Forward-Looking Statements
The plans, performance forecasts, and strategies appearing in this material are based on the judgment of the management in viewof data obtained as of the date this material was released. Please note that these forecasts may differ materially from actual
performance due to risks and uncertain factors such as those listed below:
••
••••
••
•

Intensification of price competition in the marketplace
Change in economic trends surrounding our business
Major fluctuations in capital markets
Fluctuations in currency exchange rates, particularly with respect to the value of the Japanese yen and the U.S. dollar
Increases in prices of raw materials
Change in the tax environment
CCEJ's ability to realize production efficiencies and to implement capital expenditures at the levels and times planned bymanagement;
CCEJ's ability to market and distribute effectively
Uncertain factors other than those above

The information in this presentation is provided for informational purposes and should not be construed as a solicitation of aninvestment in our securities.
You should rely on your own independent examination of us before investing in any securities issued by our company.

Opening Video

A World-Class Japanese Bottler
Introducing Coca-Cola East Japan• Moving with Unprecedented Speed• Our
Roadmap for Sustainable Growth

Coke BreakStrategic Direction• Solid Plans for Growth• Strong Savings Opportunities• Investing in Infrastructure & Capabilities

Q&AEstablished July 1, 2013
Publicly listed on the Tokyo and Nagoya Stock Exchanges 2580-TO

Integration of four bottlers

Mikuni(comprising 26 legal entities)Tone• Coca-Cola Central Japan (publicly traded)• Mikuni Coca-Cola Bottling (publicly traded)• Tokyo Coca-Cola Bottling (privately held)• Tone Coca-Cola Bottling (private held)

TokyoCentral

We Have Significant Reach

800+ SKUs

We Are The Largest Coca-Cola Bottler in Japan* 2012 pro-forma results

We Sell the Most Popular Beverage Brands in JapanWe Are a Partner in the Coca-Cola Franchise System
What is The Coca-Cola System?
• An enduring & effective partnership• Meeting the needs of both consumers & customers to win in the marketplace+Innovation

GlobalPerspective

BrandsConsumer
Focus

Superior
Insights

Customer
Focus

Optimal
Cost
Route-toSupply
MarketWorld-Class Chain
ExecutionLocalExpertiseThe Japan Coca-Cola System Continues to Evolve
1957-99 17 bottlers

2001 14 bottlers

2006 12 bottlers

TokyoTokyo
Tone
Mikuni
CCCJTokyo

Tone
Mikuni
FujiChukyo

2001

Tone

2013 8 bottlers

CCEJ
2013

Mikuni
CCCJ

SendaiSendaiSendaiSendai

Michinoku

Michinoku

Michinoku

Hokuriku

Hokuriku

Michinoku
Hokuriku

Hokkaido

Hokkaido

Hokkaido

Shikoku
Okinawa
Kinki
MikasaCCWJ

Shikoku
Okinawa
CCW
Minami Kyushu

Shikoku
Okinawa

Hokuriku
NaganoHokkaido
Shikoku
Okinawa
Kinki
MikasaSanyo
Kita Kyushu
Minami Kyushu

19991999

Minami Kyushu

20062013

CCWWe Are Evolving to Win in the Marketplace
Our

Roadmap for Sustainable Growth
2017- Tokyo Olympic
Games & Beyond
2015-20172014-20152013-20142012-2013

Storming

Forming

Define & deploy
new bus. model

Norming
Refine &optimize new
business model

Accelerating

Performing
Approaching
global bottler
performancelevelsMeet & exceed
world-classbottler levels

We Are Still Very Early in Our

Roadmap

2017- Tokyo Olympic
Games & Beyond
2015-20172014-20152013-20142012-2013

Storming

Forming

Define & deploy
new bus. model

Third quarter2013

Norming
Refine &optimize new
business model

Accelerating

Performing
Approaching
global bottler
performancelevelsMeet & exceed
world-classbottler levels

Not Simply a Merger of Four Bottlers• Integration taking place in a highly competitive environment• From 26 entities to an optimized structure Moving from complex to simple

26

Number oflegal entities at Day One

CCEJ

CCEJ
CCCJ

MikuniTokyo

Future stateTone

CCEJP

Optimized Structure
4 subs6 subs4 subs4 subs2 subsWe Are Moving with Unprecedented Speed
Five non-executive BOD
members in place Balanced governancestructure established

Legal Entity
Consolidation Started
 26 legal entities
 Production companyconsolidation from 4 to 1
 More to comeJuly 1, 2013 Fullfunctional integration
 Functional structures inplace from Day One

2,000+ Employees
relocating now Office decentralization andrelocation of HQManager-level
voluntary separation
plan launched

New Centralized
Procurement Function
Up & Running Human resources
assessments ongoing Delivering savings now

And Investing Now for Future Growth¥30 Billion
CAPEX in 2013
 Aggressively investing forgrowth ¥45-50 bn through 2017

Five Production lines
already on order Modernizing production
capacity

Investing Now in People Global Coke training programfor top 120 leaders Marketplace execution pilot
program started in Chiba

Global Coca-Cola
ERP System Kick-Off

New CommercialStructure World-class system in use
at 10 major Coca-Colabottlers around the world

 Focus on channels & key
accounts, not legacy bottlers
 Aligning with growthstrategy

Our Diverse & Experienced Leadership Team
Tapping into subject matter experts from across the global Coca-Cola system

Forming: Our Performance Year-to-Date
Year-to-date 2013 normalized results on a pro-forma basis,
excluding one-time integration-related costs
JPY MM2013 Q3 YTD

2013 Q3 YTD

2013 Q3 YTD

2013 Q3 YTD

Actual (Reported)

Pro-Forma

One-time item

Normalized

132,405

217,163

217,163

Net Revenue

246,786

407,596

407,596

Gross Profit

107,781

188,361

188,361

Operating Income

8,077

9,848

1,922

11,770Ordinary Profit

8,177

9,335

1,922

11,257Net Income

15,481

15,592-9,337

6,255

Sales Volume(BAPC) (,000 cases)

Forming: Non-Recurring Items in 2013 YTD Results
Non-Recurring Items（2013 YTD)
P/L Line

Items

2013 YTD(CCEJ)

P/L Line

Items

In million yen

COGS

Purchase Accounting
Valuation Impact

OPEX

In million yen

1,135

Extraordinary
Profit

One-time gain fromnegative goodwill

Accounting Standardization

369

Extraordinary
Loses

Integration cost

OPEX

Purchase Accounting
Valuation Impact-410

Below OI

OPEX

Restructuring Charges

828

Total non-recurring items
in Operating Income

1,9222013 YTD(CCEJ)-12,969
3,416-9,553

Forming: Price/Mix Pressure Continues
Commercial Sales
Revenue Reconciliation – YTD 2013

Total

Volume (BAPC)

0%

Pricing-1%

Mix0%• Maintained volumes at even during a period of active and rapid integration• Competitive pricing pressure continues to impact revenue• Strong plans in place to grow share and drive revenue growth through occasion,brand, pack, price channel (OBPPC) segmentation

Forming: Some Encouraging Signs of Progress
YTD Volume by Category(% of total volume)
Sparkling Other
12%
26%
Tea
20%

Sports12%0%

YTD Volume By Channel(% of total volume)

Juice 6%
Coffee
15%
Water
9%

Vending
31%

Other
11%

SM
22%

Eating &Drinking
14%

CVS
12%

Category Volume Growth

Channel Volume Growth(vs. prior year)(vs. prior year)• Sparkling even
• Non-sugar tea +3%• Sports +2%• Coffee (-4%)• Supermarket +1%• Drug & discounter +3%• Vending (-2%)

Drug &Discount10%

Forming: CCEJ Full-Year 2013 Estimate Highlights• Growing volume for the full year in a competitive environment• Competitive pricing pressure impacting net sales revenue• Delivering cost of goods (COGS) synergies to benefit gross profit
Vs. PY

2013 FY

2013 FY

2013 FY

2012 FY

Pro-Forma Estimate

One-time item

Normalized Est

Pro-FormaDiff%

285,433

285,433

283,497

1,9361%Net Revenue

536,900

536,900

543,146(6,246)-1%Gross Profit

248,400

248,400

247,671729

0%

Sales Volume(BAPC) (,000 cases)

Operating Income

8,100

1,900

10,00010,689(689)-6%

Ordinary Profit

7,500

1,600

9,100

10,089(989)-10%

Net Income

11,000-5,7005,300

5,336(36)-1%

In Review• Unprecedented speed and scope of change– Starting point of 26 legal entities– 250+ integration projects in process– Many visible signs of progress across our business•Roadmap for Sustainable Growth in place– Q3 2013 still early in our roadmap

OurRoadmap for Sustainable Growth

A Clear Path for Growth
2017- Tokyo Olympic
Games & Beyond
2015-20172014-20152013-20142012-2013

StormingForming

Define & deploy
new bus. model

Norming
Refine &optimize newbusiness model

Accelerating

Performing
Approaching
global bottler
performancelevelsMeet & exceed
world-classbottler levels

Performance
Operational

Long-Term: By 2017

World-Class

Performance Aspirations• Market share#1 NARTD* Market share in our territory• Volume growthGreater than Industry performance• NSR growth

Ahead of volume growth mid- to long-term• OI margin**+4 pts by 2017

Employee
Engagement

Customer
Satisfaction* NARTD= Non-Alcoholic Ready-to-Drink Beverages

Capabilities** On a comparable basis

2020 Tokyo Olympic Games: The “Hometown Coke Bottler”

Positioning for the Future
GrowthRealign against
current strengthand future
GrowthSpeed

Synergies

Unprecedented
speed and scopeof change

Reduce costs
and drive
efficiency

Infrastructure

PeopleCreate optimal
operatingstructure

Build a worldclass, modernized
workforcePositioning for the Future
GrowthRealign against
current strengthand future
GrowthSpeed

Synergies

Unprecedented
speed and scopeof change

Reduce costs
and drive
efficiency

InfrastructurePeople

Create optimal
operatingstructure

Build a worldclass, modernized
workforce

Commercial Roadmap: Solid Growth Pillars• Laser focus on market share• Appropriate balance between
volume and value

ChannelNSR• Reignite growth & build vending as a competitive advantage• Win in key accounts

Geography/Occasion

NSR

NSR

• Activate food occasions in Eating & Drinking channels• Re-deploy resources into Greater Tokyo

Category• Focus on five key beverage categories

GrowthRealign against
current strengthand future
GrowthCommercial Roadmap: Solid Growth PillarsChannel
NSR
Build Vending as a Competitive Advantage• Improve Indoor share (from 29% to 34%)
• Consumer-based price/pack lineup• World-class energy-saving equipment (¥14Bn in 2014)• Standardized operations & systems• Support & resources: 30% more market developers

Win in Key Accounts• Greater focus on return on investment• New & optimized sales organization in place• Improve in-store execution using new processes and tools

GrowthRealign against
current strengthand future
GrowthCommercial Roadmap: Solid Growth Pillars

NSR

Geography/Occasion
GrowthAvailability and Activation• Investing in the Tokyo metropolitan area
• Increase time-in-market: 30%  50%• Realign structure from Support to Field:+300 “feet on the street” salespersons• Improve cold drink availability:
More cold drink equipment

Realign against
current strengthand future
GrowthCommercial Roadmap: Solid Growth Pillars

Category
NSR
Focus on Five Key Beverage Categories• Sparkling: Recruitment & retention led by Coke TM• Coffee: Innovate across the portfolio• Tea: Accelerate momentum and win across segments• Sports: Deliver on active lifestyle & hydration needs• Water: Leadership in single serve

GrowthRealign against
current strengthand future
GrowthPositioning for the Future
GrowthRealign against
current strengthand future
GrowthSpeed

Synergies

Unprecedented
speed and scopeof change

Reduce costs
and drive
efficiency

Infrastructure

PeopleCreate optimal
operatingstructure

Build a worldclass, modernized
workforceSupply Chain Roadmap: Significant Synergies

Synergies• Strategic infrastructure planning• Packaging optimization• Manufacturing efficiency• Logistics; Demand, Operations & Inventory Planning

Reduce costs
and drive
efficiencySupply Chain Roadmap: Significant Synergies
Strategic infrastructure planning• Reduce high cost 3rd party packers• Consolidate sales warehouses

Packaging optimization• In-house PET blow molds in 2014
• Light-weighting & standardization

Manufacturing efficiency• Insource volume & reduce operating costs• Improve usage ratios, yields

Logistics; Demand, Operations & Inventory Planning• Optimize internal logistics network• Expand direct delivery• Introduce carrier bidding

Synergies
Reduce costs
and driveefficiency

Supply Chain Roadmap: Procurement Savings
Maximizing cost efficiency with a centralized
Procurement function and KO-standard ERP system:
Incremental procurementsavings in 2017 vs. 2012

Synergies
Reduce costs
and drive
efficiency

Indirect spend• repair & maintenance• equipment• fleet management• consumables• rentDirect spend Managedwith CCBSC(excluding FX, commodity risk)• Packaging• Sweeteners

Positioning for the Future
GrowthRealign against
current strengthand future
GrowthSpeed

Synergies

Unprecedented
speed and scopeof change

Reduce costs
and drive
efficiency

Infrastructure

PeopleCreate optimal
operatingstructure

Build a worldClass, modernizedworkforce

Supply Chain Roadmap: Investing for Growth

From 2012 base

• Installation of new production lines ~10 new lines by 2017
• Plant warehouse expansion• PET bottle in-line blowing capacity• World-Class ERP system

Infrastructure
Create optimal
operatingstructureSupply Chain Roadmap: Investing for Growth
Five new production lines in 2014
• Improve manufacturing capacity• Increase flexibility and efficiency• Ensure stable supply
Iwatsuki Plant
New Line x 1

Saitama
Plant

Infrastructure

Hakusyu Plant
New Line x 1

IbarakiPlant

NagoyaPlant

TamaPlant

Tokai Plant
New Line x1

ShizuokaPlant

Ebina Plant
New Line x2

Create optimal
operatingstructurePositioning for the Future
GrowthRealign against
current strengthand future
GrowthSpeedSynergies

Unprecedented
speed and scopeof change

Reduce costs
and drive
efficiency

Infrastructure

PeopleCreate optimal
operatingstructure

Build a worldclass, modernized
workforcePeople Roadmap: Capturing People Synergies

Strategic Workforce Alignment
Holistic review of all options for optimizing structures

Appropriate Balance ofPermanent & Non-Permanent Employees
Redeploy resources to where they matter

Significant Overtime Opportunity

PeopleBuild a worldclass, modernized
workforcePeople Roadmap: Capabilities to be “Fit to Fight”

Capability-based leadership selection• Based on functional capability and leadershipcompetency instead of seniority, resulting in newleadership teams

World-class leadership development
for top 120 leaders• Japan-customized global Coca-Cola standard
leadership training program (LEAP)

PeopleBuild a worldclass, modernized
workforcePeople Roadmap: Capabilities to be “Fit to Fight”

Core skill development• For improving core professional skills such as
self-leadership, communication & presentationand English language. To be launched 2014.

Technical skill development to drive
functional professionalism• Technical training and modernizing tools & equipment
by function (Front Line Capability Program in Supply
Chain, Core Skills Program in Commercial)

PeopleBuild a worldclass, modernized
workforceOur

Roadmap for Sustainable Growth

A Clear Path for Growth
2017- Tokyo Olympic
Games & Beyond
2015-20172014-20152013-20142012-2013

Storming

Forming

Define & deploy
new bus. model

Speed ofintegration: 250+
projects

Identifying
synergies &positioning forgrowth

Norming

Accelerating

Performing

Refine &optimize newbusiness modelApproaching
global bottler
performancelevels

Process reengineering& launch of ERP
system while
delivering first results

Exploiting newarchitecture ascompetitive
advantage to drivesynergies & growth

Meet & exceed
world-classbottler levels

A world-class
Japanese bottler
on the world stageOur

Roadmap for Growth– in Numbers
2017- 2020 Tokyo Olympic
Games & Beyond

2012 Pro-forma base

Our

Roadmap for Sustainable Growth

A Clear Path for Growth

OI Margin+1 pt
2013-20142012-2013

Storming

Forming

Define & deploy
new bus. model

Speed ofintegration: 250+
projects

Identifying
synergies &positioning forgrowth

OI Margin+1-2 pts
2014-2015

Norming

OI Margin+1-2 pts
2015-20172017- Tokyo Olympic
Games & Beyond

Accelerating

Performing

Refine &optimize new
business modelApproaching
global bottler
performancelevels

Process reengineering& launch of ERP
system while
delivering first results

Exploiting newarchitecture ascompetitive
advantage to drivesynergies & growth

Meet & exceed
world-classbottler levels

A world-class
Japanese bottler
on the world stage

Commodities and Foreign Exchange
Procurement scale advantage• Leverage Japan Coca-Cola system scale through Coca-Cola Business Services Company• Benefit from global Coca-Cola system scale and know-how through Cross-Enterprise
Procurement GroupCommodities
Main inputs• PET• Aluminum• Sweetener

Exchange rate impact on total material cost
¥1 exchange
rate change¥58 million
cost impactHedging• Foreign Exchange• Underlying commodity

Providing Solid Returns to Shareowners
Growing Dividends per Share2013

To ¥32 per share+7%

2012
From average* ¥30 per share

Dividend• Increase annual dividend per share from¥30/share in 2012* to ¥32/share in 2013
• CCEJ integration a unique opportunity tocreate value• Investing substantially for growth (¥40-50
bn CAPEX by 2017)

Shareholder benefits program• 12 products once per year for
shareholders who own 100-499 shares• 24 products once per year for
shareholders who own 500+ shares*Average of four bottlers based on adjusted share count after transaction

2014 Integration Milestones
Next Wave of
Subsidiary Consolidation

Additional
Workforce Plans

New Performance &Incentive Management

Further Commercial
Structure Alignment

Commissioning of
New Production Lines

Closure of Redundant
InfrastructureReasons to Believe
GrowthRealign against
current strengthand future
GrowthSpeed

Synergies

Unprecedentedspeed and scopeof change

Reduce costs
and drive
efficiency

Infrastructure

PeopleCreate optimal
operatingstructure

Build a worldclass, modernized
workforce