Key external commitments: • Experienced corporate social responsibility committee chair Chief Executive Offi cer of The Taffrail Group, LLC and director Key external commitments: of Universal Corporation Co-Vice Chairman and member of the Executive Committee of Cobega, S.A., Previous roles: director of Olive Partners, S.A., Cobega Invest, S.L. and Grupo Cacaolat, S.L., Chairman and CEO of Chesapeake Corporation, director of Coca-Cola Chairman of Equatorial Coca-Cola Bottling Company, S.L., Vice-Chairman of Enterprises, Inc., GenOn Corporation, Mirant Corporation, ModusLink MECC Soft Drinks DMCC and President of GEEF European Family Business Global Solutions, Inc., Superior Essex Inc. and Tumi, Inc. Previous roles: Various roles at the Daurella family’s Coca-Cola bottling business, Director and Chairman of the Quality & CRS Committee of Coca-Cola Iberian Partners, S.A., a member of the Board of the American Chamber of Commerce in Spain FULL BIOGRAPHIES ARE AVAILABLE AT IR.CCEP.COM/CORPORATE‑GOVERNANCE/BOARD‑OF‑DIRECTORS Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 53

DIRECTORS’ BIOGRAPHIES CONTINUED R A R Mario Rotllant Solá Garry Watts Non-executive Director Non-executive Director Date appointed to the Board: May 2016 Date appointed to the Board: April 2016 Independent: No Independent: Yes Key strengths/experience: Key strengths/experience: • Deep understanding of the Coca-Cola system • Extensive business experience in Western Europe and the UK, including • Extensive international experience in the food and beverage industry as CEO of a global consumer goods business • Experience of dealing with regulatory and political bodies • Served as executive and non-executive director in a broad • Experience of chairing a remuneration committee variety of sectors and previously chaired the Audit Committee Key external commitments: of a sizeable company Vice-Chairman of Olive Partners, S.A., Co-Chairman and member of the • Financial expertise, experience and skills Executive Committee of Cobega, S.A., Chairman of the North Africa Bottling • Formerly an auditor Company, Chairman of the Advisory Board of Banco Santander, S.A. in Key external commitments: Catalonia and a director of Equatorial Coca-Cola Bottling Company, S.L. Chairman of Spire Healthcare Group plc and Foxtons Group plc and retiring and Copesco Sefrisa Chairman of BTG plc Previous roles: Previous roles: Second Vice-Chairman and member of the Executive Committee and Audit partner at KPMG LLP, CFO of Medeva plc, CEO of SSL International, Chairman of the Appointment & Remuneration Committee of Coca-Cola director of Coca-Cola Enterprises, Inc., Deputy Chairman and Audit Iberian Partners, S.A. Committee Chairman of Stagecoach Group plc and Protherics plc Board members that stepped down during the year were: • J. Alexander M. Douglas, Jr, who was replaced by Francisco Crespo Benítez in March 2018 • Véronique Morali, who resigned effective 31 December 2018 • Francisco Ruiz de la Torre Esporrín, who was replaced by Álvaro Gómez-Trénor Aguilar in March 2018 AT C Curtis R. Welling Non-executive Director Date appointed to the Board: May 2016 Independent: Yes Key strengths/experience: • Finance and business leadership skills • Skilled evaluator of business performance and plans • Experience of the ﬁ nancial services and securities industries • Subject matter expert in sustainability and corporate responsibility Key external commitments: Director of Apjet and a member of the faculty of Dartmouth College’s Amos Tuck School of Business Previous roles: Director of Sapient Corporation, President and CEO of AmeriCares Foundation, CEO of Princeton eCom Corporation, SG Cowen Securities Corporation and a director of Coca-Cola Enterprises, Inc. FULL BIOGRAPHIES ARE AVAILABLE AT IR.CCEP.COM/CORPORATE-GOVERNANCE/BOARD-OF-DIRECTORS 54 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

SENIOR MANAGEMENT STRATEGIC REPORT STRATEGIC The senior management and Damian Gammell together constitute the members of the Executive Leadership Team (ELT). GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Nik Jhangiani Ron Lewis Chief Financial Ofﬁcer Chief Supply Chain Ofﬁcer Appointed May 2016 Appointed May 2016 Nik has more than 25 years of ﬁnance experience, including 17 years within Ron is an experienced supply chain leader who leads the end to end supply the Coca-Cola system, latterly as Senior Vice President and CFO for chain for CCEP. He is familiar with the Coca-Cola system, having served in Coca-Cola Enterprises, Inc.. Nik started his career in New York at accountancy a number of general management and supply chain roles, including Senior ﬁrm Deloitte & Touche before spending two years at Bristol-Myers Squibb as Vice President, Supply Chain for Coca-Cola Enterprises, Inc., Senior Vice International Senior Internal Auditor. He then joined the Colgate-Palmolive President and General Manager of the Southeastern United States for Company in New York where he was appointed Group Financial Director for Coca-Cola Refreshments and Chief Procurement Ofﬁcer for TCCC. He has STATEMENTS FINANCIAL the Nigerian operations, before moving to TCCC in Atlanta. He is a CPA. also served as a director of ZICO and Southeastern Containers. Previously, Ron worked for Mars Inc. and Cargill Inc.. Clare Wardle Lauren Sayeski General Counsel and Company Secretary Chief Public Affairs and Communications Ofﬁcer Appointed July 2016 Appointed May 2016 Clare leads legal, risk, compliance, security and company secretariat. Lauren leads CCEP’s strategic engagement with media, policymakers, civil Prior to joining CCEP, she was Group General Counsel at Kingﬁsher plc, society and community stakeholders. Lauren has worked in the Coca-Cola INFORMATION OTHER Commercial Director, General Counsel and Company Secretary at Tube Lines system for over 12 years in roles across the spectrum of public affairs and and held senior roles at the Royal Mail Group. She began her career as a communications. She has served on transaction teams for the 2010 sale barrister before moving to Hogan Lovells. Clare is non-executive chairman of Coca-Cola Enterprises’ North American operations to TCCC and, most of Basketball England, and a non-executive director of Lee/Fitzgerald recently, on the Merger to create CCEP. Architects and Modern Pentathlon GB. Peter Brickley Victor Rufart Chief Information Ofﬁcer Chief Strategy Ofﬁcer Appointed November 2016 Appointed October 2016 Peter leads the business solutions, support services and technology Victor leads business strategy and business transformation. Prior to joining infrastructure at CCEP, including steering CCEP’s investments in technology CCEP, he was CEO of Coca-Cola Iberian Partners, S.A. and spent 25 years solutions. Peter has over 20 years’ experience leading technology for global at Cobega, S.A.. While with Cobega, S.A., he held a number of senior roles businesses including Heineken, Centrica and BAT. More recently, he was including Director of New Business, Head of Finance, advisor in the formation Global CIO and Managing Director of Global Business Services at SABMiller. of the Equatorial Coca-Cola Bottling Company and Head of Tax Planning. Peter is also non-executive chairman of Newbury Building Society. FULL BIOGRAPHIES ARE AVAILABLE AT WWW.CCEP.COM/BIOS Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 55

SENIOR MANAGEMENT CONTINUED Nick Wall Francesc Cosano Chief Human Resources Ofﬁcer General Manager, Iberia Business Unit Appointed September 2016 Appointed May 2016 Nick heads CCEP’s HR function and has been working within the Coca-Cola Francesc leads CCEP’s business unit in Spain, Portugal and Andorra. system for over 30 years. He started his career in his native Ireland, before He was previously the Operations Director then Managing Director of progressing through international positions, based in Austria, Turkey, USA, Coca-Cola Iberian Partners, S.A.. Francesc has been part of the Coca-Cola Zimbabwe and Swaziland. Before joining CCEP, Nick was Senior Vice-President system for 30 years, and involved in a number of sales management HR for TCCC’s Bottling Investment Group – with more than 80,000 employees positions and ultimately as Sales Director then Deputy General Manager. in 25 countries around the world. Prior to that, he was Group Head of HR for He has also worked as Regional Director for the Leche Pascual, S.A. group, Europe, Eurasia, & Middle East for TCCC. He worked for a Pﬁzer Inc. company in Anglo Española de Distribución, S.A.. before joining Coca-Cola. Leendert den Hollander Ben Lambrecht General Manager, Great Britain Business Unit General Manager, France Business Unit Appointed May 2016 Appointed May 2016 Leendert is responsible for CCEP’s business unit in Great Britain, having Ben is responsible for CCEP’s business unit in France, having worked in the been Vice President & General Manager of Coca-Cola Enterprises Great Coca-Cola system in various leadership positions for more than 20 years, Britain. Previously, he was CEO of Young’s Seafood and Managing Director latterly as Vice President & General Manager France of Coca-Cola at Findus Group Ltd. Earlier in his career, Leendert spent 15 years at Procter Enterprises, Inc.. Ben’s career began at KPMG, followed by several years in & Gamble in senior marketing positions. Leendert is President of the British other companies including Biscuits Delacre. Ben is a director of the French Soft Drinks Association and a member of the Leadership Council of IGD (the Soft Drinks Association (Boissons Rafraîchissantes de France) and of the Institute of Grocery Distribution). French Food Association (Association Nationale de l’Industrie Alimentaire). Frank Molthan Stephen Moorhouse General Manager, Germany Business Unit General Manager, Northern Europe Business Unit Appointed May 2016 Appointed May 2016 Frank leads CCEP’s business unit in Germany and has 30 years’ experience Stephen is responsible for CCEP’s business unit in Northern Europe and has in Germany’s Coca-Cola system. He started his career at Coca-Cola bottling 16 years’ experience in the Coca-Cola system, leading operations and supply operations in Schleswig-Holstein and North Rhine-Westphalia. He has held chain in Belgium, Luxembourg, the Netherlands, Sweden, Norway and a range of regional and commercial leadership roles, latterly as HR Director Iceland. Stephen has held a number of other senior executive roles throughout for Coca-Cola Germany. He was also Managing Director of Coca-Cola Europe. Prior to joining, he worked overseas for the Swire Group in the US Deutschland Verkauf GmbH and Co. KG. and Asian Paciﬁc region. FULL BIOGRAPHIES ARE AVAILABLE AT WWW.CCEP.COM/BIOS 56 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

CORPORATE GOVERNANCE REPORT STRATEGIC REPORT STRATEGIC Statement of compliance Effectiveness The governance framework of the Company is set out in its 2016 UKCGC principle B.7 and provision B.7.1 Articles of Association (the Articles) and the Shareholders’ 2018 UKCGC provision 18 Agreement. These provide a high level framework for the Sol Daurella, the Chairman, will not be subject to re-election Company’s affairs, governance and relationship with its during her nine year tenure following the completion of the stakeholders and its shareholders. The Articles are Merger. Her extended term recognises the importance of available on the Company’s website at ir.ccep.com/ her extensive experience and knowledge of the beverage corporate-governance/governance-documents. industry, and the signiﬁcant shareholding of Olive Partners, S.A. (Olive Partners) in the Company. Statement of compliance with the UK Corporate REPORT DIRECTORS’ & GOVERNANCE Governance Code None of the Independent Non-executive Directors (INEDs) We follow the 2016 UKCGC on a comply or explain basis. were put up for election at an Annual General Meeting CCEP is not subject to the 2016 UKCGC as it only has a (AGM) before the AGM in 2019. At this AGM, three INEDs will standard listing of ordinary shares on the Ofﬁcial List. be put up for election (Nathalie Gaveau, Dagmar Kollmann However, we have chosen to apply the 2016 UKCGC to and Lord Price), with three additional INEDS put up for demonstrate our commitment to good governance as an election at the AGMs in 2020 and 2021. From the point of integral part of our culture. This Corporate Governance their ﬁrst election at an AGM, an INED will be subject to Report explains how the Company has applied the annual re-election. This arrangement is in place to ensure STATEMENTS FINANCIAL 2016 UKCGC during the year ended 31 December 2018. effective representation of public shareholders and to retain INEDs’ inﬂuence over the Company’s strategic We also took steps in 2018 to ensure we were well direction and operation, following the completion of the positioned to follow the 2018 UKCGC from 1 January 2019. Merger. This Corporate Governance Report also provides early reporting against relevant aspects of the 2018 UKCGC. Remuneration 2016 UKCGC provision D.2.1 There are a number of instances where CCEP’s practices 2018 UKCGC provision 32 vary from the principles and provisions of both the 2016 The Remuneration Committee is not comprised solely of INFORMATION OTHER and 2018 UKCGCs. These are set out below. INEDs, although it is comprised of a majority of INEDs. The Copies of the 2016 and 2018 UKCGCs are both available Shareholders’ Agreement requires that the Remuneration on the FRC’s website www.frc.org.uk/directors/corporate- Committee comprises at least one Director nominated by: governance-and-stewardship/uk-corporate-governance- • Olive Partners, for as long as it owns at least 15% code. of the Company • European Refreshments (ER), a subsidiary of TCCC, Chairman for as long as it owns at least 10% of the Company 2016 UKCGC provision A.3.1 2018 UKCGC provision 9 The Remuneration Committee, and its independent The Chairman, Sol Daurella, was not independent on either chairman, beneﬁt from the nominated Directors’ extensive her appointment or election, within the meaning of the understanding of the Group’s market. UKCGC. However, we beneﬁt from her vast knowledge of, and long-term commitment to, the Coca-Cola system and her extensive experience and leadership skills, gained from her roles as director and CEO of large public and private institutions across many different sectors. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 57

CORPORATE GOVERNANCE REPORT CONTINUED Remuneration that at least one member of the Audit Committee should 2016 UKCGC provision D.2.2 have accounting or related ﬁnancial management expertise. 2018 UKCGC provision 33 The Board has determined that Garry Watts possesses such The Remuneration Committee is not solely responsible expertise and is therefore deemed the audit committee for setting the remuneration of the Chairman, CEO and ﬁnancial expert as deﬁned in Item 16A of Form 20-F. Non-executive Directors (NEDs). Instead, the Board (excluding any Director whose remuneration is linked Corporate Governance Guidelines to the decision) determines their remuneration upon the The NYSE Rules require relevant domestic US companies recommendation of the Remuneration Committee and to adopt and disclose corporate governance guidelines. following rigorous analysis and debate. To date, the There is no equivalent recommendation in the 2016 UKCGC. Board has followed all of the Remuneration Committee’s However, the Nomination Committee reviews the remuneration recommendations. governance code guidelines, as required by its terms of reference. Differences between the 2016 UKCGC and the New York Stock Exchange (NYSE) corporate governance rules (the NYSE Rules) Shareholder approval of equity compensation plans The Company is classed as a Foreign Private Issuer (FPI). It The NYSE Rules for domestic US companies require that is therefore exempt from most of the NYSE Rules that apply shareholders must be given the opportunity to vote on all to domestic US listed companies, because of its voluntary equity compensation plans and material revisions to those compliance with the 2016 UKCGC. However, under the NYSE plans. The Company complies with UK requirements that Rules, the Company is required to provide an annual written are similar to those of the NYSE Rules. However, the Board afﬁrmation to the NYSE and disclose signiﬁcant differences does not explicitly take into consideration the NYSE’s between its corporate governance practices and those detailed deﬁnition of “material revisions”. followed by domestic US companies listed on the NYSE. Code of Conduct The signiﬁcant differences are summarised below. The NYSE Rules require relevant domestic US companies to Director independence adopt and disclose a code of business conduct and ethics The NYSE Rules require a majority of the Board to be for their directors, ofﬁcers and employees. CCEP has a Code independent. The 2016 UKCGC requires at least half of of Conduct (CoC) that currently applies to all Directors and the Board (excluding the Chairman) to be independent. the senior ﬁnancial ofﬁcers of the Group. See The NYSE Rules contain different tests from the 2016 UKCGC ir.ccep.com/corporate-governance/code-of-conduct. for determining whether a director is independent. The If the Board amends or waives the provisions of the CoC, independence of the Company’s NEDs is reviewed by the details of the amendment or waiver will appear on the Board on an annual basis, taking into account the guidance website. No such waiver has been made or given to date. contained in the 2016 UKCGC and criteria established by The new CoC was approved by the Board in 2017 and the Company. It has determined that a majority of the Board launched in early 2018 for employees in all countries in which is independent, without explicitly taking into consideration we operate, except Germany where initially it was applied the independence requirements outlined in the NYSE Rules. only to senior management. From 19 December 2018, Board Committees following acceptance by the Works Council, the new CoC The Company has a number of Committees whose purpose was implemented for all employees in Germany. We also and composition are broadly comparable in purpose and expect all third parties who work on our behalf, such as composition to those required by the NYSE Rules for suppliers, vendors, contractors, consultants, distributors domestic US companies. However, other than the Audit and agents, to act in an ethical manner consistent with our Committee, the Committee members are not all INEDs, CoC and in compliance with our Supplier Guiding Principles. although in all cases the majority are. Each Committee has The CoC covers issues such as share dealing, anti-bribery, its own terms of reference (broadly equivalent to a charter data protection, environmental regulation, human rights, document) which can be found on our website at ir.ccep. health, safety, wellbeing and respect for others. It aligns com/corporate-governance/governance-documents. with the UN Global Compact, the US Foreign Corrupt A summary of the terms of reference, roles and activities Practices Act, the UK Bribery Act, the 2016 and 2018 of the Audit Committee and the Remuneration Committee UKCGCs, the EU General Data Protection Regulation, the can be found in the Committees’ respective reports. The Spanish and Portuguese Criminal Codes and Sapin II. The Remuneration Committee’s terms of reference include Company considers that the CoC and related policies responsibility for matters relating to remuneration policy, address the NYSE Rules on the codes of conduct for share-based incentive plans, employee beneﬁt plans and relevant domestic US companies. implementation of the remuneration policy. We received no ﬁnes for CoC violations in 2018. Audit Committee More information about the Audit Committee is set out in SEE DETAILS OF COC REPORTING ON PAGE 21 its report, including compliance with the requirements of Rule 10A-3 under the US Securities Exchange Act of 1934, NED meetings as amended, and Section 303A.06 of the NYSE Rules. The The NYSE Rules require NEDs to meet regularly without Audit Committee is comprised only of INEDs (complying management and independent directors to meet separately with the NYSE Rules). However, the responsibilities of the at least once a year. The 2016 UKCGC requires NEDs to meet Audit Committee (except for applicable mandatory without the Chairman present at least once annually to responsibilities under the Sarbanes-Oxley Act) follow the appraise the Chairman’s performance. The NEDs have regular 2016 UKCGC’s recommendations rather than the NYSE meetings without management present. There are also Rules, although they are broadly comparable. One of the meetings of the INEDs as required and at least once a year. NYSE’s similar requirements for the Audit Committee states 58 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Leadership Meeting attendance Roles and responsibilities of the Board The Board held ﬁve formal meetings during 2018, with The Board is primarily responsible for the Group’s strategic additional ad hoc meetings with Board and Committee plan, risk appetite, systems of internal control and corporate members held in line with business needs. Directors and governance policies, to ensure the long-term success of Committee members are expected to attend every meeting. the Group. To retain control of key decisions and ensure If a Director is unable to attend a meeting, the relevant there is a clear division of responsibilities, there is a formal meeting papers are provided to that Director in advance of REPORT STRATEGIC schedule of matters reserved to the Board, which sets the relevant meeting so that comments can be given to the out the structure under which the Board manages its Chairman or Committee Chairman, as applicable, who relays responsibilities, and provides guidance on how it discharges them at the meeting. After the meeting, the Chairman or its authority and manages its activities. Key matters include: Committee Chairman, as applicable, also briefs the Director • Strategic decisions on the matters discussed. • Approval of annual and long-term business plans Attendance during 2018 is set out in table 2. • Suspension, cessation or abandonment of any material activity of the Group The Chairman attends most Committee meetings. • Material acquisitions and disposals The Chairman of the Audit Committee sits on the • Approvals relating to listings Remuneration Committee and the Chairman of the • Change of the Company’s country of incorporation Remuneration Committee sits on the Audit Committee. GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE • Amendment or repeal of the constitution of the Company Both the Audit and Remuneration Committee Chairmen • Material commitment or arrangement of the Group outside are INEDs and offer impartial and extensive experience the normal course of business and/or not speciﬁcally and knowledge of the responsibilities of each Committee. identiﬁed in the annual business plan Cross membership between Board Committees and active The Board is responsible for the management of the Group. collaboration means liaison across Committees is working While both the Executive Director and NEDs have the same well. See ﬁgure 1 for details. duties and constraints, they have different roles on the At the end of most Board meetings, two sessions are held: Board (see table 1). There is a clear, written division of STATEMENTS FINANCIAL one that all Directors attend, without management present, responsibilities between the Chairman and the CEO. and the other that all the NEDs attend, without management or the CEO present. Directors may raise any matter they wish for discussion at these sessions. Table 1 Roles on the Board Role Responsibilities OTHER INFORMATION OTHER Chairman • Operating, leading and governing the Board • Setting meeting agendas, managing meeting timetables • Promoting culture of open debate between Directors and encouraging effective communication during meetings • Creating the conditions for overall Board and individual Director effectiveness CEO • Leading the business • Implementing strategy approved by the Board • Overseeing the operation of the internal control framework Senior Independent Director • Advising and supporting the Chairman by acting as an alternative contact for shareholders and as an intermediary (SID) to NEDs NEDs • Providing external insight to the Board and its Committees • Offering their extensive experience and business knowledge from other sectors and industries Company Secretary • Assisting the Chairman by ensuring that all Directors have full and timely access to relevant information • Advising the Board on legal, compliance and corporate governance matters • Organising the induction and ongoing training of Directors Figure 1 Board Committee cross membership Corporate Social Audit Committee Nomination Committee Remuneration Committee Responsibility Committee Afﬁliated Transaction 1 2 – 1 Committee Corporate Social 0(A) – 1 Responsibility Committee Remuneration 2 1 Committee Nomination 1 Committee (A) Véronique Morali was a member of both the Audit Committee and the Corporate Social Responsibility Committee until her resignation on 31 December 2018. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 59

CORPORATE GOVERNANCE REPORT CONTINUED Table 2 Meeting attendance by Board and Committee members(A) Independent or Afﬁliated nominated by Olive Board of Transaction Audit Nomination Remuneration Partners or ER(B) Directors Committee Committee CSR Committee Committee Committee Chairman Sol Daurella Nominated by 5 (5) 5 (5) 5 (5) Olive Partners Executive Director Damian Gammell CEO 5 (5) Non-executive Directors Jan Bennink Independent 5 (5) 5 (5)(E) 5 (5) José Ignacio de Nominated by 5 (5) 5 (5) Comenge Sánchez-Real Olive Partners Francisco Nominated by ER 4 (4) 4 (4) Crespo Benítez(C) Christine Cross Independent 5 (5) 7 (7) 5 (5)(E) J. Alexander Nominated by ER 1 (1) 1 (1) M. Douglas, Jr(C) Javier Ferrán Independent 4 (5)(F) 4 (5)(F) 6 (7)(F) Irial Finan Nominated by ER 5 (5) 5 (5) 5 (5) Álvaro Gómez-Trénor Nominated by 4 (4) Aguilar(D) Olive Partners L. Phillip Humann Independent 5 (5) 5 (5)(E) Orrin H. Ingram II Independent 5 (5) 7 (7) 5 (5) Thomas H. Johnson SID 5 (5) 5 (5) 5 (5) Alfonso Líbano Daurella Nominated by 5 (5) 5 (5)(E) Olive Partners Véronique Morali Independent 4 (5)(G) 7 (7) 5 (5) Mario Rotllant Solà Nominated by 5 (5) 5 (5) Olive Partners Francisco Ruiz de la Nominated by 1 (1) Torre Esporrín(D) Olive Partners Garry Watts Independent 5 (5) 7 (7)(E) 4 (5)(I) Curtis R. Welling Independent 5 (5) 4 (5)(H) 4 (5)(H) (A) The maximum number of meetings in the period during which the individual was a Board or Committee member is shown in brackets. Nathalie Gaveau, an INED, joined the Board on 1 January 2019 and so did not attend any meetings in 2018. (B) Nominated pursuant to the Articles of Association and terms of the Shareholders’ Agreement. (C) Francisco Crespo Benítez was appointed as a Director by ER when J. Alexander M. Douglas, Jr stepped down on 7 March 2018. (D) Álvaro Gómez-Trénor Aguilar was appointed as a Director by Olive Partners when Francisco Ruiz de la Torre Esporrín stepped down on 7 March 2018. (E) Chairman of the Committee. (F) Javier Ferrán missed one meeting of the Board, one meeting of the Afﬁliated Transaction Committee and one meeting of the Audit Committee due to a prior engagement. (G) Véronique Morali missed one meeting of the Board due to a prior engagement. (H) Curtis R. Welling missed one meeting of the Afﬁliated Transaction Committee and one meeting of the CSR Committee due to unforeseen family circumstances. (I) Garry Watts missed one meeting of the Remuneration Committee due to a prior engagement. Activities of the Board Governance structure The Chairman sets the Board agenda, which consists of the The Group operates within a framework of delegated following discussion matters: authority that ensures an appropriate level of Board • Updates from the CEO, the CFO and other key senior contribution to, and oversight of, key decisions and the executives on the business performance and key management of daily business. This framework is outlined business initiatives in ﬁgure 2 on page 62. • Governance matters Each of the ﬁve Committees has its own written terms of • Strategy, diversity, sustainability, material expenditure reference, which are reviewed annually. These are available and other Group matters at ir.ccep.com/corporate-governance/governance- documents. The key areas of focus for the Board’s activities and topics discussed during the year are set out in table 3. Strategy remained a key focus for the Board throughout the course of the year. It held a separate strategy day in July2018, which was attended by members of the ELT. At the event the Directors and members of the ELT considered the key drivers of strategy, and debated and scrutinised the Group’s performance when compared to its strategic plan. 60 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Table 3 Board activities in 2018 Strategic imperative (SI)/ area of focus Discussion topics Top line revenue • Increasing consumer choice by innovating on ﬂavours and growing our portfolio of products growth (SI) • Packaging mix • Reﬁning assessments of acquisitions opportunities • Focusing on digital revenue streams and the digital transformation programme REPORT STRATEGIC • Long-term industry trends and opportunities • Enterprise wide risk assessment • Approval of annual business plan Customer and execution • Enhancing customer convenience by expanding distribution channels such as online marketplaces centric business (SI) • The growth of discounter, value and convenience customers • Focusing on end to end service delivery and reshaping our sales force to address market opportunities • Supply chain evolution and focus areas Competitiveness (SI) • The 2018 and 2019 annual business plans, including strategic priorities • Long range planning • Progress of the integration and transformation programmes • Capital allocation and expenditure • Operating model • Debt structure including bond programme and revolving credit facility • Share buyback programme • Competitor review REPORT DIRECTORS’ & GOVERNANCE • External landscape review Sustainability and • Deﬁning our sustainable packaging strategies including consideration of the implementation of the EU directive stakeholder equity (SI) on single use plastics • Considering our position on the EU directive on tethered caps • Growing demand for low and no calorie products and product reformulation • Review of CCEP’s key and other stakeholders and engagement with them • General Data Protection Regulation readiness programme • Planning for Brexit including contingency and scenario planning and consideration of risks to areas such as trade and customs, people and immigration, and operations • Approval of 2018 Modern Slavery Statement • Approval of tax strategy STATEMENTS FINANCIAL • Considering our investor engagement plan Culture and • People strategy including performance acceleration, employee engagement, talent, diversity and inclusion, capability (SI) learning and development, and harmonisation of structures • Group culture and its role in supporting the strategy • Gender pay gap reporting • Labour relations • Attendance at Group wide workforce town hall with the whole Board • Licence to operate Corporate governance • Approval of ﬁnancial results and associated viability and going concern statements INFORMATION OTHER • Approval of interim dividend payments • Approval of Annual Report and Form 20-F for 2017, subject to ﬁnal sign off by a sub committee • Approval of Notice of AGM, subject to ﬁnal sign off by a sub committee • Board evaluation feedback and action plan, including agreeing objectives for the Board • Publication of the 2018 UKCGC and action required including approving updated terms of reference for the Audit, Nomination and Remuneration Committees • Consideration of new reporting requirements affecting CCEP • Matrix of skills required on the Board to enable CCEP to win in the future and succession planning for the Board • Approval of policies and of policy governance and framework • Approval of new Director appointments: Francisco Crespo Benítez, Nathalie Gaveau and Álvaro Gómez-Trénor Aguilar Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 61

CORPORATE GOVERNANCE REPORT CONTINUED Figure 2 Governance framework CORPORATE GOVERNANCE FRAMEWORK STAKEHOLDERS (INCLUDING SHAREHOLDERS, EMPLOYEES, CUSTOMERS, CODE OF CONDUCT OUR STRATEGY COMMUNITIES, FRANCHISORS AND SUPPLIERS) Licence to operate How we work Our aims BOARD OF DIRECTORS PROVIDES OVERALL LEADERSHIP, INDEPENDENT OVERSIGHT OF PERFORMANCE AND IS ACCOUNTABLE TO SHAREHOLDERS FOR THE GROUP’S LONG-TERM SUCCESS Afﬁliated Audit Corporate Social Nomination Remuneration Transaction Committee Responsibility (CSR) Committee Committee Committee Committee Monitors the integrity Sets selection criteria Recommends Has oversight of of the Group’s Oversees and recommends Remuneration Policy transactions with ﬁnancial statements performance against candidates for and framework afﬁliates and makes and results CCEP’s strategy appointment of to the Board and recommendations to announcements, and goals for CSR, INEDs, reviews shareholders, the Board (afﬁliates the effectiveness of reviews CSR risks Directors’ suitability recommends are holders of 5% or internal controls and facing CCEP and for election/ remuneration more of the securities risk management the practices by re-election by packages for or other ownership as well as managing which these risks shareholders, members of the interests of CCEP). the external auditor are managed and considers Directors’ Board to the relationship. mitigated, approves potential conﬂicts Board, approves sustainability of interest, oversees remuneration commitments and development of a packages for senior DELEGATION SEE PAGES 70 TO 75 targets, and monitors diverse pipeline for management, FOR MORE DETAILS and reviews public senior management reviews workforce policy issues that and Director remuneration and could affect CCEP. succession, and related policies oversees wider and principles, and people matters for governs employee ACCOUNTABILITY SEE PAGES 30 TO 39 the Group, including share schemes. FOR MORE DETAILS culture, diversity, CSR data for 2018 will succession, talent and leadership. SEE PAGES 76 TO 87 be published on our FOR MORE DETAILS website in April 2019 SEE PAGES 67 TO 69 FOR MORE DETAILS Additional Director led committees Executives CHIEF EXECUTIVE OFFICER DISCLOSURE COMMITTEE EMPOWERED BY AUTHORITY OF THE BOARD TO PUT AGREED STRATEGY INTO EFFECT AND RUN CCEP ON A DAY TO DAY BASIS ELT CAPITAL ALLOCATION MEMBERS REPORT TO AND SUPPORT THE FRAMEWORK COMMITTEE CHIEF EXECUTIVE OFFICER WITHIN THEIR DEFINED AREAS OF RESPONSIBILITY 62 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Effectiveness Re-election of Directors Composition of the Board The Board has determined that all Directors, subject to The composition of the Board and its Committees is set out continued satisfactory performance, shall stand for in table 2 on page 60. This includes details of appointments re-election at each AGM with the exception of the Chairman and resignations during 2018. and some of the INEDs, as explained on page 57. All Directors appointed by Olive Partners and ER (other than the Chairman) The NED terms of appointment are available for inspection will submit themselves for re-election at the 2019 AGM. REPORT STRATEGIC at the Company’s registered ofﬁce and at each AGM. Nathalie Gaveau, Dagmar Kollmann and Lord Price will stand Independence of Non-executive Directors for election at the 2019 AGM. Following its performance The Board reviewed the independence of all of the NEDs assessments of Directors, the Board is conﬁdent that each against the UKCGCs and also considered the requirements Director will continue to perform their duties effectively and of SEC Rule 10A-3 in relation to the Audit Committee. It remains committed to CCEP. determined that Jan Bennink, Christine Cross, Javier Ferrán, SEE THE SIGNIFICANT COMMITMENTS OF OUR DIRECTORS Nathalie Gaveau (from her appointment), L. Phillip Humann, IN THEIR BIOGRAPHIES ON PAGES 50 TO 54 Orrin H. Ingram II, Thomas H. Johnson, Véronique Morali (until her resignation), Garry Watts and Curtis R. Welling are Induction and training independent and continue to make effective contributions. A comprehensive induction programme is made available to The Board recognises that seven of CCEP’s NEDs, including our new Directors, tailored to their individual requirements the Chairman, cannot be considered independent. However, and phased to allow feedback and further customisation of REPORT DIRECTORS’ & GOVERNANCE they continue to demonstrate effective judgement when meetings and other development activities. CCEP provides carrying out their roles and are clear on their obligations as each of them with a suite of induction materials explaining: Directors including under section 172 of the Companies Act. • Their role and responsibilities • Attributes of an effective board Our CEO, Damian Gammell, is not considered independent • Their legal duties and responsibilities, including in relation because of his executive responsibilities to the Group. to section 172 of the Companies Act 2006 Consequently, the majority of the Directors and the NEDs • The calendar of Board and Committee meetings are independent. • Governance documents, policies and procedures STATEMENTS FINANCIAL Diversity • Committee terms of reference As their biographies on pages 50 to 54 show, our Board • Our CoC members have a range of backgrounds, skills, experiences • Our share dealing code and nationalities, demonstrating a rich cognitive diversity • Background information about the Group beyond gender. Meetings with members of the Board and the ELT and site Our commitment to diversity begins at the top, with clear visits in a number of our markets are also arranged. leadership from our Board, and is embedded at every level Francisco Crespo Benítez and Álvaro Gómez-Trénor Aguilar INFORMATION OTHER of our business through This is Forward and the CoC. Our completed their induction during 2018 and Nathalie Gaveau Board is conﬁdent it will achieve its goal for women to make commenced her induction in early 2019. up 33% of its Directors by 2020. The Nomination Committee Training and development opportunities are regularly is committed to overseeing a diverse pipeline for senior provided to Directors following their induction. The management and Director positions. programme for 2018 is set out in table 4. SEE THE NOMINATION COMMITTEE REPORT ON PAGES 67 TO 69 The Board: • Has started its 2019 review of performance and effectiveness and appointed Lintstock to support this • Will continue to keep its procedures under review to ensure their effectiveness • Will monitor and assess how it spends its time so that it can continue to improve and reﬁne the focus and balance of its meetings SEE THE BOARD’S DIVERSITY POLICY ON THE COMPANY’S WEBSITE AT IR.CCEP.COM/CORPORATE-GOVERNANCE/OVERVIEW SEE OUR EMPLOYEE GENDER DIVERSITY STATISTICS ON PAGE 19 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 63

CORPORATE GOVERNANCE REPORT CONTINUED Table 4 Director training and development programme Form of training Purpose Subject Brieﬁngs Focused on in depth studies of matters Separate deep dives regarding: of topical interest to CCEP as well as on • The French, GB, German, Iberian, Northern Europe and Netherlands operations relevant commercial, legal and • The Group’s people strategy regulatory developments • Investor relations • Board Intelligence training materials available through a Board portal Development sessions To address requests from Directors • Competitor deep dive with TCCC • Packaging mix • Adjacent market opportunities Site visits Visits to Group businesses, factories and • Lille, France commercial outlets to enhance • London, GB knowledge of CCEP operations and meet • Edmonton, GB employees, suppliers and customers • Amsterdam, Netherlands • Opportunity to attend kick off meetings in business units and supply chain taken up by some Directors External speakers To receive insights from experts and • James Quincey, President and Chief Executive Ofﬁcer TCCC engage with stakeholders • Tim Brett, President of TCCC’s Western Europe business unit • Analysts that follow CCEP • Professor Thomas Malnight: Escalating the Strategic Conversation • CCEP’s Digital Advisory Committee: – Carlos Cordon (Professor of Strategy and Supply Chain, IMD Institute) – Roisin Donnelly (NED, Just Eat PLC and NED, Holland & Barrett, among others) – Daniele Fiandaca (advisor and co-founder of multiple start-up businesses) – Lars Hinrichs (NED, Deutsche Telekom, and digital entrepreneur) – Simon Thompson (Chief Product Ofﬁcer, Ocado PLC, and NED, Royal Mail PLC) • Brexit panel: – Kevin Gardiner (Global Investment Strategist, Rothschild Wealth Management) – Glenn Hall (Partner and Co-Head of Government Relations & Public Policy, Norton Rose Fulbright) – Daniel Mikkelsen (Senior Partner, McKinsey) – Lord Mark Price (Founder, Engaging Works, and Chairman of Trustees, Fairtrade) Board evaluation Throughout the year Directors have access to the advice In 2018, Fﬁon Hague of Independent Board Evaluation (IBE) and services of the Company Secretary and independent carried out an externally facilitated Board evaluation. professional advice, at the Company’s expense. Neither Fﬁon nor IBE has any connection with the Board Conﬂicts of interest or any individual Director. The Board evaluation process The Nomination Committee considers issues involving involved interviewing each Director, and observing Board potential conﬂicts of interest of Directors. The Prospectus and Committee meetings. The evaluation produced outlines numerous potential conﬂicts of interest of certain comprehensive reports on the Board, each Committee Board members, as at the date of the Prospectus. and the Directors, and the Board discussed them in detail. Overall, the Board conﬁrmed that it continued to perform The following were recognised as potential conﬂicts of effectively but identiﬁed some areas for improvement. interests with regards to Cobega, S.A. (Cobega): These are set out in table 5. • Sol Daurella is a shareholder, co-chairman and member Board support of its executive committee Board meetings are scheduled at least one year in • Alfonso Líbano Daurella is a shareholder, co-vice chairman advance, with ad hoc meetings arranged to suit business and member of its executive committee needs. These meetings are held in a variety of locations, • Mario Rotllant Solá is a co-chairman and member of its reﬂecting our engagement with all aspects of our executive committee international business. • Sol Daurella and Alfonso Líbano Daurella are indirect shareholders in the following subsidiaries of Cobega: The agenda of Board meetings follows our annual Board − Grupo Norte de Distribucion, S.L. and Daufood U. Lda., programme. This sets out the standing items at each which have commercial agreements with Cobega for, meeting, such as periodic activities (including results and respectively, the distribution and purchase of our AGM documentation), business plan and the assessment products of Board evaluation results. − Norinvest Consumo, S.L., which has a lease agreement Ahead of the Board meeting, the Chairman, CEO and with Norbega S.A., a subsidiary within the Group Company Secretary agree the ﬁnal agenda. This covers − Delivra, S.L. and Gadisven, S.A., which have agreements discussion items such as the status of ongoing projects in place for the provision of equipment maintenance and stakeholder considerations. Comprehensive brieﬁng services to us and, in the case of Gadisven, S.A., also for papers are circulated electronically to all Directors, to allow the supply of our products time to review the matters which are to be discussed. 64 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Table 5 2018 Board evaluation ﬁndings and actions Focus and prioritisation of strategic objectives at Board meetings Succession and recruitment planning Board support and Director development 2018 ﬁndings Establish a clear medium-term Improve INED succession planning to Provide further governance training business strategy to complement the ensure the Board has the right skills and based on experience, encourage long-term business strategy by focusing experience to support CCEP winning participation and internal Board Board discussions today, to win tomorrow mentoring REPORT STRATEGIC Actions undertaken in • Agreed to set annual, measurable • Developed a skills matrix to identify • Developed an induction framework 2018 objectives for the Board to monitor its the key skills needed on the Board for for new Directors to ensure exposure performance and facilitate the the future to our operations and understanding prioritisation of matters discussed at • Developed succession plans taking of our governance framework Board meetings throughout the year into account diversity targets and • Provided additional training • Reﬁned the format for Board papers skills gaps identiﬁed in the skills and reference materials in to ensure the right focus at meetings matrix a resources portal • Will hold the Board’s strategy day • Delegated role of ensuring a diverse separately rather than following a pipeline of senior management to the routine Board meeting from 2019 Nomination Committee, in preparation • Developed a stakeholder engagement for 2018 UKCGC implementation matrix Irial Finan and J. Alexander M. Douglas, Jr held various Relations with shareholders REPORT DIRECTORS’ & GOVERNANCE roles in TCCC until March 2018. Francisco Crespo Benítez The Board recognises the importance of regular continues to hold roles in TCCC. When considering engagement with both existing and potential shareholders. Francisco’s appointment as a Director, the Board was During 2018, the Board, the ELT and the investor relations conﬁdent that these roles would not interfere with team worked together to ensure this happened. This included: Francisco’s clear commitment to CCEP as Director. • Quarterly results announcements, accompanied by The following were recognised as potential conﬂicts of webcast conference calls, where investors and analysts interests with regards to Fimalac Développement (Fimalac): were invited to participate FINANCIAL STATEMENTS FINANCIAL • Véronique Morali is its chairman and chief ofﬁcer of its • A capital markets day, focused on outlining the next phase digital division, WEBEDIA beyond CCEP’s Merger • Investor conferences, often incorporating webcast The Board is satisﬁed that the systems for reporting presentations alongside group and one to one meetings situational conﬂicts (situations where a Director has an • Investor roadshow meetings across Europe, the US interest that conﬂicts, or may conﬂict, with our interests) and Canada are operating effectively. Our CEO, CFO and the investor relations team engage with OTHER INFORMATION OTHER Accountability investors and analysts throughout the year to ensure our Disclosures of compliance with provisions of the strategy and performance are clearly understood, and that Accountability sections of the 2016 UKCGC are located their views and market sentiment are clearly communicated elsewhere in this Integrated Report. Table 6 sets out where within CCEP. The Board, in particular, receives regular each respective disclosure can be found. updates on the views of shareholders and the investor relations programme at each Board meeting. We share market information on the investor relations section of our website. This includes results, annual reports, presentations, archived webcasts and transcripts, other announcements, and shareholder information and services. The website also has a rolling ﬁnancial calendar with news of upcoming events. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 65

CORPORATE GOVERNANCE REPORT CONTINUED Table 6 Disclosure of compliance with provisions of the Accountability section of the 2016 UKCGC Items located elsewhere in the 2018 Integrated Report Page(s) Directors’ responsibilities statement 91 Directors’ statement that they consider the Integrated Report and accounts, taken as a whole, to be fair, balanced and 91 understandable Statement by the external auditor of its reporting responsibilities 100 The Group’s business model 16 to 17 Group strategy 14 to 15 Going concern statement 90 Assessment of the Group’s principal risks 40 to 43 Viability statement 44 Risk management and internal control systems and the Board’s review of their effectiveness 43 Audit Committee Report 70 to 75 Annual General Meeting The AGM continues to be a key date in our annual shareholder engagement programme. In 2018, members of the Board and the ELT attended the AGM to discuss the resolutions in the Notice of AGM, the business, and to answer shareholders’ questions. We were pleased that shareholders holding 87.10% of the issued shares provided voting instructions, and all resolutions were passed by more than 80% of those voting. The 2019 AGM of the Company will be held in May at Pemberton House, Bakers Road, Uxbridge, UB8 1EZ, United Kingdom. The Notice of AGM will set out a full description of the business to be conducted at the meeting. This will be available on our website from the time of its posting to shareholders in April 2019. As with last year, the Chairman, SID and Committee Chairmen plan to attend the AGM to give shareholders an opportunity to ask them questions about the Group and its business, either during the AGM or informally afterwards. They are also available to shareholders for discussion throughout the year to discuss any matters under their areas of responsibility, by contacting the Company Secretary. READ MORE ABOUT OUR ENGAGEMENT WITH STAKEHOLDERS IN OUR BUSINESS MODEL ON PAGES 16 TO 17 Sol Daurella Chairman 14 March 2019 66 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

NOMINATION COMMITTEE CHAIRMAN’S LETTER REPORT STRATEGIC “ We continue to focus on maintaining a well balanced Board with the right mix of individuals who can REPORT DIRECTORS’ & GOVERNANCE apply their wider business knowledge and experience to overseeing and guiding STATEMENTS FINANCIAL the delivery of the Group’s strategy.” Dear Shareholder I am pleased to report on the work of the Nomination • Assess and monitor leadership talent development INFORMATION OTHER Committee during 2018. This year our activities have programmes focused on INED succession; Board skills, experience • Ensure effective engagement with relevant stakeholders and cognitive diversity; and our people. A brief summary (including the workforce) on diversity, succession and of these activities is provided in table 1 on page 69. We give talent policies and practices, making sure their views are more details about some of these activities throughout the understood and considered by the Board rest of the Nomination Committee Report. We are working with management to develop the reporting Changes to our remit needed to support us in meeting our new responsibilities. As our Chairman explains in her introduction to the We will report on our activities at the end of the year. Governance and Directors’ Report, a new UK Corporate Governance Code was published in July 2018 and will Availability to shareholders apply to us from 1 January 2019. We have considered the I will be available at our 2019 Annual General Meeting to Committee’s terms of reference as part of a wider review answer any questions about the work of the Committee. of governance arrangements to ensure compliance with L. Phillip Humann the 2018 UKCGC. Chairman of the Nomination Committee Although the Committee was already fulﬁ lling many of the 14 March 2019 duties regarding culture and workforce on an informal basis, we have now expanded its remit to include speciﬁ c responsibilities. In particular, it will now formally: • Oversee the development of a diverse pipeline for senior management positions as well as the Board • Assess and monitor the Group’s culture • Ensure that diversity, succession and talent policies and practices within the Group are in line with its purpose and values and support its desired culture • Help set diversity objectives and strategies and monitor the impact of diversity initiatives Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 67

NOMINATION COMMITTEE REPORT Nomination Committee role We announced on 8 March 2019 that Dagmar Kollmann The key duties and responsibilities of the Nomination and Lord Mark Price would, subject to their election at Committee are set out in its terms of reference. These are the AGM in May 2019, succeed L. Phillip Humann and available at ir.ccep.com/corporate-governance/governance- Curtis R. Welling. Dagmar brings a wealth of experience in documents. They cover the following areas: ﬁnance and international listed groups to the Board, while • Corporate governance Mark brings his substantial experience in retail. They will • Director selection, re-election and review also both undertake a detailed induction programme. • Potential conﬂicts of interest The current INED selection criteria reﬂect the importance • Evaluations of the Board and succession planning of selecting candidates who can give voice to stakeholder • Culture and workforce interests effectively, particularly to help discharge the Board’s duties under section 172 of the Companies Act 2006. Activities of the Nomination Committee during the year SEE OUR INED SELECTION CRITERIA AT IR.CCEP.COM/~/MEDIA/ The Nomination Committee has a process for planning its FILES/C/COKECCEP-IR/GOVERNANCE-DOCUMENTS/CRITERIA- future meeting agendas and topics to be considered. Table 1 FOR-SELECTION-OF-INDEPENDENT-NON-EXECUTIVE- sets out the matters considered by the Committee during DIRECTORS-03-05-18.PDF 2018. More detail about some of these matters is provided Other NED appointments to the Board in the rest of this report. In early March 2018, in accordance with the Company’s Articles of Association and the Shareholders’ Agreement, The Committee met ﬁve times during the year. Olive Partners nominated Álvaro Gómez-Trénor Aguilar to SEE DETAILS OF ATTENDANCE AT MEETINGS ON PAGE 60 replace Francisco Ruiz de la Torre Esporrín and ER nominated Francisco Crespo Benítez to replace J. Alexander The Board Independent Non-executive Director succession (Sandy) M. Douglas, Jr as Directors of the Company. Both We continue to focus on maintaining a well balanced Board Álvaro Gómez-Trénor Aguilar and Francisco Crespo Benítez with the right mix of individuals who can apply their wider undertook a detailed induction programme. business knowledge and experience to overseeing and SEE MORE ABOUT DIRECTOR INDUCTION guiding the delivery of the Group’s strategy. To support ON PAGES 63 TO 64 this, as part of the Board evaluation process in 2018, we Diversity on the Board developed an agreed matrix of skills required on the Board Cognitive diversity is important to good decision making, to support the Group’s future plans. and we have paid particular attention to this in our Three INEDs will be put up for election or re-election by succession planning. This is driven by diversity of shareholders at our AGM in 2019. The Committee therefore background, including gender and ethnic diversity. It is spent time this year considering the orderly succession of part of the INED selection criteria, and supports the Board’s INEDs in light of the matrix of skills. stated target to ensure that 33% of its Directors are women by 2020 and take into account the recommendations of We engaged MWM Consulting, a ﬁrm of external recruitment the Parker Review. Diversity is a key consideration in consultants, to identify potential INED candidates. MWM considering potential INED candidates. Consulting supported some of CCEP’s specialist recruitment activities in 2017 and has no connection to any During 2018, one female INED chose to step down from individual Director. It is a signatory to the UK’s Standard the Board and was replaced with a new female INED. Voluntary Code of Conduct for Executive Search Firms. Olive Partners and ER each nominated new Directors to the Board in early March 2018, in place of Directors who To ensure we maintained the right balance of skills and stepped down. In both cases they replaced male Directors experience on the Board, we drew up INED candidate with male Directors. As a result, there were no changes to speciﬁcations based on our existing selection criteria, and the gender diversity of the Board during the year. the gaps identiﬁed through our agreed skills matrix. We also considered the need to build a diverse pipeline of potential Female representation on the Board currently stands at17.6%. successors for particular roles on the Board. It will increase to 23.5%, subject to Dagmar Kollmann’s election at the AGM. Potential candidates for INED roles were interviewed by members of the Committee, the Chairman, Senior READ MORE ABOUT OUR APPROACH TO DIVERSITY Independent Director and other Board members and were ON THE BOARD ON PAGE 63 assessed objectively against the candidate speciﬁcations. Nathalie Gaveau was appointed to succeed Véronique Morali with effect from 1 January 2019. She brings a wealth of digital and international experience to the Board and is undertaking a detailed induction programme. 68 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Table 1 Matters considered by the Nomination Committee during 2018 Meeting date Key agenda items March 2018 • Director skills matrix • Director succession, particularly INEDs • Initiatives around key talent May 2018 • Senior leadership assessment • Director skills matrix REPORT STRATEGIC • Director succession, particularly INEDs July 2018 • People engagement, culture and capability initiatives • Director succession, particularly INEDs October 2018 • Director succession, particularly INEDs • Terms of reference December 2018 • Director succession, particularly INEDs • Our people: talent, inclusion and diversity, succession planning, and attracting and engaging younger generations • Board evaluation process approval Executive Leadership Team Capability Succession planning As our engagement survey showed, building our leadership During 2018 we considered a detailed assessment of the capability is a key differentiator for performance. We Group’s ELT and gave input into ELT development activities. considered the Group’s new leadership development REPORT DIRECTORS’ & GOVERNANCE We also considered succession management plans for the programme ahead of its launch. appointment of Executive Directors to the Board. Korn Ferry Evaluation supported both of these exercises. At the start of each year, we begin the process of evaluating Our people the performance of the Board and its Committees. We oversee the approach to culture, succession planning We wanted to ensure the evaluation process undertaken in and talent management, including diversity, for the early 2018 would support the Board as it looks to the future, whole Group. STATEMENTS FINANCIAL as well as reﬂecting on past performance. Based on our Inclusion, diversity and talent recommendation to the Board, Independent Board We are committed to fostering an inclusive environment Evaluation was appointed to facilitate the evaluation and building diverse talent within the Group. We received process in 2018. updates on the progress of diversity and inclusion initiatives, READ MORE ABOUT THE EVALUATION EXERCISE ON PAGE 64 in particular the target to have 40% of our management positions held by women by 2025. We also received details Given the depth and breadth of the 2018 evaluation about the revised approach to talent management. exercise, we recommended to the Board that a more OTHER INFORMATION OTHER concise evaluation process be undertaken in early 2019. READ MORE ABOUT THE GROUP’S APPROACH TO DIVERSITY ON PAGES 18 TO 19 The Board accepted our recommendation and appointed Lintstock to support a questionnaire based exercise, Engagement alongside interviews of all Directors by the SID. In 2018 we conducted the Group’s ﬁrst engagement survey, built around our agreed ways of working. We considered Neither Independent Board Evaluation nor Lintstock has the results and action plans with management. We were any other connection with CCEP or any individual director. pleased that the results showed people feel safe at work, Independence feel empowered to make decisions, engage with our SEE THE LIST OF NON-EXECUTIVE DIRECTORS DETERMINED purpose and feel that they belong. They also identiﬁed TO BE INDEPENDENT ON PAGE 60 some areas to accelerate, including leadership, understanding decision making and personal development. L. Phillip Humann Chairman of the Nomination Committee FOR MORE ABOUT HOW WE ENGAGE WITH OUR PEOPLE, 14 March 2019 SEE PAGES 18 TO 19 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 69

AUDIT COMMITTEE CHAIRMAN’S LETTER “ The Committee plays a key role within the governance framework of the Group and continues to support the Board in matters relating to financial reporting, internal control and risk management.” Dear Shareholder I am pleased to present the report of the Audit Committee While the Committee’s remit has remained largely for 2018. The report describes how we have discharged our unchanged, we have made two key amendments. Firstly, responsibilities under the 2016 UKCGC. Table 1 on page 72 the Committee will report to the Board on whistleblowing provides an overview of our activities during 2018, with arrangements, reports and investigations, in line with the additional details throughout this Audit Committee Report. responsibility for whistleblowing matters resting with the Board under the 2018 UKCGC. Secondly, we will ensure Over the past two years, the Committee has helped support we engage effectively with relevant stakeholders. This is and oversee the successful integration of the Group. The to make sure that the views of relevant stakeholders are Committee plays a key role within the governance framework understood and considered by the Board. of the Group and continues to support the Board in matters relating to ﬁ nancial reporting, internal control Availability to shareholders and risk management. I will be available at our 2019 Annual General Meeting to answer any questions on the work of the Committee. During 2018, we discussed a range of topics, with a focus on accounting and reporting matters, internal controls Garry Watts and Sarbanes-Oxley Act section 404 updates, external Chairman of the Audit Committee and internal audit activities, ethics and compliance 14 March 2019 matters, business continuity management, enterprise risk management, and cybersecurity. Looking forward to 2019 We have dedicated signiﬁ cant time in 2018 to ensuring that we are ready for the implementation of the new lease reporting standard, IFRS 16, “Leases”. We are conﬁ dent the systems and controls implemented by management will ensure full compliance in the ﬁ rst year of adoption. A new UK Corporate Governance Code was published in July 2018 and will apply to us from 1 January 2019. The Committee’s terms of reference were considered as part of a wider review of governance arrangements to ensure compliance with the 2018 UKCGC. 70 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

AUDIT COMMITTEE REPORT REPORT STRATEGIC Role of the Audit Committee Financial reporting, signiﬁcant ﬁnancial issues The key duties and responsibilities of the Audit Committee and material judgements are set out in its terms of reference, which are available on In 2018, the Group adopted two new signiﬁcant accounting the Company’s website ir.ccep.com/corporate-governance/ standards: IFRS 15, “Revenue from contracts with governance-documents. They include matters within the customers”, and IFRS 9, “Financial Instruments”. The following areas: Committee oversaw management’s implementation of • Financial reporting, including the annual ﬁnancial these standards and was comfortable with the Group’s statements of the Group and other periodic approach and processes. GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE announcements relating to the Group’s ﬁnancial IFRS 16, “Leases”, which is effective from 1 January 2019, performance, the Group’s Viability Statement, and the has a signiﬁcant impact on the reported assets and Group’s going concern assumption liabilities of the Group, as well as the classiﬁcation • Accounting principles, policies and internal controls of cash ﬂows relating to lease contracts. The Group’s and emerging business issues that could signiﬁcantly implementation of IFRS 16 was governed by a steering affect ﬁnancial results alongside disclosure controls committee, which regularly reported its progress during and procedures the year to the Audit Committee. • Ethics and compliance programme, which includes READ MORE ABOUT THE TRANSITION IMPACT OF IFRS 16 operational and ﬁnancial risk assessments within the STATEMENTS FINANCIAL broader enterprise risk management programme, IN NOTE 23 TO THE FINANCIAL STATEMENTS ON PAGE 147 business continuity management, anti-bribery and The Committee undertook a formal review and recommended anti-corruption, and fraud prevention for approval each of the Group’s interim ﬁnancial • Whistleblowing policy and other arrangements statements and associated earnings announcements. for employees and contractors to raise concerns, As part of each review, the Committee considered the in conﬁdence signiﬁcant accounting principles, policies and practices • External audit, including scope, output and effectiveness applied, their appropriateness, the ﬁnancial reporting INFORMATION OTHER • External auditor, including independence and objectivity, issues concerned and the signiﬁcant judgements made. and appointment, reappointment and removal Details regarding the signiﬁcant ﬁnancial reporting matters • Internal audit, including scope, output and effectiveness and the related Committee considerations are set out later • Supporting the Board in relation to speciﬁc matters in this report. including annual and long-term business planning, dividend and capital structure, and capital expenditure The Committee also reviewed and considered the Group’s alternative performance measures in each of the Group’s The Committee consisted of ﬁve independent Directors earnings announcements. The Committee conﬁrmed that during the year and now consists of four independent each of the adjusting items complied with the Group’s policy Directors. It has signiﬁcant experience and competence on alternative performance measures and did not take relevant to the sector in which the Group operates, fast exception to any of the adjusting amounts. The Committee moving consumer goods. In accordance with the NYSE also reviewed to its satisfaction the adequacy of the Group’s Rules for FPIs, the Group follows UK practice in relation to disclosures regarding the use of alternative performance corporate governance. However, FPIs are required to have measures, having regard to the Guidelines on Alternative an audit committee that satisﬁes the requirements of SEC Performance Measures issued by the European Securities Rule 10A-3. The Group’s Audit Committee satisﬁes these and Markets Authority (ESMA) in October 2015 as well as independence requirements and the Board has determined the SEC guidance with respect to non-GAAP measures. that the Chairman of the Committee, Garry Watts, may be regarded as an audit committee ﬁnancial expert as deﬁned The Committee spent time reviewing and assessing the in Item 16A of Form 20-F. processes undertaken by management to support the Group’s Viability Statement and going concern statement, Activities of the Audit Committee during the year both for the half yearly report and the annual report. The Audit Committee has a process for planning its future In particular, the Committee reviewed the results of meeting agendas and a schedule of topics to be considered. management’s scenario modelling and the stress testing Table 1 sets out the matters considered by the Committee of these models. during 2018. More detail about some key matters is SEE OUR VIABILITY STATEMENT ON PAGE 44 provided in the rest of the Audit Committee Report. The Committee met seven times during the year. SEE DETAILS OF ATTENDANCE AT MEETINGS ON PAGE 60 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 71

AUDIT COMMITTEE REPORT CONTINUED Table 1 Matters considered by the Audit Committee during 2018(A) Meeting date Key standing agenda items Other topics February 2018 • Accounting and reporting matters • US tax reform • External auditor report • Spain VAT refund • 2017 preliminary full year and Q4 results • Q1 interim dividend March 2018 • Accounting and reporting matters • Spain VAT refund • External auditor report • Forthcoming changes to IFRS • Internal auditor report • Debt structure • 2017 Annual Report and Form 20-F including related • Code of Conduct compliance signiﬁcant judgements and estimates • Enterprise risk management framework • Legal matters • IFRS 16, “Leases” • Ethics and compliance matters • Sarbanes-Oxley Act (SOX) section 404 (s404) compliance • Business continuity management • Enterprise risk management • Capital review and approvals April 2018 • 2018 Q1 results • Q2 interim dividend May 2018 • Accounting and reporting matters • Synergy audit and certiﬁcation • External auditor report • General Data Protection Regulation (GDPR) • Internal auditor report • IT/cybersecurity update • Legal matters • Transition of transactional activities to the shared service centre • Ethics and compliance matters from Iberia • Business continuity management • Enterprise risk management • Capital review and approvals July 2018 • Accounting and reporting matters • Spain VAT refund • FPI status • IFRS 16, “Leases” • External auditor report • SOX s404 compliance • Internal auditor report • Revolving credit facility • 2018 half year results • CO2 supply issues • Q3 interim dividend • GDPR • Legal matters • Code of Conduct compliance • Ethics and compliance matters • Competition law compliance • Business continuity management • Anti-corruption compliance programme • Enterprise risk management • Capital review and approvals October 2018 • Accounting and reporting matters • IFRS 16, “Leases” • External auditor report • Debt structure • Internal auditor report • Brexit • 2018 Q3 results • IT/cybersecurity update • Q4 interim dividend • Committee terms of reference • Legal matters • Ethics and compliance matters • Business continuity management • Enterprise risk management • Capital review and approvals December 2018 • Accounting and reporting matters • Treasury update • External auditor report • Tax update • Internal auditor report • Integrated report planning • Legal matters • Ethics and compliance matters • Business continuity management • Enterprise risk management • Capital review and approvals (A) During February and March 2019, the Committee discussed a number of matters in respect of the year ended 31 December 2018. These included: • Signiﬁcant estimates and judgements regarding the Group’s 2018 results, including a review of accounting policies, viability statement and going concern • Reviewing the preliminary 2018 full year earnings announcement and Integrated Report • Advising the Board, at its request, on whether the Integrated Report is fair, balanced and understandable • Independent auditor’s report in respect of the results • Approval of this Audit Committee Report In relation to this Integrated Report, Committee members The signiﬁcant ﬁnancial reporting matters in relation to undertook a review of a developed draft and suggested a ﬁnancial statements that the Committee considered during number of enhancements that were then implemented to 2018 are summarised in table 2. In summary, the Committee improve it so that the Committee could conﬁrm to the Board concluded, after discussion, that the judgements and that, in its assessment, the Integrated Report is fair, estimates made on each of the issues it considered were balanced and understandable and provides the information appropriate and acceptable. necessary for shareholders to assess the Company’s performance, business model and strategy. Throughout the period under review, the Committee considered the work of, and reports from, several management functions including ﬁnance, legal and IT, together with reports from the internal and external auditors on their ﬁndings. 72 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Table 2 Signiﬁcant ﬁnancial reporting matters in relation to ﬁnancial statements considered by the Audit Committee during 2018 Accounting area Key ﬁnancial impacts Audit Committee considerations Deductions from revenue Total cost of customer marketing programmes in 2018: The Group participates in various programmes and and sales incentives €3 billion arrangements with customers designed to increase the sale of products. Among the programmes are arrangements under REPORT STRATEGIC Accrual at 31 December 2018: which allowances can be earned by customers for attaining €753 million agreed upon sales levels or for participating in speciﬁc marketing programmes. For customer incentives that must be earned, management must make estimates related to the contractual terms, customer performance and sales volume to determine the total amounts earned. Under IFRS 15, these types of variable consideration are deducted from revenue. There are signiﬁcant estimates used at each reporting date to ensure the proper deduction from revenue has been recorded. Actual amounts ultimately paid may be different from estimates. At each reporting date, the Committee received information regarding the amount of customer marketing spend of the Group along with period end accruals. The Committee also discussed and challenged management on key judgements and estimates applied during the period and any relevant information on signiﬁcant or abnormal movements in accrual balances, REPORT DIRECTORS’ & GOVERNANCE if applicable. Tax accounting 2018 book tax expense: The Group evaluated a number of tax matters during the year, and reporting €296 million including legislative developments across tax jurisdictions, risks related to direct and indirect tax provisions in all jurisdictions, the 2018 cash taxes: impact of the US Tax Cuts and Jobs Act, the deferred tax inventory €263 million and potential transfer pricing exposure. Throughout the year, the Committee received information from management on the critical 2018 effective tax rate: aspects of tax matters affecting the Group, considered the 24.6% information received, and gained an understanding of the level of risk involved with each signiﬁcant conclusion. VAT receivable at 31 December 2018: STATEMENTS FINANCIAL Additionally, the Committee continued to receive updates on the €318 million Group’s outstanding VAT receivable in Spain and the efforts undertaken to secure payment of the refund due. The Committee agreed with management’s conclusion that, in light of the continued delay in the meeting of the Arbitration Committee, it is appropriate to reclassify €318 million of the receivable balance as non-current assets. The Committee also considered and provided input on the Group’s disclosures regarding these and other tax matters. See further information in Note 21 to the ﬁnancial statements INFORMATION OTHER on page 144 Asset impairment Franchise intangible assets with indeﬁnite lives: The Group performs an annual impairment test of goodwill and analysis €8.1 billion intangible assets with indeﬁnite lives, or more frequently if impairment indicators are present. The testing is performed at Goodwill: a cash generating unit (CGU) level, which for the Group are based €2.5 billion on geography and generally represent the individual territories in which the Group operates. The Group did not record any impairment charges as a result of the tests conducted in 2018. The Committee received information from management on the impairment analysis performed, focusing on the most critical assumptions such as the terminal growth rate and the discount rate. The Committee reviewed and challenged a sensitivity analysis provided by management to understand the impact of changes in key assumptions, primarily the discount rate. The Committee was satisﬁed with the assumptions utilised by the Group and also considered and reviewed the Group’s disclosures about its impairment testing. Restructuring Restructuring cost recorded in 2018: During 2018 the Group commenced new transformation accounting €274 million restructuring initiatives. The Committee has been regularly updated by management on the nature of such initiatives Restructuring provision at 31 December 2018: and key assumptions underpinning the related provision in €223 million the ﬁnancial statements. The integration and synergy programme is nearing completion. The Committee continued to receive regular updates from management on the status, including cost incurred and synergy tracking. As in 2017, during 2018 the Committee received programme assurance from a third party audit regarding the validation of synergies captured. The Committee also reviewed the Group’s restructuring provision balance as at 31 December 2018 and disclosures in the ﬁnancial statements. The Committee was satisﬁed with the appropriateness of the restructuring accounting during the year. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 73

AUDIT COMMITTEE REPORT CONTINUED External audit The Committee received a statement of independence The Committee reviews and makes recommendations to from the auditor and a report describing their arrangements the Board with regard to the reappointment of the external to identify, report and manage any conﬂicts of interest. auditor. In doing so, the Committee takes into account It reviewed and approved the scope of non-audit services external auditor independence and audit partner rotation. provided by the external auditor to ensure that there was Ernst & Young LLP was appointed as the external auditor no impairment of independence and objectivity, and in 2016 and the lead audit partner is Karl Havers. The subsequently monitored the non-audit work performed Committee conﬁrms voluntary compliance with the to ensure it was within policy guidelines. It also considered provisions of the Statutory Audit Services for Large the extent of non-audit services provided to the Group. Companies Market Investigation (Mandatory Use of The Committee determined the external auditor was Competitive Tender Processes and Audit Committee sufﬁciently independent. Responsibilities) Order 2014, as published by the UK Internal audit Competition and Markets Authority. The Committee approved and reviewed internal audit’s During the year, in line with its normal practice, the audit plan for 2018 and agreed its budget and resource Committee agreed the approach to and scope of the requirements. The internal audit function reports directly audit work to be undertaken by the external auditor. to the Audit Committee and consists of approximately 25 The Committee also reviewed and agreed the terms of full time professional audit staff based in London, Berlin, engagement, and areas of responsibility and the work Madrid and Soﬁa, covering a range of disciplines and to be undertaken by the external auditor, and agreed the business expertise. fees payable in respect of the 2018 audit work. In addition, The Committee received and discussed, at least quarterly, the external auditor provided the Committee with regular reports from the Chief Audit Executive summarising a schedule of each matter on which there was an initial audit ﬁndings and recommendations and describing actions difference between them and management in relation taken by management to address any shortfalls. It also to the accounting treatment, and the ﬁnal decisions reviewed progress on implementation of recommendations on these issues. and met independently with the Chief Audit Executive SEE DETAILS OF THE AMOUNTS PAID TO THE EXTERNAL during the year. AUDITOR FOR THEIR AUDIT SERVICES IN NOTE 15 TO THE ACCOUNTS ON PAGE 134 The internal audit function reviews the internal control systems across the organisation. As determined by a risk The Committee also considered the external auditor’s based approach to audit planning, areas of assurance focus effectiveness. It reviewed the experience and expertise during 2018 included: management of deductions from of the audit team, the fulﬁlment of the agreed audit plan revenue, ﬁeld sales, product quality management, and any variations to it, feedback from the Group’s implementation of new accounting standards, changes to businesses and the contents of the external audit report. data privacy standards (GDPR), procurement processes, The Committee conﬁrmed its satisfaction with the security of information systems, as well as reviews of major effectiveness of the external auditor. capital and transformation projects. A signiﬁcant proportion of the internal audit’s resources was allocated to The Committee has recommended to the Board that Ernst & an extensive testing of the Group’s internal control system Young LLP be proposed for reappointment by shareholders in support of management’s opinion over the design and as the Group’s external auditor at the 2019 AGM. operating effectiveness of internal controls over ﬁnancial The independence of the external auditor is important to reporting as required under SOX s404. a successful audit. The Committee actively monitors this. At the end of 2018, internal audit participated in the Group’s In particular, the Group has a policy on the use of the enterprise risk assessment and reviewed the three year external auditor for non-audit work and this is regularly strategic audit plan to ensure that it continues to address reviewed. The external auditor is precluded from engaging major strategic, operational, ﬁnancial and compliance risks. in non-audit services that would compromise its The plan was presented to and approved by the Committee independence or violate any laws or regulations affecting at its March 2019 meeting. its appointment as external auditor. The approval of the Chairman of the Committee is required prior to awarding In 2019, the Committee will engage an independent third contracts for non-audit services to the external auditor party to perform an effectiveness review of the internal audit in excess of speciﬁed amounts. function against the Institute of Internal Audit’s Standards. 74 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Internal control and risk management Whistleblowing hotline The Committee is responsible for monitoring the The Committee has oversight of the adequacy and security effectiveness of the Group’s internal controls, compliance of the Group’s whistleblowing policy and other with relevant sections of the UK Corporate Governance arrangements for its employees and contractors to raise Code, and the requirements of SOX, speciﬁcally sections concerns, in conﬁdence, about possible wrongdoing in 302 and 404, as it applies to a US FPI listed on a US ﬁnancial reporting or other matters, including breaches exchange. Robust internal controls and risk management of our CoC. In each of our territories, we have established REPORT STRATEGIC are critical to our ability to deliver on our strategy. ways for employees to raise concerns. These include channels for employees to contact a line manager or HR During 2018, the Committee continued to monitor the representative, or to share information through our progress of the Group’s internal control framework dedicated, independent and conﬁdential Speak Up service. harmonisation efforts and the remediation of any internal Retaliation against anyone for whistleblowing, including control deﬁciencies. It also considered the internal control making a genuine report, or for cooperation in an implications of the Group’s IT roadmap and continued investigation, is prohibited. integration and transition activities. Investigations into potential breaches of our CoC are In 2018, management completed a controls optimisation overseen in each business unit by the business unit’s CoC project, designed to seek efﬁciencies within the existing Committee, chaired by the business unit’s Vice President, control environment, and to ensure control processes Legal. All (potential) CoC breaches and corrective actions REPORT DIRECTORS’ & GOVERNANCE continued to be effective in both design and operation. are overseen by the Group CoC Committee, which is a sub The Committee was regularly updated on the progress of committee of the Group Compliance and Risk Committee this project and, on closing out the year, is satisﬁed that the and is chaired by the Chief Compliance Ofﬁcer. The Group improvements implemented continued to support a robust CoC Committee also: control environment. • Ensures that all reported cases have been recorded, The Group’s internal control over ﬁnancial reporting was investigated and a conclusion reached deemed to be designed and operating effectively as at • Evaluates trends 31 December 2018. • Ensures consistent application of the CoC across CCEP STATEMENTS FINANCIAL FURTHER INFORMATION ABOUT THE GROUP’S RISK MANAGEMENT AND INTERNAL CONTROL PROCESSES As required under the Spanish Criminal Code, the Iberia IS SET OUT ON PAGES 40 TO 43 business unit has an Ethics Committee formed of members of the Iberia business unit leadership team. It is responsible for any ethics and compliance activities, including overseeing the local crime prevention model. It reports to the Iberia business unit leadership team and the Chief Compliance Ofﬁcer. INFORMATION OTHER An overview of all reported incidents is provided to the Audit Committee. SEE DETAILS OF COC REPORTS ONPAGE 21 Garry Watts Chairman of the Audit Committee 14 March 2019 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 75

STATEMENT FROM THE REMUNERATION COMMITTEE CHAIRMAN “Remuneration outcomes continue to reflect good underlying business performance within a framework aligned to the business strategy and reflecting good governance.” Dear Shareholder Introduction of LTI holding period On behalf of the Board, I am pleased to present the Long-Term Incentive (LTI) awards made to our CEO Directors’ Remuneration Report for CCEP (or the Group) for Damian Gammell in 2019 and future years will be subject the year ended 31 December 2018. This includes a summary to an additional two year holding period following the end of our Remuneration Policy, which was approved by of the three year performance period. shareholders at our 2017 AGM and our Annual Report on CCEP already has a strong focus on ensuring there is Remuneration (ARR), which will be subject to an advisory alignment between the CEO and the long-term interests vote at our 2019 AGM. of shareholders. The CEO is required to build up and hold Context for executive remuneration at CCEP – shares equivalent to 300% of salary, which he must New UK Corporate Governance Code continue to hold for one year following cessation of We take our reporting obligations to our shareholders and employment. He currently holds shares equivalent to our duty to our employees very seriously. As outlined in my 283% of salary. letter last year, we have paid close attention to the new UK The introduction of an additional two year holding period Corporate Governance Code that was published in July 2018, in respect of all LTI awards made from 2019 will further and will apply to us from 1 January 2019, plus the annual enhance this alignment and ensure CCEP is compliant guidance updates from the three main proxy advisory ﬁ rms with the provision as set out in the 2018 UKCGC. (The Investment Association, ISS and Glass Lewis). Context for executive remuneration at CCEP - Expanded remit business performance In line with the provisions of the 2018 UKCGC we have expanded the Committee’s remit to cover reviewing The Remuneration Policy is designed to be simple, workforce remuneration and related policies. transparent and incentivise the delivery of the business strategy in a manner that aligns the interests of Our management is developing appropriate reporting management and shareholders. This alignment is reﬂ ected mechanisms to enable the Committee to fulﬁ ll its through the signiﬁ cant focus on variable remuneration, responsibilities in this regard and workforce remuneration which sets stretching performance targets against our key and policies will be taken into account when setting the ﬁ nancial performance indicators. remuneration for Executive Directors. The Committee will also have responsibility for ensuring these policies and SEE OUR PERFORMANCE INDICTORS ON PAGE 1 processes support the culture, purpose, values and diversity initiatives across CCEP. We intend to report on our activities in this area, in next year’s Directors’ Remuneration Report. 76 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Performance during 2018 has been strong, with above Looking ahead target performance being achieved in respect of all our key 2019 ARR ﬁnancial measures. This has resulted from the delivery of The Committee continues to focus on ensuring that the our Merger commitments and our ongoing focus on driving ARR remains compliant with all legislative requirements proﬁtable revenue growth through strong price and mix as they come into force and is aligned with evolving good realisation as well as solid in market execution. Payments in governance, while remaining meaningful and motivational respect of our incentive arrangements are reﬂective of this for our employees. REPORT STRATEGIC underlying business performance. On this basis, the 2019 ARR will include further details of how Remuneration outcomes for 2018 the provisions of the 2018 UKCGC have been implemented as Annual bonus well as disclosure of the CEO pay ratio for 2019. Similarly to last year, the Committee used its discretion to Remuneration Policy review adjust the formulaic outcome of the bonus calculation. We are entering the third year of our ﬁrst Remuneration This discretion was applied to ensure that the bonus Policy, which was approved by shareholders in 2017 payment was a true reﬂection of underlying business following the Merger. We intend to review this policy fully performance and in particular, not artiﬁcially inﬂated during 2019 to ensure that it: as a result of the underspend in respect of restructuring costs that occurred during the year. • Remains focused on delivering our business strategy • Continues to be aligned with the latest Corporate REPORT DIRECTORS’ & GOVERNANCE Overall, the adjustments have resulted in a reduction in the Governance guidelines, legislative requirements overall bonus for Damian Gammell from 71% of maximum and best practice to 63% of maximum or 256% of salary to 227% of salary. • Is considered in the context of the remuneration See further details on page 81. of the wider workforce Long-term incentives • Maintains the principles of simplicity, transparency Damian Gammell had no long-term incentive awards vesting and alignment of interests between management in the year that were subject to performance conditions for and shareholders the year ending 31 December 2018. However, the ﬁnal We will ask shareholders to approve this revised STATEMENTS FINANCIAL tranches of Restricted Stock Units (RSUs) and share option Remuneration Policy at our AGM in 2020. awards that were made prior to the Merger, in November 2015, did vest during the year. See full details on page 83. I hope we continue to receive your support in respect of our ARR at our forthcoming AGM and look forward to engaging Implementation of Remuneration Policy in 2019 with you during 2019 as we review our Remuneration Policy. Our strategic priorities remain unchanged as we continue to focus on delivering growth aligned with our three year plan. Christine Cross Chairman of the Remuneration Committee The current remuneration framework continues to support INFORMATION OTHER this strategy and therefore the Remuneration Policy will be 14 March 2019 operated in 2019 on a very similar basis as it was during 2018. Remuneration element 2019 Implementation Key terms Base salary 2.6% increase Aligned with UK wider See page 85 workforce increase Pension £30,000 Payment in lieu of pension – See page 85 (2.6% of salary) aligned with policy for all other UK employees Annual bonus Target opportunity Subject to ﬁnancial and See page 85 for of 150% of salary individual performance further details calculated on a including deﬁnitions multiplicative basis of ﬁnancial metrics Financial measures of operating proﬁt, revenue and operating free cash ﬂow aligned with key ﬁnancial indicators LTI Target award of 250% Subject to Earnings Per See page 86 of salary Share (EPS) and Return on Invested Capital (ROIC) performance each with an equal weighting Additional two year holding period to apply following three year performance period Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 77

OVERVIEW OF THE REMUNERATION POLICY OVERVIEW OF THE REMUNERATION POLICY OUR REMUNERATION POLICY WAS APPROVED BY OVER 90% OF OUR SHAREHOLDERS AND IS BASED ON THE FOLLOWING PRINCIPLES KEY PRINCIPLE APPLICATION TO POLICY CURRENT IMPLEMENTATION Annual bonus metrics LTIP metrics INCENTIVISE DELIVERY OF THE Annual bonus and LTIP measures Operating proﬁt (50%) EPS (50%) BUSINESS STRATEGY aligned to the KPIs of the business Revenue (30%) ROIC (50%) Operating free See ARR for cash ﬂow (20%) detailed deﬁnitions • Only two simple incentive plans operated CEO PAY MIX LINKED TO PERFORMANCE SIMPLE, TRANSPARENT • Strong focus on pay for performance Target AND ALIGNED BETWEEN • Majority of remuneration package PARTICIPANTS AND delivered in shares 22% 29% 49% SHAREHOLDERS • Signiﬁcant shareholding requirement Maximum of three times salary 12% 37% 51% CONSISTENT POLICY ACROSS THE The same remuneration framework MANAGEMENT TEAM TO FOSTER Annual is applied to all members of the ELT Fixed pay LTIP THE DEVELOPMENT OF TALENT bonus (but with lower incentive levels) AND SUCCESSION VARIABLE REMUNERATION Targets are set at stretching • Target performance linked to SHOULD BE PERFORMANCE levels in the context of the business plan RELATED AGAINST business plan and external • Maximum payout requires STRETCHING TARGETS forecasts performance signiﬁcantly above consensus SUMMARY OF REMUNERATION POLICY TABLE Fixed pay Annual bonus LTIP KEY FEATURES KEY FEATURES KEY FEATURES Base salary: Annual increases will normally • Target bonus opportunity is 150% of salary • Based on performance measures aligned take into account business performance and • Bonus calculated by multiplying the target bonus to the strategic plan and measured over increases awarded to the general workforce. by a Business Performance Factor (0-200%) at least three ﬁnancial years Beneﬁts: A range of beneﬁts may be provided and an Individual Performance Factor (0-120%). • Target LTIP award is 250% of salary in line with market practice. • Business and Individual performance targets (500% of salary maximum) Pension: are set in the context of the strategic plan. • Malus and clawback provisions may apply • Can participate in the UK pension plan or • Malus and clawback provisions may apply to awards receive a cash allowance on the same basis to awards as all other employees • Maximum employer contribution is £30k LINK TO STRATEGY LINK TO STRATEGY LINK TO STRATEGY Supports recruitment and retention of • Incentivises delivery of the business plan • Focused on delivery of Group performance Executive Directors of the calibre required for on an annual basis over the long term the long-term success of the business • Rewards performance against key indicators • Delivered in shares to provide alignment which are critical to the delivery of the strategy with shareholders’ interests A full copy of the Remuneration Policy can be found in the 2016 Annual Report which is in the Financial Reports section within the Investor section of our website at http://ir.ccep.com 78 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

REMUNERATION AT A GLANCE REPORT STRATEGIC OVERVIEW OF 2018 REMUNERATION PERFORMANCE CCEP SHARE PRICE PERFORMANCE VS ANNUAL KPIs PERFORMANCE VS LONG-TERM KPIs US$ BONUS PAYOUT = 63% OF MAXIMUM ● 2016 ● 2017 ● 2018 15.8% (Including IPF of 1.2x) GROWTH 1.98x 2.30 9.9% 50 Maximum 2.12 9% GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE 1.88 8% 45 1.1x 1.07x 40 Target 35 Threshold 30 1 Jan 2018 31 Dec 2018 Operating Revenue Operating free EPS ROIC proﬁt cash ﬂow See ARR for detailed deﬁnitions STATEMENTS FINANCIAL 2018 CEO SINGLE FIGURE CEO SHAREHOLDING As at 31/12/2018 2018 £1.26m £2.55m 283% of salary OTHER INFORMATION OTHER Target Total Value £3.81m 300% of salary Current shareholding (% salary) Shareholding requirement by Fixed pay Annual Bonus 31/12/2021 READ MORE IN THE ANNUAL REPORT ON REMUNERATION FROM PAGE 80 OVERVIEW OF 2019 CEO REMUNERATION FRAMEWORK Fixed pay Annual bonus LTIP Base salary Effective from 1 April 2019 £1.16M 20% 500% 360% 50% 50% 50% 30% Beneﬁts 250% • Car allowance 150% • Private medical • School fees • Financial planning Individual Multiplier ROIC Target 0x1.2x EPS Maximum Operating proﬁt Target Revenue Maximum Pension Operating free Cash in lieu £30K cash ﬂow READ MORE IN THE ANNUAL REPORT ON REMUNERATION FROM PAGE 85 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 79

ANNUAL REPORT ON REMUNERATION Remuneration outcomes for 2018 The following pages set out details of the remuneration received by Directors for the ﬁnancial year ending 31 December 2018. Prior year ﬁgures have also been shown. Audited sections of the report have been identiﬁed. Single ﬁgure table for Executive Directors (audited) Taxable beneﬁts Annual bonus Long-term Total remuneration Individual Year Salary (£000) (£000) (£000) incentives (£000) Pension (£000) (£000) Damian 2018 1,121 121 2,546 0 26 3,814 Gammell 2017 1,100 185 2,405 0 26 3,716 Notes to the single ﬁgure table for Executive Directors (audited) Base salary Damian Gammell received a base salary increase of 2.6% from £1,100,000 to £1,128,600 effective from 1 April 2018. This increase was in line with the average increase provided to the wider UK workforce. Taxable beneﬁts During the year, Damian Gammell received the following main beneﬁts: car allowance (£14,000), ﬁnancial planning allowance (£10,000), schooling allowance (£75,000) and family private medical coverage (£8,000). Pension The pension provisions that apply to Damian Gammell are aligned to all other UK employees. Damian Gammell elected to receive a cash allowance in lieu of participation in the pension scheme. This equates to a payment of £30,000 from CCEP inclusive of employer National Insurance costs (i.e. the actual beneﬁt received by Damian is less than £30,000 per year). Annual bonus Overview of CCEP’s annual bonus design The 2018 CCEP annual bonus plan was designed to incentivise the delivery of the business strategy and comprised the following elements: Business Performance Factor (BPF) – provides alignment with our core objectives to deliver strong ﬁnancial performance against our main ﬁnancial performance indicators of: • Operating proﬁt (50%) • Revenue (30%) • Operating free cash ﬂow (20%) Individual Performance Factor (IPF) – individual objectives were also set for Damian Gammell focused on our ﬁve strategic imperatives. The ﬁve objectives were as follows: • Driving top line revenue growth • Improving the customer experience • Strategic cost management • Building stakeholder equity • Leading the development of CCEP’s culture, talent and diversity In line with the Remuneration Policy, Damian Gammell had a target bonus opportunity of 150% of salary. Actual payments could range from zero to a maximum of 360% of salary depending on the extent to which both business and individual performance measures were achieved. Target bonus BPF IPF Final bonus outcome (150% of base salary) (0x to 2.0x) (0x to 1.2x) (0% salary to 360% salary) 80 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

2018 annual bonus outcome – BPF Performance in 2018 has been strong with above target performance being achieved in respect of all three ﬁnancial measures: Performance targets(A) Performance outcome Threshold (0.25x Target (1.0x Maximum (2.0x Measures Weighting multiplier) multiplier) multiplier) Actual outcome(B) Multiplier achieved Operating proﬁt(C) 50% €1,097m €1,273m €1,426m €1,284m 1.10x STRATEGIC REPORT STRATEGIC Revenue(D) 30% €11,154m €11,652m €12,051m €11,693m 1.07x Operating free cash ﬂow(E) 20% €1,186m €1,361m €1,514m €1,510m 1.98x Total 100% 1.26x (A) All targets set on a constant currency basis at budgeted foreign exchange rates. Operating proﬁt is deﬁned as comparable operating proﬁt including restructuring expenses. Refer to page 85 for deﬁnition of revenue and operating free cash ﬂow targets. (B) Actual outcome is provided only to assess performance against performance targets for the purpose of calculating the Business Performance Factor (BPF) relating to the annual bonus. (C) Comparable operating proﬁt (refer to page 29) adjusted for budgeted restructuring and other items (see below), at 2018 budgeted foreign exchange rates. (D) For the purposes of the annual bonus, revenue is as deﬁned on page 29, at 2018 budgeted foreign exchange rates. (E) For the purposes of the annual bonus, this measure is deﬁned as comparable operating proﬁt as set out on page 29, including depreciation and amortisation and adjusting for capital expenditures and proceeds from sale of property, plant and equipment, budgeted restructuring cash expenditures (see below) and changes in operating working capital, at 2018 budgeted foreign exchange rates. GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE The Committee once again determined that in calculating the bonus outcome, all restructuring expenses in respect of the operating proﬁt measure and all cash restructuring costs in respect of the operating free cash ﬂow measure should be held at budgeted amounts. This applied the same principle that was used in respect of the 2017 annual bonus, to ensure that management does not beneﬁt from any underspend in restructuring costs during 2018 that arose purely as a result of a change in assumptions. The Remuneration Committee also neutralised other minor variances in respect of exceptional items which were considered to be outside of management’s control or where there had been signiﬁcant changes to original budget assumptions. These variances related to the acceleration of capital expenditure from 2018 to 2019, the recovery of VAT payments and increases in inventory levels. FINANCIAL STATEMENTS FINANCIAL The Committee exercised its discretion such that the overall impact of these adjustments resulted in a reduction to the formulaic bonus payout, with a decrease in the Business Performance Factor from 1.42x to 1.26x. 2018 annual bonus outcome – IPF To determine an appropriate IPF, the Chairman of the Board assesses Damian Gammell’s performance against the individual performance objectives that were set at the start of the year based on our ﬁve strategic imperatives. The outcome is then discussed with and recommended by the Committee for ﬁnal approval by the Board. Overall, the Committee determined that Damian led the business exceptionally well duing 2018, delivering both strong in year INFORMATION OTHER business results and laying further foundations for future growth in accordance with the Company’s long-term strategic objectives. This performance was also delivered in a challenging external environment which included the sugar tax in the UK as well as the CO2 shortage across Europe. Given this strong performance the Committee awarded an IPF of 1.2x. Further details of some of the speciﬁc objectives achieved are included in the table below: Objective Achievements Drive top line revenue growth • Total revenue growth above target levels • Continued diversiﬁcation and portfolio expansion across CCEP (e.g. successful launch of Fuze Tea) • Implemented number of projects to support future growth ambitions Improve the customer experience • Obtained Board approval for a new CCEP sales force strategy • Continued to build world class key account and wholesaler capabilities Strategic cost management • Delivered target level of synergies of €120m • Implemented digital transformation programme across the business • Created new long-term ways of working with TCCC Building stakeholder equity • Has taken a lead role in ﬁnding solutions to single use plastics • Signiﬁcant engagement and collaboration with TCCC to align strategic objectives • Objectives met in respect of wider stakeholder engagement including investors and regulators Leading the development of CCEP’s culture, • Lost time incident rate reduced from 1.23 to 1.14 talent and diversity • Strong employee engagement score • On track to meet targeted improvements in respect of diversity • Excellent progress on sustainabilty commitments through This is Forward 2018 annual bonus outcome – Calculation Based on the level of performance achieved as set out above, this resulted in a bonus payment to Damian Gammell of £2.546 million: Target bonus BPF IPF Final bonus outcome (150% of base salary) (1.26x) (1.2x) (227% of salary) Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 81

ANNUAL REPORT ON REMUNERATION CONTINUED Long-term incentives Awards vesting for performance in respect of 2018 Damian Gammell had no long-term incentive awards vesting in the year that were subject to performance conditions for the period ending 31 December 2018. Full details of all outstanding awards are on page 83. Awards granted in 2018 A conditional award was made under the CCEP Long-Term Incentive Plan to Damian Gammell on 12 March 2018, with a target value of 250% of salary. Further details are set out below: Maximum number of Closing share price at Performance Normal Individual Date of award shares under award date of award Face value period vesting date Damian Gammell 12/03/2018 178,000 $41.78 $7,436,840 1 Jan 2018 - 12/03/2021 31 Dec 2020 The vesting of awards is subject to the achievement of the following performance targets: Vesting level(C) Measure Deﬁnition Weighting 25% 50% 100% EPS(A) Compound annual growth over the three year 50% 4.0% p.a. 7.5% p.a. 11.0% p.a. period 20182020 ROIC(B) ROIC achieved in the ﬁnal year of the performance 50% 9.5% 11.0% 12.5% period (2020) (A) Comparable and on a tax, currency and share buyback neutral basis. (B) ROIC calculated as comparable operating proﬁt after tax, on a tax and currency neutral basis, divided by the average of opening and closing invested capital for the year. Invested capital is calculated as the addition of borrowings and equity less cash and cash equivalents. For the purpose of these awards, invested capital excludes the effect of the Group’s adoption of IFRS 16 on 1 January 2019. (C) Straight line vesting between each vesting level (shown). Historical TSR performance and Chief Executive remuneration outcomes The chart below compares the Total Shareholder Return (TSR) performance of CCEP from Admission up until 31 December 2018 with the TSR of both the Euronext 100 and the S&P 500. These indices have been chosen as recognised equity market indices of companies of a similar size, complexity and global reach as CCEP. CCEP S&P 500 Euronext 100 150 100 50 May 2016 December 2016 December 2017 December 2018 The following table summarises the historical CEO’s single ﬁgure of total remuneration and annual bonus payout as a percentage of the maximum opportunity over this period: 2016(A) 2016(A) 2017 2018 John Brock Damian Gammell Damian Gammell Damian Gammell CEO single ﬁgure of remuneration (‘000) $3,890 £27 £3,716 £3,814 Annual bonus payout (as a % of maximum opportunity) 31.23% 40.6% 60.7% 63.1% LTI vesting (as a % of maximum opportunity) N/A N/A N/A N/A (A) The ﬁgures for 2016 are in respect of the period for which each individual served as CEO during the year. John Brock served as CEO from 29 May to 28 December 2016. Damian Gammell served as CEO from 29 December to 31 December 2016. 82 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Percentage change in CEO remuneration The table below shows the percentage change in CEO remuneration from 2017 to 2018 compared to the average percentage change in remuneration for all UK employees. The UK population was considered to be the most appropriate as it most closely reﬂects the reward environment of the CEO. CEO Other employees Base salary 2.6% 2.6% STRATEGIC REPORT STRATEGIC Taxable beneﬁts (34.6%) 1.7% Annual bonus 5.9% 9.9% Relative importance of spend on pay The table below shows a summary of distributions to shareholders by way of dividends and share buyback as well as total employee expenditure for 2017 and 2018, along with the percentage change of each. 2018 2017 % change Total employee expenditure €1,768m €1,719m 2.9% Dividends €513m €489m 4.9% Share buybacks €502m N/A N/A GOVERNANCE & DIRECTORS’ REPORT DIRECTORS’ & GOVERNANCE Payments to past Directors (audited) As disclosed fully in the 2016 ARR, payments were made to John Brock subsequent to his retirement following the Merger. These payments were in accordance with the rights and obligations set out in his employment agreement, the last of which was paid in May 2018. Payments for loss of ofﬁce (audited) There were no payments for loss of ofﬁce during the year. Statement of Directors’ share ownership and share interests (audited) STATEMENTS FINANCIAL Interests of the CEO As stated above, the CEO is required to hold 300% of his base salary in shares. The guideline is expected to be met within ﬁve years of appointment. Until the guideline is met, 50% of any vested shares from incentive awards (post-tax) must be retained. The guideline continues to apply for one year following termination of employment. Share ownership requirements and the number of shares held by Damian Gammell are set out in the table below. Interests in share Interests in share incentive schemes incentive schemes INFORMATION OTHER subject to not subject to Share ownership performance performance Interests in Share ownership as a % of salary Interests in shares at conditions at conditions at share option requirement as a % of achieved at 31 December 2018 31 December 2018(A)(B) 31 December 2018(A)(C) schemes(A)(B) salary 31 December 2018(D) Damian Gammell 90,345 445,400 60,300 324,643 300% 283% (A) For further details of these interests, please refer to the outstanding awards table below. (B) Do not count towards achievement of the share ownership guideline. (C) Count towards achievement of the share ownership guideline on an assumed net of tax basis. (D) Our share ownership policy stipulates that the Committee will translate the percentage of base salary requirement (300%) into a number of shares, using base salary (£1.1m), average of the high and low share price on the NYSE ($31.97), and the currency exchange rate (GBP/USD exchange rate of 1:1.25604) on 1 December 2016. This results in a share ownership requirement for Damian Gammell of 129,651 shares. Details of the CEO’s outstanding share awards are set out in the table below. Number of Number of shares shares subject to subject to Director awards at Granted Vested Exercised Lapsed awards at End of and Form of Exercise 31 December during the during the during the during the 31 December performance Vesting Exercise grant date award price 2017 year year year year 2018 period date period end Damian Gammell 02.11.15 RSU(A) N/A 39,000 — 39,000 N/A — — N/A 12.10.18 N/A 05.11.15 PSU(B) N/A 60,300 — — N/A — 60,300 31.12.16 30.04.19 N/A 05.11.15 Options(C) $39.00 108,215 — 108,215 — — — 05.11.18 05.11.25 27.03.17 PSU(D) N/A 267,400 — — N/A — 267,400 31.12.19 28.03.20 N/A 12.03.18 PSU(D) N/A — 178,000 — N/A — 178,000 31.12.20 12.03.21 N/A (A) Restricted Stock Unit (RSU) award vests in three tranches. First tranche (19,500) vested on 12 October 2016. Second tranche (19,500) vested on 12 October 2017. Final tranche (39,000) vested on 12 October 2018. (B) Performance Share Unit (PSU) – the performance condition was satisﬁed at target on 31 December 2016. Award will vest on 30 April 2019. (C) Options vest in three equal tranches. First tranche (108,214) vested on 5 November 2016. Second tranche (108,214) vested on 5 November 2017. Final tranche (108,215) vested on 5 November 2018. All options remain unexercised. (D) Performance Share Unit. The number of shares shown is the maximum number of shares that may vest if the performance targets are met in full. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 83

ANNUAL REPORT ON REMUNERATION CONTINUED Interests of other Directors The table below gives details of the share interests of each NED either through direct ownership or connected persons. Interests in shares at 31 December 2018 Sol Daurella(A) 32,354,039 Jan Bennink 27,200 José Ignacio Comenge Sánchez-Real(A) 7,740,332 Francisco Crespo Benítez(C) — Christine Cross — J. Alexander M. Douglas, Jr(B) — Javier Ferrán — Irial Finan — Álvaro Gómez-Trénor Aguilar(C) 3,102,926 L. Phillip Humann 51,717 Orrin H. Ingram II 10,000 Thomas H. Johnson 10,000 Alfonso Líbano Daurella(A) 6,495,125 Véronique Morali — Mario Rotllant Solá — Francisco Ruiz de la Torre Esporrín(B) — Garry Watts 10,000 Curtis R. Welling 10,000 (A) Shares held indirectly through Olive Partners. The numbers of shares increased slightly during the year as a result of a reduction in Olive Partners’ share capital. (B) Resigned from the Board on 7 March 2018. (C) Appointed to the Board on 7 March 2018. Dilution levels The terms of the Company’s share plans set limits on the number of newly issued shares that may be issued to satisfy awards. In accordance with guidance from the Investment Association, these limits restrict overall dilution under all plans to under 10% of the Company’s issued share capital over a 10 year period in relation to the Company’s issued share capital, with a further limitation of 5% in any 10 year period on discretionary plans. Single ﬁgure table for NEDs (audited) The following table sets out the total fees and taxable beneﬁts received by the Chairman and NEDs for the year ended 31 December 2018. Prior year ﬁgures are also shown. 2018 (£’000) 2017 (£’000) Chairman/ Chairman/ Committee Taxable Committee Taxable Individual Base fee fees beneﬁts(A) Total fees Base fee fees beneﬁts(A) Total fees Sol Daurella 550 25 – 575 550 25 6 581 Jan Bennink 80 45 7 132 80 45 6 131 José Ignacio Comenge 80 15 7 102 80 15 6 101 Sánchez-Real Francisco Crespo Benítez(C) 66 8 7 81 N/A N/A N/A N/A Christine Cross 80 50 8 138 80 50 5 135 J. Alexander M. Douglas, Jr(B) 15 2 – 17 80 10 7 97 Javier Ferrán 80 30 1 111 80 30 6 116 Irial Finan 80 25 7 112 80 25 6 111 Álvaro Gómez-Trénor Aguilar(C) 66 – 6 72 N/A N/A N/A N/A L. Phillip Humann 80 20 11 111 80 20 11 111 Orrin H. Ingram II 80 25 8 113 80 25 8 113 Thomas H. Johnson 110 25 11 146 110 25 14 149 Alfonso Líbano Daurella 80 20 1 101 80 20 6 106 Véronique Morali 80 25 3 108 80 25 9 114 Mario Rotllant Solá 80 15 6 101 80 15 6 101 Francisco Ruiz de la Torre 15 – – 15 80 – 6 86 Esporrín(B) Garry Watts 80 50 1 131 80 50 4 134 Curtis R. Welling 80 25 6 111 80 25 8 113 (A) Taxable beneﬁts mainly relate to travel and accommodation costs in respect of attendance at Board meetings with fx rates used as at the date of the transaction. (B) Resigned from the Board on 7 March 2018. (C) Appointed to the Board on 7 March 2018. 84 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Implementation of Remuneration Policy for 2019 Base salary Damian Gammell will receive a 2.6% salary increase with effect from 1 April 2019. This reﬂects strong performance during the year and is in line with the average increase provided to the wider UK workforce and more generally across the business. 2019 salary (effective from STRATEGIC REPORT STRATEGIC Individual 2018 salary 1 April) % increase Damian Gammell £1,128,600 £1,157,94 4 2.6% Taxable beneﬁts No signiﬁcant changes to the provision of beneﬁts are proposed for 2019. The main beneﬁts for Damian Gammell will continue to include allowances in respect of: a car, ﬁnancial planning, schooling and private healthcare. Pension No changes are proposed in respect of the pension provision for Damian Gammell. He will continue to receive a cash allowance of £30,000 (inclusive of employer National Insurance contributions) in lieu of participation in the pension scheme. Annual bonus No changes have been made to the structure of the annual bonus plan for 2019 and the opportunity for Damian Gammell will REPORT DIRECTORS’ & GOVERNANCE remain unchanged at 150% of salary for target performance and 360% for maximum performance. Performance will continue to be assessed against ﬁnancial and individual performance measures on a multiplicative basis as set out on page 80. The ﬁnancial measures and relative weightings will also remain unchanged. However, the operating proﬁt measure will no longer include restructuring expenses as we are now coming to the end of our synergy programme following the Merger. Measure Deﬁnition Weighting Operating proﬁt Comparable operating proﬁt on a currency neutral basis 50% STATEMENTS FINANCIAL Revenue Revenue on a currency neutral basis 30% Operating free cash ﬂow Comparable operating proﬁt before depreciation and amortisation and adjusting for capital expenditures, 20% proceeds from sale of property, plant and equipment, restructuring cash expenditures and changes in operating working capital, on a currency neutral basis In determining the IPF for Damian Gammell for 2019 he will be assessed against a number of areas of focus which are aligned to the key longer-term strategic objectives of the business, which include: Strategic Intent Areas of focus include: INFORMATION OTHER Increase and diversify the revenue and proﬁt pools for CCEP • Value share in sparkling • Away from home revenues • NPD revenues Deliver great service internally and externally for our employees • Customer satisfaction/service levels and customers Improve the competitivenes of CCEP • Implementation of competitiveness plan to deliver targeted value of productivity Enhance and protect CCEP and its industry licence to operate with • Franchise alignment our stakeholders • Further development of This is Forward • Investor relations Improve the engagement, diversity and capability of our workforce • Health and safety, including further improvement of lost time accident rate • Achieve targeted levels in respect of diversity and inclusion • Engagement action plan The actual ﬁnancial targets are not disclosed prospectively as they are deemed commercially sensitive. We intend to disclose them in next year’s ARR. A description of individual performance including speciﬁc quantitative measures (where appropriate) will also be disclosed in next year’s ARR. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 85

ANNUAL REPORT ON REMUNERATION CONTINUED Long-term incentive Damian Gammell’s long-term incentive opportunity for 2019 will be aligned with the limits set out in the Remuneration Policy. He will be made a target award of 250% of salary and may receive up to 2x this target award if the maximum performance targets are achieved. Performance will be assessed against the following EPS and ROIC targets over a three year period, each with an equal weighting. Targets have been set at stretching levels taking into account both our long-term plan and external forecasts. EPS targets for 2019 awards include the impact of share buybacks to provide greater alignment with external expectations. The targets have been set based on current assumptions in respect of share buybacks over the performance period. The ﬁnal performance targets will be adjusted to reﬂect the actual value of share buybacks made during the performance period to neutralise any variances and will be fully disclosed at the time of vesting. Following the end of the performance period, awards will be subject to an additional two year holding period. Vesting level(C) Measure Deﬁnition Weighting 25% 100% 200% EPS(A) Compound annual growth over the three year period to FY 2021 50% 5.7% 11.0% 15.5% ROIC(B) ROIC achieved in the ﬁnal year of the performance period (FY 2021) 50% 10.9% 12.4% 13.9% (A) Comparable and on a tax and currency neutral basis. (B) ROIC calculated as comparable operating proﬁt after tax, on a tax and currency neutral basis, divided by the average of opening and closing invested capital for the year. Invested capital is calculated as the total of borrowings and equity less cash and cash equivalents. For the purpose of these awards, invested capital excludes the effect of the Group’s adoption of IFRS 16 on 1 January 2019. (C) Straight line vesting between each vesting level. Chairman and NED fees NED fees were set prior to the Merger and are subject to a review every three years. In accordance with this timeline, the NED and Chairman fees have been reviewed and will increase by approximately 2.6%. This increase will be effective from 1 April 2019. Fees effective Role Current fees 1 April 2019 Chairman £550,000 £564,250 NED basic fee £80,000 £82,000 Additional fee for Senior Independent Director £30,000 £30,750 Additional fee for Committee Chairman: Audit, Remuneration and Afﬁliated Transaction Committees £35,000 £36,000 Nomination and CSR Committees £20,000 £20,500 Additional fee for Committee Membership: Audit, Remuneration and Afﬁliated Transaction Committees £15,000 £15,500 Nomination and CSR Committees £10,000 £10,250 The Remuneration Committee The entire Board determines the terms of the compensation of the CEO and fees for the NEDs and Chairman on the Committee’s recommendation. The Committee is also responsible for approving the Remuneration Policy and setting the remuneration for each member of the ELT reporting to the CEO. The Committee’s terms of reference were reviewed during 2018 in the context of the 2018 UKCGC and approved by the Board on 24 October 2018. They can be found in the corporate governance section within the Investors section of our website at ir.ccep.com. Remuneration Committee members and attendance In line with the Shareholders’ Agreement, the Committee has ﬁve members. They are three independent NEDs, one Director nominated by Olive Partners and one Director nominated by European Refreshments (an indirect subsidiary of TCCC). The Committee met ﬁve times during the year, with attendance as set out in the table on page 60 of the Corporate Governance Report. 86 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

Remuneration Committee key activities The table below gives an overview of the key agenda items discussed at each meeting of the Committee during 2018: Meeting date Key agenda items February 2018 • Determine performance outcomes for the 2017 annual bonus • ELT individual objectives for 2018 annual bonus March 2018 • Annual base salary review for the ELT STRATEGIC REPORT STRATEGIC • Agree target award levels for 2018 Annual Bonus and LTIP awards • Determination of ﬁnancial performance targets for the 2018 annual bonus and LTIP awards • Agree ﬁnal performance outcome for legacy German Cash LTIP • Review of Remuneration Policy and ARR • Progress report on ELT shareholding requirements • Consideration of LTI holding period May 2018 • Annual pension review • Gender and equal pay review • Review of ELT service contracts • AGM voting update October 2018 • ELT benchmarking review REPORT DIRECTORS’ & GOVERNANCE • Performance update for 2018 annual bonus and 2017 LTIP • AGM season review and UK corporate governance reforms update • Update on proposed remuneration arrangements across the wider workforce • Updates to LTI award documentation • Review of terms of reference to align with the 2018 UKCGC December 2018 • Review of ﬁrst draft of the ARR • Performance update for 2018 annual bonus and 2017 LTIP FINANCIAL STATEMENTS FINANCIAL • Base pay design for 2019 • Annual bonus and LTIP design for 2019 • All employee remuneration arrangements Support for the Remuneration Committee During the year, Deloitte LLP (Deloitte) provided the Committee with external advice on executive remuneration. Deloitte is a member of the Remuneration Consultants Group and has voluntarily signed up to the Remuneration Consultants’ Code INFORMATION OTHER of Conduct relating to executive remuneration consulting in the UK. The Committee is satisﬁed that the engagement partner and team that provides advice to the Committee do not have connections with CCEP that may impair their independence. During 2018, the wider Deloitte ﬁrm also provided CCEP with unrelated tax and consultancy services, including employment tax and ﬁnancial advisory services. Total fees received by Deloitte in relation to the remuneration advice provided to the Committee during the year amounted to £54,350 based on the required time commitment. The Chairman, the CEO, the CFO, and the Chief Human Resources Ofﬁcer attended meetings by invitation of the Committee in order to provide it with additional context or information, except where their own remuneration was discussed. Summary of voting outcomes The table below shows how shareholders voted in respect of the ARR at the AGM held on 31 May 2018 and the Remuneration Policy at the AGM held on 22 June 2017: Votes Votes Number of votes Resolution For (%) Against (%) Withheld Approval of the ARR 99.91% 0.09% 130,634 Approval of the Remuneration Policy 90.27% 9.37% 152,723 This Directors’ Remuneration Report is approved by the Board and signed on its behalf by Christine Cross Chairman of the Remuneration Committee 14 March 2019 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 87

DIRECTORS’ REPORT The Directors present their report together with the audited consolidated ﬁnancial statements of the Group and of the Company for the year ended 31 December 2018. This Directors’ Report was prepared in accordance with Two changes to the Board occurred during the year. With the applicable information disclosure requirements of the effect from 7 March 2018: following: • Alvaro Gómez-Trenár Aguilar was appointed as an Olive • Companies Act 2006 (Companies Act) Partners’ nominated Director, in place of Francisco Ruiz de • Listing Rules (LRs) and Disclosure Guidance la Torre Esporrín, who stepped down from the Board and Transparency Rules (DTRs) • Francisco Crespo Benítez was appointed as TCCC’s • Statutory Audit Services for Large Companies Market nominated Director, in place of J. Alexander M. Douglas, Jr, Investigation (Mandatory Use of Competitive Tender who stepped down from the Board Processes and Audit Committee Responsibilities) Order 2014, as published by the UK Competition and Markets In addition, Véronique Morali stepped down at the end Authority (with which the Company complies voluntarily) of 2018 and was succeeded from the start of 2019 by • US SEC for FPIs Nathalie Gaveau. READ MORE ABOUT THE APPOINTMENT AND REPLACEMENT As permitted by legislation, some of the information OF DIRECTORS IN THE CORPORATE GOVERNANCE REPORT and disclosures required under the Companies Act, LRs ON PAGES 57 AND 63 AND THE ARTICLES OF ASSOCIATION and DTRs are included elsewhere in this Integrated Report SECTION OF OTHER GROUP INFORMATION ON PAGE 176 and are incorporated into this Directors’ Report by reference, as set out in table 1 on page 89. Powers of Directors The Directors may exercise all powers of the Company, This Directors’ Report, together with the Strategic Report subject to the applicable legislation and regulation and on pages 1 to 45, represent the management report for the Articles. the purpose of compliance with DTR 4.1.8R. READ MORE ABOUT THE ROLES AND RESPONSIBILITIES OF Directors THE BOARD AND THE MAIN COMMITTEES OF THE BOARD IN THE FOLLOWING SECTIONS: CORPORATE GOVERNANCE REPORT READ MORE ABOUT OUR DIRECTORS ON PAGES 50 TO 54 (ON PAGES 59 AND 62), NOMINATION COMMITTEE REPORT READ MORE ABOUT DIRECTORS’ REMUNERATION AND (FROM PAGE 67), AUDIT COMMITTEE REPORT (FROM PAGE 70), CONTRACTUAL ARRANGEMENTS IN THE DIRECTORS’ DIRECTORS’ REMUNERATION REPORT (FROM PAGE 76) REMUNERATION REPORT ON PAGES 76 TO 87 AND THE Details about the roles and responsibilities of the main DIRECTORS AND SENIOR MANAGEMENT SECTION OF OTHER GROUP INFORMATION ON PAGE 169 Committees of the Board are contained in their terms of reference. These are available at Appointment and replacement of Directors ir.ccep.com/corporate-governance/governance-documents. The Articles set out certain rules covering how Directors can be appointed and replaced. These are as follows: Directors’ indemnity arrangements Directors are granted a qualifying third party indemnity • A Director may be appointed by either an ordinary from the Company in respect of liability incurred as a result resolution of shareholders or the Board of their ofﬁce. In addition, we maintained a directors’ and • Olive Partners and European Refreshments, a subsidiary ofﬁcers’ liability insurance policy throughout the year. of TCCC, both have the right to nominate a speciﬁed Neither the indemnity nor the insurance provides cover in number of Directors to the Board, if their respective equity the event that a Director is proven to have acted dishonestly proportions are above a certain percentage of the or fraudulently. Company’s issued shares • The majority of Directors must be independent Amendment of Articles • The Nomination Committee must nominate, and the Board The Articles may only be amended by a special resolution must approve, the replacement of INEDs in accordance with the Companies Act. • Directors (other than the initial Chairman, CEO and INEDs) must retire at each AGM, and may, if eligible, offer themselves for re-election 88 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

DIRECTORS’ REPORT CONTINUED Table 1 Information and disclosures included elsewhere in this report Disclosure Report Section Page(s) Names of Directors during the year Board of Directors 50 to 54 Review of performance, ﬁnancial position and likely Strategic Report 1 to 45 future developments Dividends Dividends section of the Business and Financial Review and Note 14 28 and 132 REPORT STRATEGIC to the consolidated ﬁnancial statements Information on share capital relating to the capital Note 14 to the consolidated ﬁnancial statements, and the Nature 131 to 132 structure, rights and obligations, share classes of trading market, Share capital and Articles of Association sections 170 to 173 and dividends in Other Group Information and 174 to 177 Principal risks Principal risks section of the Strategic Report 40 to 43 Financial instruments and ﬁnancial risk management Notes 10 and 22 to the consolidated ﬁnancial statements 120 to 123 and 145 to 147 Cash balances and borrowings Notes 8 and 11 to the consolidated ﬁnancial statements 119 and 123 to 125 Employment of disabled persons and Our People 18 to 19 employee engagement Greenhouse gas emissions Action On Climate 37 to 38 Responsibility statement Directors’ Responsibilities Statement 91 REPORT DIRECTORS’ & GOVERNANCE Political donations Restrictions on transfer of securities The Group made no political donations or contributions Other than the Shareholders’ Agreement, we are not aware during 2018 (2017: nil). Our policy is not to make political of any agreements between shareholders that may result donations or incur political expenditure in the EU. However, in restrictions on the transfer of securities or voting rights. there is uncertainty as to whether some normal business Olive Partners and TCCC are both subject to certain activities and expenditure might fall under the wide restrictions on the disposal or acquisition of shares under STATEMENTS FINANCIAL deﬁnitions of political donations, organisations and the terms of the Shareholders’ Agreement. expenditure used in the Companies Act. We will therefore READ MORE ABOUT THE TRANSFER OF SECURITIES IN THE continue to seek shareholder approval to make political TRANSFER OF SHARES SECTION IN OTHER GROUP INFORMATION donations or incur expenditure within the EU as a ON PAGES 174 TO 175 precautionary measure to avoid any inadvertent breach Rights under employee share plans of the Companies Act. Shares acquired through the Group’s employee share plans Shares rank equally with all other shares in issue and have no INFORMATION OTHER Rights and obligations special rights. The voting rights attached to shares held The rights and obligations relating to shares (in addition to on trust on behalf of participants in the UK Employee Share those set out in law) are set out in the Articles. These are Plan and the Belgian and Luxembourg Share Savings Plan available at ir.ccep.com/corporate-governance/governance- are exercised by the trustee as directed by the participants. documents. Signiﬁcant shareholdings SEE THE SUMMARY OF RELEVANT ARTICLE PROVISIONS In accordance with the DTRs, table 2 shows the interests IN OTHER GROUP INFORMATION ON PAGES 174 TO 177 in shares notiﬁed to the Company as at the year end and date of this report. The percentage interests disclosed were calculated as at the date on which the relevant disclosures were made. The shareholders identiﬁed have the same voting rights as all other shareholders. Table 2 Interests in shares of which the Company has been notiﬁed Percentage of total Percentage of total Number of voting voting rights Number of voting voting rights notiﬁed rights notiﬁed to notiﬁed to the rights notiﬁed to to the Company as at the Company as at Company as at the the Company as at the date of this the date of this Shareholder year end(D) the year end report(D) report Cobega, S.A.(A) 34.4% 166,128,987 35.03% 166,128,987 TCCC(B) 18.21% 87,950,640 18.21% 87,950,640 The Capital Group Companies, Inc.(C) 5.0266% 24,357,484 5.0266% 24,357,484 (A) Held indirectly through its 55.7% owned subsidiary, Olive Partners. (B) Held indirectly through ER. (C) In accordance with the DTRs, The Capital Group Companies, Inc. (Capital Group) notiﬁed changes to its interest on 12 September 2017 (when it increased to above 5%), 17 November 2017 (when it decreased to below 5%) and 8 December 2017 (when it increased to above 5%). On 14 February 2019, Capital World Investors ﬁled a Schedule 13G to the SEC conﬁrming an interest in 32,763,678 shares, representing 6.7% of the issued shares; this change would not have required a notiﬁcation under the DTRs. (D) Percentage interests disclosed calculated as at the date on which the relevant disclosure was made. These have not been updated to reﬂect changes in the total voting rights since notiﬁcation and so may not represent the percentage interest as at the year end/date of this report. Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 89

Share buyback programme Independent auditor On 12 September 2018, the Company announced a share Disclosure of information to auditors buyback programme of up to €1.5 billion to reduce the Each Director, as at the date of this Integrated Report, Company’s share capital. The share buyback programme is conﬁrms that: being carried out in accordance with the authority granted • So far as he or she is aware, there is no relevant audit by shareholders at the 2018 AGM. The maximum number information (as deﬁned by section 418 of the Companies of shares authorised for purchase at the 2018 AGM was Act) of which the Company’s auditor is unaware 48,507,819 shares, representing 10% of the issued shares as • He or she has taken all the reasonable steps that he or at 6 April 2018. The existing authority to buy back shares will she ought to have taken as a Director to make himself expire at the 2019 AGM. We intend to seek shareholder or herself aware of any relevant audit information and approval to renew the authority to buy back shares. to establish that the Company’s auditor is aware of that Table 3 shows details of the shares purchased through information this programme in 2018. All repurchased shares were Auditor reappointment cancelled immediately. The Company’s independent auditor, Ernst & Young LLP, has FOR MORE DETAILS ABOUT THESE PURCHASES, SEE THE SHARE expressed its willingness to continue in ofﬁce. The Company BUYBACK PROGRAMME SECTION IN OTHER GROUP INFORMATION ON plans to support a resolution in favour of this reappointment PAGES 171 AND 173 at the forthcoming AGM. Change of control Going concern There are no agreements in place with any Director or ofﬁcer The Directors have prepared and reviewed the Group’s cash providing for compensation for loss of ofﬁce or employment ﬂow forecasts over a period in excess of 12 months from the in the event of a takeover except for provisions under the date of their approval of the 2018 ﬁnancial statements. The Company’s share plans, which may cause outstanding forecasts include an assessment of current and future end awards to vest on a takeover. market conditions and their impact on the Group’s future trading performance. They show that the Group will be able The Board considers that a change of control might have to continue to operate within its current committed debt an impact on the following signiﬁcant agreements: facilities and comply with its ﬁnancial covenants. • Bottling agreements between the Group and TCCC • Two bank credit facility agreements, under which the As a result, the Directors are satisﬁed that the Group has maximum total outstanding amount at 31 December 2018 adequate resources to continue operating as a going was €1.8 billion concern for a period of at least 12 months from the date of this Integrated Report. Therefore, the ﬁnancial statements Research and development are prepared on a going concern basis. The Company invests in the development of innovative The Directors’ Report has been approved by the Board and solutions, digital capabilities and advanced analytics is signed on its behalf by to drive the simpliﬁcation of applications and platforms, and to support and grow its business. Clare Wardle Company Secretary 14 March 2019 Table 3 Share purchases Percentage of called Nominal value of Amount paid up share capital Number of shares shares purchased for the shares represented by Period purchased (€ millions) (€ millions) purchased shares(A) 2018 12,429,600 0.1 500 2.56% (A) Calculated as a percentage of the called up issued share capital immediately before the buyback programme started, which was 486,466,433 shares. 90 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F

DIRECTORS’ RESPONSIBILITIES STATEMENT REPORT STRATEGIC Responsibility for preparing ﬁnancial statements The Directors are responsible for keeping adequate The Directors are responsible for preparing the Integrated accounting records that are sufﬁcient to show and explain Report and the ﬁnancial statements in accordance with the Company’s transactions and disclose with reasonable applicable law and regulations. accuracy at any time the ﬁnancial position of the Company and enable them to ensure that the ﬁnancial statements UK company law requires the Directors to prepare ﬁnancial comply with the Companies Act. They are responsible for statements for each ﬁnancial year. Under that law the safeguarding the assets of the Company and hence for Directors are required to prepare group ﬁnancial statements taking reasonable steps for the prevention and detection in accordance with International Financial Reporting of fraud and other irregularities. REPORT DIRECTORS’ & GOVERNANCE Standards (IFRS) as adopted by the European Union and Article 4 of the IAS Regulations. They have elected to They are also responsible for the maintenance and integrity prepare the parent company ﬁnancial statements in of the corporate and ﬁnancial information included on the accordance with United Kingdom Generally Accepted Company’s website. Accounting Practice (United Kingdom accounting standards Legislation, regulation and practice in the UK governing the and applicable law) including FRS 101 “Reduced Disclosure preparation and dissemination of ﬁnancial statements may Framework”. In preparing the consolidated Group ﬁnancial differ from legislation, regulation and practice in other statements the Directors have also elected to comply with jurisdictions. IFRS as issued by the International Accounting Standards STATEMENTS FINANCIAL Board (IASB). Responsibility statement The Directors, whose names and functions are set out on Under section 393 of the Companies Act, the Directors must pages 50 to 54, conﬁrm that to the best of their knowledge: not approve the accounts unless they are satisﬁed that they give a true and fair view of the state of affairs of the Company • The ﬁnancial statements, prepared in accordance with the and of the proﬁt or loss of the Company for that period. relevant ﬁnancial reporting framework, give a true and fair view of the assets, liabilities, ﬁnancial position and proﬁt In preparing the Company ﬁnancial statements, the or loss of the Company and the undertakings included in INFORMATION OTHER Directors are required to: the consolidation taken as a whole • Select suitable accounting policies and apply them • The management report includes a fair review of the consistently development and performance of the business and the • Make judgements and accounting estimates that are position of the Company and the undertakings included reasonable and prudent in the consolidation taken as a whole, together with a • Follow applicable UK Accounting Standards (except where description of the principal risks and uncertainties they face any departures from this requirement are explained in the • The Integrated Report and ﬁnancial statements, taken as notes to the parent company ﬁnancial statements) a whole, are fair, balanced and understandable and provide • Prepare the ﬁnancial statements on the going concern the information necessary for shareholders to assess basis unless it is inappropriate to presume that the the Company’s position and performance, business model Company will continue in business and strategy In preparing the Group ﬁnancial statements in accordance By order of the Board with IAS (UK & Ireland) 1, “Presentation of Financial Clare Wardle Statements”, the Directors are required to: Company Secretary • Select suitable accounting policies and apply 14 March 2019 them consistently • Present information, including accounting policies, in a manner that provides relevant, reliable, comparable and understandable information • Provide additional disclosures when compliance with the speciﬁc requirements in IFRS are insufﬁcient to enable users to understand the impact of particular transactions, other events and conditions on the entity’s ﬁnancial performance • Make an assessment of the Group’s ability to continue as a going concern Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F 91

FINANCIAL STATEMENTS 94 Independent Auditor’s Reports 104 Consolidated Financial Statements 109 Notes to the Consolidated Financial Statements 151 Company Financial Statements 153 Notes to the Company Financial Statements 92 Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F



Title of each class		Name on each exchange on which registered
Ordinary Shares of €0.01 each		New York Stock Exchange



Large accelerated filer	☒	Accelerated filer	☐	Non-accelerated filer	☐
				Emerging growth company	☐



U.S. GAAP	☐	International Financial Reporting Standards as issued by the International Accounting Standards Board	☒	Other	☐



Group	Parent company
Consolidated income statement for the year then ended	Statement of financial position as at 31 December 2018
Consolidated statement of comprehensive income for the year then ended	Statement of changes in equity for the year then ended
Consolidated statement of financial position as at 31 December 2018	Related notes 1 to 13 to the financial statements including a summary of significant accounting policies
Consolidated statement of cash flows for the year then ended
Consolidated statement of changes in equity for the year then ended
Related notes 1 to 24 to the financial statements including a summary of significant accounting policies



Key audit matters	• Aspects of Revenue Recognition • Carrying value of goodwill and indefinite lived intangibles • Taxation: accounting for deferred tax assets and uncertain tax positions
Audit scope	• We performed an audit of the complete financial information of seven components and audit procedures on specific balances for a further four components • The components where we performed full or specific audit procedures accounted for 95% of profit before taxation, 91% of revenue and 96% of total assets
	• Overall Group materiality of €60.3 million which represents 5% of Group profit before taxation


•	Coca-Cola European Partners plc’s Group financial statements and Parent company financial statements (the financial statements) give a true and fair view of the state of the Group’s and of the parent company’s affairs as at 31 December 2018 and of the Group’s profit for the year then ended;


•	the Group financial statements have been properly prepared in accordance with International Financial Reporting Standards (IFRSs) as adopted by the European Union;


•	the parent company financial statements have been properly prepared in accordance with United Kingdom Accounting Standards including FRS 101 “Reduced Disclosure Framework”; and


•	the financial statements have been prepared in accordance with the requirements of the Companies Act 2006 and, as regards the Group financial statements, Article 4 of the IAS Regulation.



Coca-Cola European Partners plc / 2018 Integrated Report and Form 20-F	94


•	the disclosures in the annual report set out on pages 41-42 that describe the principal risks and explain how they are being managed or mitigated;


•	the directors’ confirmation set out on page 41 in the annual report that they have carried out a robust assessment of the principal risks facing the entity, including those that would threaten its business model, future performance, solvency or liquidity;


•	the directors’ statement set out on page 90 in the financial statements about whether they considered it appropriate to adopt the going concern basis of accounting in preparing them, and their identification of any material uncertainties to the entity’s ability to continue to do so over a period of at least twelve months from the date of approval of the financial statements;


•	whether the directors’ statement in relation to going concern required under the Listing Rules in accordance with Listing Rule 9.8.6R(3) is materially inconsistent with our knowledge obtained in the audit; or



Risk	Our response to the risk	Key observations communicated to the Audit Committee
Aspects of revenue recognition Refer to the Audit Committee Report (page 70); Accounting policies (page 109). The Group participates in various programmes and arrangements with customers referred to as pay for performance programmes and sales incentives, which are recorded as deductions from revenue. These totalled €3.0 billion for the year ended 31 December 2018 (2017: €2.9 billion). The types of programmes are disclosed in Note 1 to the Consolidated Financial Statements with details about accruals for the Group’s pay for performance programmes disclosed in Note 12 to the Consolidated Financial Statements We identified a significant risk related to manipulation of revenues through the measurement of the pay for performance liability and through manual and unusual adjustments to revenue. Our response to this identified risk included significant audit effort and focused on the areas where management applies judgement, where the processing is either manual or more complex, and where the quantum of agreements is high. Our assessment of the risk remained broadly unchanged compared to 2017.	We performed full audit procedures over this risk area in seven components, which covered 87% of the risk amount. We obtained an understanding, evaluated the design and tested the operating effectiveness of controls, including IT controls, in place within the pay for performance programmes process. We were able to take a controls-reliance approach over the process in all locations. We tested the completeness and valuation of deductions from revenue and the associated unpaid balance sheet amounts recognised in trade and other payables by reviewing post-period end settlement. We also performed a historical analysis of prior period balance sheet amounts to test that these amounts were appropriately settled. We tested settlement of pay for performance programmes balances throughout the year on a sample basis and performed completeness testing procedures. When estimation was inherent in the calculation of accruals, we performed procedures, among others, to evaluate assumptions inherent in the calculation of the accrual by testing deals to settlement. We tested the assumptions utilised in the calculations, including consideration of any changes in the business environment that would warrant changes in the methodology utilised from prior year and the presence of any contrary evidence. In seven full and specific scope components, and at two other locations, we performed correlation analysis between revenue, accounts receivable, and cash utilising journal data to identify and test unusual and unexpected journals. We obtained and inspected documentation for any material unusual or unexpected journals which were made. We reviewed management’s disclosure in respect of customer marketing programme amounts recorded in the income statement and statement of financial position.	Pay for performance agreements are appropriately recognised in the income statement and balance sheet, and the related disclosures included in the financial statements are appropriate. We concluded that revenue was appropriately recognised by the Group.



	Number	% Group profit before tax 2018		% Group profit before tax 2017		% Group revenue 2018		% Group revenue 2017		% Total assets 2018		% Total assets 2017		See Note
Full scope	7	81	%	88	%	82	%	78	%	90	%	91	%	^{(B) (C) (D)}
Specific scope	4	14	%	6	%	9	%	13	%	6	%	5	%	^{(A) (B) (C) (E)}
Full and specific scope coverage	11	95	%	94	%	91	%	91	%	96	%	96	%
Remaining components	37	5	%	6	%	9	%	9	%	4	%	4	%	^{(C) (D) (F)}
Total Reporting components	48	100	%	100	%	100%		100	%	100%		100	%


(A)	The specific scope components relate to one corporate entity whose activities include certain Group management functions and consolidation adjustments and three trading entities.


(B)	The Group audit risk in relation to tax was subject to audit procedures at each of the full and specific scoped locations.


(C)	The Group audit risk in relation to Aspects of Revenue Recognition was subject to full scope audit procedures in four components, specific scope audit procedures in three components, and review scope procedures in two components that were performed by the Group audit team.


(D)	The Group audit risk in relation to carrying value of goodwill and intangible assets was subject to audit procedures across the Group performed by the Group audit team.


(E)	The audit scope of these components may not have included testing of all significant accounts of the component but will have contributed to the coverage of significant accounts tested for the Group. Significant accounts that were not subject to the specific scope audit were subjected to testing of Group-wide controls and analytical review.


•	Audit Committee reporting set out on page 70 - the section describing the work of the Audit Committee does not appropriately address matters communicated by us to the Audit Committee / the explanation as to why the annual report does not include a section describing the work of the audit committee is materially inconsistent with our knowledge obtained in the audit; or


•	the information given in the strategic report and the directors’ report for the financial year for which the financial statements are prepared is consistent with the financial statements and those reports have been prepared in accordance with applicable legal requirements;


•	information about the company’s corporate governance code and practices and about its administrative, management and supervisory bodies and their committees complies with rules 7.2.2, 7.2.3 and 7.2.7 of the FCA Rules.


•	the information about internal control and risk management systems in relation to financial reporting processes and about share capital structures, given in compliance with rules 7.2.5 and 7.2.6 of the FCA Rules.


•	adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received from branches not visited by us; or


•	certain disclosures of directors’ remuneration specified by law are not made; or


•	we have not received all the information and explanations we require for our audit; or


•	a Corporate Governance Statement has not been prepared by the Company.


•	We obtained an understanding of the legal and regulatory frameworks that are applicable to the Group and determined that the most significant are:


•	those that relate to the form and content of the financial statements, such as the Group accounting policy, International Financial Reporting Standards (IFRS), the UK Companies Act 2006 and the UK Corporate Governance Code;


•	those that relate to the accrual or recognition of expenses for taxation such as various country specific tax codes in which the Group has operations; and


•	We assessed the susceptibility of the Group’s financial statements to material misstatement, including how fraud might occur by making an assessment of the key fraud risks to the Group and the manner in which such risks may manifest themselves in practice, based on our previous knowledge of the Group as well as an assessment of the current business environment.


•	We were appointed by the company on 22 June 2016 to audit the financial statements for the year ending 31 December 2016 and subsequent financial periods.


•	The period of total uninterrupted engagement including previous renewals and reappointments is 3 years, covering the years ending 31 December 2016 to 31 December 2018.