COCA-COLA ENTERPRISES, INC.

Each day, the people of Coca-Cola Enterprises work diligently to improve our customer service, build our brands, drive efficiency and effectiveness, and create sustainable, long-term growth as we continue to strive to achieve our most important goal: creating value for our shareowners.

≠ Enterprises, Inc. Coca-Cola Enterprises, Inc. 2500 Windy Ridge Parkway Atlanta, Georgia 30339 +1 678 260-3000 www.cokecce.com

Share Our

Passion 2013 ANNUAL REPORT

2013 Annual Report

COCA-COLA ENTERPRISES, INC.

Each day, the people of Coca-Cola Enterprises work diligently to improve our customer service, build our brands, drive efficiency and effectiveness, and create sustainable, long-term growth as we continue to strive to achieve our most important goal: creating value for our shareowners.

≠ Enterprises, Inc. Coca-Cola Enterprises, Inc. 2500 Windy Ridge Parkway Atlanta, Georgia 30339 +1 678 260-3000 www.cokecce.com

Share Our

Passion 2013 ANNUAL REPORT

2013 Annual Report

CCE Market

Overview* GREAT BRITAIN

FRANCE

Shareowner Information Coca-Cola Enterprises, Inc. Stock Market Information

BELGIUM

THE NETHERLANDS

NORWAY

SWEDEN

Ticker Symbol: CCE Market Listed and Traded: New York Stock Exchange, Euronext Paris Shares Outstanding as of December 31, 2013: 257, 597, 084 Shareowners of Record as of December 31, 2013: 13,323

Closing Stock Price

2013 CCE Net Sales Mix Population Per Capita Consumption NARTD** Value Share Position **nonalcoholic ready-to-drink

Volume Mix Production Facilities

Top 5 Brands

33% 63M

30% 64M

15% 11M

8% 17M

8% 5M

6% 10M

As of December 31, 2013: $44.13

2014 Dividend Information Dividend Declaration* Ex-Dividend Dates Record Dates Payment Dates

Mid-February March 5 March 7 March 20

Mid-April June 4 June 6 June 19

Mid-July September 3 September 5 September 18

Mid-October November 19 November 21 December 4

*Dividend declaration is at the discretion of the Board of Directors

207

140

324

137

254

173

Ranked #1 with 31% share

Ranked #1 with 22% share

Ranked #1 with 39% share

Ranked #1 with 22% share

Ranked #1 with 34% share

Ranked #1 with 29% share

61% Coca-Cola TM

84% Coca-Cola TM

63% Coca-Cola TM

62% Coca-Cola TM

70% Coca-Cola TM

71% Coca-Cola TM

26% Sparkling Flavors & Energy

8% Sparkling Flavors & Energy

12% Sparkling Flavors & Energy

22% Sparkling Flavors & Energy

20% Sparkling Flavors & Energy

18% Sparkling Flavors & Energy

12% Stills

8% Stills

11% Stills

11% Stills

5% Stills

8% Stills

1% Water

0% Water

14% Water

5% Water

5% Water

3% Water

Dividend rate for 2014: $1.00 annually ($0.25 for the first, second, third, and fourth quarters, pending Board of Directors’ approval).

Dividend Reinvestment and Cash Investment Plan Individuals interested in purchasing CCE stock and enrolling in the plan must purchase his/her initial shares(s) through a bank or broker and have those share(s) registered in his/her name. Our plan enables participants to purchase additional shares without paying fees or commissions. Please contact our transfer agent for a brochure, to enroll in the plan, or to request dividends be automatically deposited into a checking or savings account.

Corporate Office

Independent Auditors

Environmental Policy Statement

Coca-Cola Enterprises, Inc. 2500 Windy Ridge Parkway Atlanta, GA 30339 +1 678 260-3000

Ernst & Young LLP 55 Ivan Allen Blvd. Suite 1000 Atlanta, GA 30308 +1 404 874-8300

Corporate Responsibility and Sustainability (CRS) is a pillar of Coca-Cola Enterprises’ overall business framework. Good environmental stewardship is fundamental to our CRS commitments, key to the long-term success of our business, and to meeting the needs and expectations of our stakeholders. We are therefore committed to integrating responsible and proactive environmental practices into our daily operations. We will work with our stakeholders to identify, manage, and minimize the environmental impact of our activities, both within our own facilities and within our supply chain. Coca-Cola Enterprises is committed to: • Continuously reviewing and improving our environmental performance. • Ensuring our compliance with local and national environmental legislation and regulations, focusing on effectively utilizing resources, energy and fuel, minimizing waste and air emissions, and preventing pollution everywhere we operate. • Complying with environmental standards implemented by The Coca-Cola Company and other requirements to which we subscribe where possible and commercially viable.

CCE Website Address

6

5

3

1

1

1

Coca-Cola Diet Coke Schweppes Capri-Sun Fanta

Coca-Cola Coca-Cola Zero Coca-Cola Light Fanta Capri-Sun

Coca-Cola Coca-Cola Zero Coca-Cola Light Chaudfontaine Fanta

Coca-Cola Fanta Coca-Cola Light Coca-Cola Zero Capri-Sun

Coca-Cola Coca-Cola Zero Fanta Bonaqua Sprite

Coca-Cola Fanta Coca-Cola Zero Mer Coca-Cola Light

*Sources: CCE internal reports and AC Nielsen 2013 data.

www.cokecce.com

Annual Meeting of Shareowners

Company and Financial Information

Shareowners are invited to attend the 2014 Annual Meeting of Shareowners Tuesday, April 22, 2014, 8:00 a.m., EDT Cobb Energy Performing Arts Centre 2800 Cobb Galleria Parkway Atlanta, GA 30339

Shareowner Relations Coca-Cola Enterprises, Inc. P.O. Box 723040 Atlanta, GA 31139-0040

Institutional Investor Inquiries Investor Relations Coca-Cola Enterprises, Inc. P.O. Box 723040 Atlanta, GA 31139-0040

Transfer Agent, Registrar, and Dividend Disbursing Agent Computershare P.O. Box 43006 Providence, RI 02940-3006 800 418-4CCE (4223) Internet: www.computershare.com/investor

Report printed on 10% recycled paper. © 2014 Coca-Cola Enterprises, Inc. “Coca-Cola” is a trademark of The Coca-Cola Company. Designed and produced by Corporate Reports Inc./Atlanta. www.corporatereport.com. Primary photography by Eric Myer.

Coca-Cola Enterprises recognizes that the environmental footprint of our operations and products is wider than just our property and commercial boundaries. To aggressively reduce our global environmental footprint across our value chain, we are committed to generating efficiencies, using new technologies in our operations, and partnering with our suppliers. We have designated three environmental focus areas for our business and in each we have set goals and quantified targets to reduce our impacts by the year 2020 – as set out in our Sustainability Plan. These are: • Energy Conservation/Climate Change – reducing our carbon footprint across our value chain • Water Stewardship – establishing a water-sustainable operation by minimizing water use and replenishing water used in our beverages where it comes from areas of water stress • Sustainable Packaging/Recycling – maximizing the use of renewable, reusable, and recyclable resources We will monitor, audit, and publicly report progress regarding the implementation of this policy and our commitments in an annual Corporate Responsibility and Sustainability (CRS) report. This policy will be reviewed annually for its continued relevance by our CRS Advisory Council and published on our website.

CCE Market

Overview* GREAT BRITAIN

FRANCE

Shareowner Information Coca-Cola Enterprises, Inc. Stock Market Information

BELGIUM

THE NETHERLANDS

NORWAY

SWEDEN

Ticker Symbol: CCE Market Listed and Traded: New York Stock Exchange, Euronext Paris Shares Outstanding as of December 31, 2013: 257, 597, 084 Shareowners of Record as of December 31, 2013: 13,323

Closing Stock Price

2013 CCE Net Sales Mix Population Per Capita Consumption NARTD** Value Share Position **nonalcoholic ready-to-drink

Volume Mix Production Facilities

Top 5 Brands

33% 63M

30% 64M

15% 11M

8% 17M

8% 5M

6% 10M

As of December 31, 2013: $44.13

2014 Dividend Information Dividend Declaration* Ex-Dividend Dates Record Dates Payment Dates

Mid-February March 5 March 7 March 20

Mid-April June 4 June 6 June 19

Mid-July September 3 September 5 September 18

Mid-October November 19 November 21 December 4

*Dividend declaration is at the discretion of the Board of Directors

207

140

324

137

254

173

Ranked #1 with 31% share

Ranked #1 with 22% share

Ranked #1 with 39% share

Ranked #1 with 22% share

Ranked #1 with 34% share

Ranked #1 with 29% share

61% Coca-Cola TM

84% Coca-Cola TM

63% Coca-Cola TM

62% Coca-Cola TM

70% Coca-Cola TM

71% Coca-Cola TM

26% Sparkling Flavors & Energy

8% Sparkling Flavors & Energy

12% Sparkling Flavors & Energy

22% Sparkling Flavors & Energy

20% Sparkling Flavors & Energy

18% Sparkling Flavors & Energy

12% Stills

8% Stills

11% Stills

11% Stills

5% Stills

8% Stills

1% Water

0% Water

14% Water

5% Water

5% Water

3% Water

Dividend rate for 2014: $1.00 annually ($0.25 for the first, second, third, and fourth quarters, pending Board of Directors’ approval).

Dividend Reinvestment and Cash Investment Plan Individuals interested in purchasing CCE stock and enrolling in the plan must purchase his/her initial shares(s) through a bank or broker and have those share(s) registered in his/her name. Our plan enables participants to purchase additional shares without paying fees or commissions. Please contact our transfer agent for a brochure, to enroll in the plan, or to request dividends be automatically deposited into a checking or savings account.

Corporate Office

Independent Auditors

Environmental Policy Statement

Coca-Cola Enterprises, Inc. 2500 Windy Ridge Parkway Atlanta, GA 30339 +1 678 260-3000

Ernst & Young LLP 55 Ivan Allen Blvd. Suite 1000 Atlanta, GA 30308 +1 404 874-8300

Corporate Responsibility and Sustainability (CRS) is a pillar of Coca-Cola Enterprises’ overall business framework. Good environmental stewardship is fundamental to our CRS commitments, key to the long-term success of our business, and to meeting the needs and expectations of our stakeholders. We are therefore committed to integrating responsible and proactive environmental practices into our daily operations. We will work with our stakeholders to identify, manage, and minimize the environmental impact of our activities, both within our own facilities and within our supply chain. Coca-Cola Enterprises is committed to: • Continuously reviewing and improving our environmental performance. • Ensuring our compliance with local and national environmental legislation and regulations, focusing on effectively utilizing resources, energy and fuel, minimizing waste and air emissions, and preventing pollution everywhere we operate. • Complying with environmental standards implemented by The Coca-Cola Company and other requirements to which we subscribe where possible and commercially viable.

CCE Website Address

6

5

3

1

1

1

Coca-Cola Diet Coke Schweppes Capri-Sun Fanta

Coca-Cola Coca-Cola Zero Coca-Cola Light Fanta Capri-Sun

Coca-Cola Coca-Cola Zero Coca-Cola Light Chaudfontaine Fanta

Coca-Cola Fanta Coca-Cola Light Coca-Cola Zero Capri-Sun

Coca-Cola Coca-Cola Zero Fanta Bonaqua Sprite

Coca-Cola Fanta Coca-Cola Zero Mer Coca-Cola Light

*Sources: CCE internal reports and AC Nielsen 2013 data.

www.cokecce.com

Annual Meeting of Shareowners

Company and Financial Information

Shareowners are invited to attend the 2014 Annual Meeting of Shareowners Tuesday, April 22, 2014, 8:00 a.m., EDT Cobb Energy Performing Arts Centre 2800 Cobb Galleria Parkway Atlanta, GA 30339

Shareowner Relations Coca-Cola Enterprises, Inc. P.O. Box 723040 Atlanta, GA 31139-0040

Institutional Investor Inquiries Investor Relations Coca-Cola Enterprises, Inc. P.O. Box 723040 Atlanta, GA 31139-0040

Transfer Agent, Registrar, and Dividend Disbursing Agent Computershare P.O. Box 43006 Providence, RI 02940-3006 800 418-4CCE (4223) Internet: www.computershare.com/investor

Report printed on 10% recycled paper. © 2014 Coca-Cola Enterprises, Inc. “Coca-Cola” is a trademark of The Coca-Cola Company. Designed and produced by Corporate Reports Inc./Atlanta. www.corporatereport.com. Primary photography by Eric Myer.

Coca-Cola Enterprises recognizes that the environmental footprint of our operations and products is wider than just our property and commercial boundaries. To aggressively reduce our global environmental footprint across our value chain, we are committed to generating efficiencies, using new technologies in our operations, and partnering with our suppliers. We have designated three environmental focus areas for our business and in each we have set goals and quantified targets to reduce our impacts by the year 2020 – as set out in our Sustainability Plan. These are: • Energy Conservation/Climate Change – reducing our carbon footprint across our value chain • Water Stewardship – establishing a water-sustainable operation by minimizing water use and replenishing water used in our beverages where it comes from areas of water stress • Sustainable Packaging/Recycling – maximizing the use of renewable, reusable, and recyclable resources We will monitor, audit, and publicly report progress regarding the implementation of this policy and our commitments in an annual Corporate Responsibility and Sustainability (CRS) report. This policy will be reviewed annually for its continued relevance by our CRS Advisory Council and published on our website.

Share Our Passion for…

Serving Our Customers and Consumers To create sustainable, value-building growth, we must provide our customers with the right brands, packages, and world-class levels of service and support. 2013 ANNUAL REPORT 1

Share Our Passion for…

Managing Our Business Effectively, Efficiently We strive to constantly improve our supply chain, which is essential to our ability to build our brand and serve our customers.

2 COCA-COLA COCA-COLA ENTERPRISES, INC. INC.

Share Ourr Passion for for…

Serving Our Communities Sustainably We are working to drive sustainability, decrease our environmental impact, and better serve our communities. 2013 2013 ANNUAL ANNUAL REPORT 3

John F. Brock Chairman and Chief Executive Officer

At Coca-Cola Enterprises, we have one clear objective that focuses our work every day – to deliver increasing value for our shareowners by driving consistent, long-term profitable growth. Throughout 2013, we once again achieved that goal even as we managed through a number of persistent challenges, including sustained macroeconomic conditions and a dynamic, competitive customer environment. A key element of our success – and our ability to create future growth and value – is the skill and dedication of our people. Despite these demanding operating conditions, they continue to respond with innovative ideas and a commitment to success. Importantly, this was recognized in 2013 in the results of the Advantage Group Survey, a benchmark for consumer goods manufacturers based on ratings from key retail customers. The survey ranked our company number one in Belgium, Great Britain, and the Netherlands, and number two in France.

4 COCA-COLA COCA-COLA ENTERPRISES, INC. INC.

This is a noteworthy accomplishment, and demonstrates that our people – supported with solid operating and marketing strategies – can meet the demands of our evolving marketplace, seize the growth opportunities available, and ultimately, build an even stronger foundation for future growth. Importantly, we continued to create shareowner value in 2013 through an ongoing focus on growing our core business and optimizing our capital structure. During the year, we repurchased approximately $1 billion of our shares. In addition, our Board of Directors authorized a new $1 billion share repurchase program, and we expect to repurchase approximately $800 million of our shares in 2014, demonstrating our sustained commitment to shareowner value creation. Going forward, we will maintain a disciplined approach to merger and acquisition (M&A) opportunities, leverage the strengths of our balance sheet, and, absent value-creating M&A opportunities, continue to return cash to shareowners.

A Return to Growth Our results for 2013 reflect continued strong earnings per diluted share of $2.51, which represents growth of 11 percent. Despite the challenges we faced during the year, we also achieved net sales growth of 2 percent and operating income growth of 3 percent. Figures are comparable and include a currency translation benefit. We made good progress on several key business initiatives. One example is our Business Transformation Program, which strengthened our field sales and finance organizations. We also completed the restructuring of our business in Norway, unlocking value by moving to recyclable, nonrefillable packaging and increasing efficiency by moving to a third-party delivery system that works directly with our customers. We expect the benefits of these initiatives, coupled with our business plans and ongoing excellence in field-level execution, to generate growth in 2014. We expect earnings per diluted share to grow by approximately 10 percent, with low single-digit growth in net sales and mid-single-digit growth in operating income, all on a comparable and currency neutral basis.

While net sales and operating income growth are modestly below our long-term targets, they represent improvement from 2013 as we work through ongoing marketplace and macroeconomic challenges. Our 2014 outlook reflects a balanced business plan that is focused on creating additional marketplace opportunities, maintaining or enhancing margins, and strengthening our foundation for long-term growth. Our 2014 Plan The key elements of our 2014 plan that will help drive these results are: • Building on the success of our core brands; • Enhancing our focus on Coca-Cola Zero and energy; • And investing in our future, including new packaging. First, we will continue to build on the success of our core brands through our marketing initiatives and activation plans. Our ‘Share a Coke’ campaign was a great success in 2013, and we will expand this program beginning in the spring with more names and enhanced online interaction.

2013 2013 ANNUAL ANNUAL REPORT 5

Also, we will maximize the benefits of our long-term partnership with the 2014 FIFA World Cup Brazil™, which includes teams from England, France, Belgium, and the Netherlands. Throughout the key summer selling season, we will support the World Cup with customer- and country-specific packaging and in-market activation, all centered on Coca-Cola, Coca-Cola Zero, Diet Coke, and Coca-Cola light. The second element of our 2014 plan is building on our success with Coca-Cola Zero and in the energy segment. For Coca-Cola Zero, we will implement several key, brand-specific initiatives, including a ‘Just Add Zero’ campaign. Other initiatives for the brand include ‘Coke with Meals’ promotions and customer-specific price and pack promotions. In energy, we will build on our Monster, Relentless, Nalu, and Burn brands. Each of these brands offer unique marketing innovation and in-store opportunities. In combination, these four brands will be an important source of growth in 2014. The third element of our plan, investing for the future, features package innovation and a broad pack diversification strategy that includes new multi-serve packages in the home channel and single-serve options in the cold channel. One example is a key step we are taking in Great Britain. We are moving to a contour 1.75-liter bottle as the primary large PET package in the home channel, replacing straight-wall 2-liter PET bottles. This new package creates a visible point of in-market differentiation for our brands and helps improve the value of the channel. Importantly, the 1.75-liter package has been well received by customers, and we believe this initiative will have important long-term benefits.

The Norway transition, completed in 2013, is a success, and is meeting or exceeding our expectations. By changing our packaging and delivery system, we have created a foundation for profitable growth in that territory. In total, these programs and initiatives are the core of our work to deliver the operating growth that will drive continued increases in shareowner value. Disciplined Financial Approach To achieve our goals, it is essential that we maintain a disciplined financial approach to our business. We have consistently focused our resources on generating strong free cash flow from operations, optimizing our capital structure, opportunistically pursuing mergers and acquisitions, and returning cash to shareowners. We are currently operating within our long-term range of 2½ to 3 times net debt to EBITDA, and expect to continue to operate within this range. Additionally, we continue to actively evaluate opportunities for mergers or acquisitions. A key element of our financial strategy is to maintain a disciplined approach, taking action where there are significant opportunities to create value. Absent these opportunities, we will continue to return cash to shareowners through share repurchase and dividends. In 2014, as we continue our share repurchase efforts, with a goal of approximately $800 million in repurchases, we will also pay a higher dividend. Our annualized rate for 2014 is $1.00, up 25 percent from the prior year. Commitment to Our Communities, the Environment As we focus on creating value, we do so mindful of the important role that our company has in our communities and with regard to the environment.

Investment for the future also requires a sustained focus on effectiveness and efficiency, as demonstrated by our successful Ownership Cost Management initiative, which focuses on cost control, our Business Transformation Program, and the reorganization of our business in Norway.

3 KEYS FOR 2014 • Building on the advantages of our core brands • Enhancing our focus on Coca-Cola Zero and energy • Investing in our future

6 COCA-COLA COCA-COLA ENTERPRISES, INC. INC.

Our commitment to corporate responsibility and sustainability has never been stronger because of the benefits it brings beyond being a good corporate citizen. These include operational cost savings, excellent customer service, and employee engagement. The recognition we have received from a range of independent organizations has validated our leadership in this area. We have again been included in the Carbon Disclosure Project’s S&P 500 Index and have been listed number 10 in Corporate Responsibility CR Magazine’s 100 Best Corporate Citizens. In addition, we have been ranked 43rd in the Corporate Knights 2014 Global 100 Most Sustainable Companies – a preeminent global sustainability index published at the World Economic Forum in Davos, Switzerland. We also ranked first among five listed food and beverage companies. We have delivered an absolute reduction in our operational carbon emissions and are on track to meet many of our 2020 targets. We have also improved our water efficiency and were the first company to be awarded the Carbon Trust Standard for Water in 2012. In fact, our facilities in Great Britain and France continue to be among the most water-efficient Coca-Cola plants in the world.

Second, we continue to excel in our efforts to maximize the effectiveness and efficiency of our operations. Each element of our supply chain operates at a world-class level and the service we provide to our customers continues to be outstanding, even as we continually search for ways to improve. Third, we continue to have a solid partnership with The Coca-Cola Company. We have a shared vision of the future for the Coca-Cola business in our territories and working together, we will achieve sustained, value-building growth. And finally, we continue to utilize each of these assets to deliver on our most important objective – creating shareowner value.

John F. Brock Chairman and Chief Executive Officer

Key Strengths As we move forward into 2014 and beyond, here are a few key points highlighting the strengths of our company. First, despite the impact of prolonged macroeconomic weakness, we remain well-positioned to enhance growth in a dynamic marketplace. We have highly skilled, motivated people, we have brands that are highly popular with our customers and consumers, and we support those brands with effective marketplace initiatives.

“To achieve our goals, it is essential that we maintain a disciplined financial approach to our business.”

2013 2013 ANNUAL ANNUAL REPORT 7

Serving Our Customers

8 COCA-COLA COCA-COLA ENTERPRISES, INC. INC.

Seeking New Ways to Reach Even Higher Levels of Service At the heart of our business – and our success – is the ability to meet and exceed the needs of our customers day-to-day day to day with withworld-class world-classlevels levelsof ofservice. service.

A key example of this is our 360 Connect program, which allows our employees to enhance their ability to meet ever more refined customer needs.

Our passion to provide the highest levels of customer service is continuously reflected in the hard work of our employees in the marketplace. In 2013, our efforts were recognized by the Advantage Group Survey, an annual benchmarking program for manufacturers of consumer products. We were ranked number one in Great Britain, Belgium, and the Netherlands, and received a number two rating in France.

Through this program, we are utilizing the latest technologies to strengthen our contact with customers. Examples include improved call centers and an enhanced online business to business presence.

CCE also achieved the top spot in Sweden’s annual Handelsattityder Survey, which is similar to the Advantage Group Survey, for customer satisfaction levels. While this recognition is important, it is essential that we continue to find new ways to strengthen our service.

Implementation of new methodologies is vital as we work to support key marketing initiatives, such as our Share a Coke and FIFA World Cup™ campaigns. These efforts require close coordination with our customers and demand ever-improving levels of support. We continue to improve service and relationships with a broader range of retailers, including hard discounters. We also will add new packages and promotions, and expect ongoing growth within this important market segment.

2013 ANNUAL REPORT 9

Supply Chain Effectiveness

CHANNEL MIX

63% Home 37% Cold

PACKAGE MIX

44% PET 40% Cans 16% Glass/ Other

10 COCA-COLA ENTERPRISES, INC.

New Initiatives, Strategies Support Marketplace Plans A dynamic customer environment and evolving consumer preferences demand that we continually innovate with new packages and products. Bringing those packages and products to the marketplace requires our supply chain to operate with efficiency and effectiveness in order to maximize the full benefits of our innovation. Today, CCE’s supply chain successfully handles more than 1,700 different product and package combinations, produced at 17 production facilities throughout our territories. Over the past year we added new, more efficient production capacity in several plants and effectively managed the substantial logistical demands of the Share a Coke campaign. Most notably, we very successfully completed the transformation of our business in Norway to a central warehouse delivery system and converted our packaging to recyclable, nonrefillable PET. In 2014, we will continue to innovate, invest, and support marketplace activities that create volume and profit growth. A key example of this is the conversion from 2-liter, straightwall bottles to 1.75-liter contour bottles in Great Britain. Also, we will continue to support the second phase of our successful Share a Coke campaign and will effectively coordinate the introduction of new brands and packages. Many of the elements of our supply chain – our plants, trucks, and delivery systems – remain the same. But how we manage those assets day to day is an essential component of our success. We will continue to seek new ways, new methodologies, and new strategies to make certain each element of our supply chain supports our initiatives effectively and operates at world-class standards.

2013 ANNUAL REPORT 11

Supporting Our Communities

12 COCA-COLA COCA-COLA ENTERPRISES, INC.

Working to Deliver for Today on Our Sustainability Commitments At Coca-Cola Enterprises, we recognize that our business is a fundamental part of the fabric of the communities in which we operate, increasing the value and importance of our constant work to drive sustainability and decrease our environmental impact. As a result, we are firmly committed to our corporate responsibility and sustainability (CRS) plan, which addresses impacts across our entire value chain and within our communities, as well as within the four walls of our business.

Our sustainability vision remains clear: to deliver for today on our commitments and targets, lead the industry in energy, climate change, sustainable packaging, recycling, and innovation for the future. We will deliver for today, growing a low-carbon, zero-waste business, and inspire and lead change for a more sustainable tomorrow. We are proud to be leading our industry in CRS and look forward to continuing our journey with you.

In 2013, we made significant progress as we continually innovate within our own systems and processes to drive efficiency and effectiveness. We continued to drive carbon and water efficiencies across our operations, reducing our operational carbon footprint by over 15 percent since 2007 and achieving our lowest ever water use ratio. We also developed new collaborative partnerships to drive sustainability, such as our recycling joint venture with APPE in France, and held our first Innovation Summit exploring new business models for sustainable development. We partnered with key customers and stakeholders to encourage behavior change in recycling, to promote active and healthy living, and to support youth development and activity programs. Importantly, our corporate commitment to sustainability continues to generate benefits for the company as well. These include operational cost savings, excellent customer service, and high levels of employee engagement. In addition, we have received recognition from a range of external organizations, encouraging us to do more and to go further. CCE is included on the Carbon Disclosure Project’s S&P 500 Index, Corporate Knights’ Global 100 Most Sustainable Corporations in the World, recognized as an “Overall Leader in CSR Practices” at this year’s PR News awards and was listed number 10 in Corporate Responsibility CR Magazine’s 100 Best Corporate Citizens.

2013 ANNUAL REPORT 13

Perhaps our most important marketing initiative is the expansion of our successful Share a Coke campaign. The enhanced program begins in the spring and will include more names and a stronger online presence that will create more opportunities for interaction with consumers.

New Packages, Fresh Marketplace Initiatives Keys to Growth During 2013, our team managed through a series of evolving marketplace and macroeconomic challenges, constantly focusing on our field-level execution in order to maximize our ability to capture sales opportunities. Throughout it all, we maintained a clear objective – to provide our customers with world-class service. Our success is supported by the results of the Advantage Group Survey, which ranked our company number one in Belgium, Great Britain, and the Netherlands, and number two in France based on ratings from key retail customers. While we anticipate challenges will remain in 2014, we are heartened by the dedication and skill of our people. At every level, they seek to achieve a higher level of performance, and give Coca-Cola Enterprises a true advantage as we work to create the sustainable core growth that drives shareowner value. In 2014, our people will execute a solid operating plan that builds on the success of our core brands, enhances our focus on Coca-Cola Zero and energy, and introduces new packaging that we believe will have a positive impact in the market.

We will also build on the passion of our European consumers for FIFA World Cup™ football with our largest ever shopper activation plan. Staged in Brazil, the World Cup™ includes teams from England, France, Belgium, and the Netherlands. Our activation will feature themed packaging, new point-of-sale materials, and unique opportunities for online and in-store consumer engagement. Our World Cup activation will focus on our core Coca-Cola trademark brands, and is a key element of our marketing plans for the important summer selling season. Also, 2014 will mark the advancement of our long-term package diversification strategy that includes new multi-serve packages in the home channel. Package innovation helps drive purchase frequency and helps recruits new consumers to our brands. A key example of package innovation is our work to replace straight-wall 2-liter bottles with a new contour 1.75-liter bottle in Great Britain. This strategy, which requires substantial upfront investment, is expected to offer significant benefits over the long term. First, the contour package itself is a solid point of differentiation and preference among consumers. Second, the slightly smaller package creates enhanced pricing flexibility that enables us to better meet the demands of customers and consumers.

Each of these elements will contribute to growth in 2014, but more importantly, they will contribute to our ability to create sustained, long-term core growth in our business.

CATEGORY MIX

These efforts, coupled with the benefits of our Business Transformation Program and ongoing focus on business efficiency and effectiveness, leave us well positioned to meet evolving consumer demands, enhance customer service, and create future growth. Ultimately, this will allow us to continue to create increasing shareowner value, our most important goal. NARTD* Value:

NARTD* Volume:

CCE Volume:

46% Sparkling 36% Stills 18% Water

35% Sparkling 22% Stills 43% Water

87% Sparkling 10% Stills 3% Water

*NARTD* = Nonalcoholic Ready-To-Drink; source, AC Nielsen, FY 2013

14 COCA-COLA ENTERPRISES, INC.

Source: CCE internal reports

Hubert Patricot Executive Vice President and President, European Group

These plans may be adjusted depending on economic, operating, or other factors, including acquisition opportunities.

We Will Build on Our Assets and Continue to Create Value The focus of Coca-Cola Enterprises has been to create sustained success against our most important goal – creating shareowner value.

Additionally, our Board of Directors approved a 25 percent increase in our 2014 annualized dividend rate. This is the seventh consecutive year of dividend increases.

Under the leadership of John Brock and Bill Douglas, CCE has utilized ongoing operating growth, solid free cash flow, and a strong balance sheet to consistently build value and return cash to shareowners through a combination of share repurchase and dividends.

In total for 2014, we expect to return approximately 10 percent of our current market cap to shareowners through a combination of share repurchase and dividends.

Going forward, it is this type of success that we will continue to work diligently to achieve. On November 1, I assumed the role of chief financial officer from Bill Douglas, and it is an honor to have the opportunity to be a part of the leadership team of this company. In this role, I will work diligently to fulfill our commitment to sustained, value-creating growth.

In 2013, we made continued progress against that commitment as we repurchased approximately $1 billion of our shares. This brings the amount of shares repurchased since October 2010 to approximately $2.8 billion. The Board of Directors has also approved a new $1 billion share repurchase program – the fourth program since the creation of the new CCE – and we plan to repurchase approximately $800 million of our shares in 2014.

TOTAL CASH RETURN TO SHAREOWNERS (in billions)

$2.6 1986-2009

$3.5

Dividends, Share Repurchases

$3.4

2010 Cash Distribution ($10 per share)

2010-2013

Source: Form 10-Ks; internal reports; rounded; includes dividends, share repurchases, and 2010 cash distribution from transaction with The Coca-Cola Company (TCCC)

NET DEBT 1 TO EBITDA

For 2014, we believe operating conditions will remain challenging, with persistent soft macroeconomic trends and a dynamic competitive environment. We expect this to result in modest category growth and in turn, limit our ability to achieve growth that reaches some of our long-term objectives. Given these operating factors, we expect earnings per diluted share to grow approximately 10 percent, net sales to grow in a low single-digit range, and operating income to grow in a midsingle-digit range, all on a comparable and currency neutral basis. We expect currency to benefit full-year earnings per diluted share in a range of 3 percent to 4 percent, based on recent rates. We also expect 2014 free cash flow in a range of $600 million to $650 million, with capital expenditures of approximately $350 million. Weighted average cost of debt is expected to be approximately 3 percent and the comparable effective tax rate for 2014 is expected to be in a range of 26 percent to 28 percent. Importantly, we also remain committed to operating within our long-term capital target range of 2½ to 3 times net debt to EBITDA.

At Coca-Cola Enterprises, we have a unique combination of world-class brands, operating territories with stable economies, a strong balance sheet, and talented, motivated people. Over the long term, we will build on these assets and continue to create value through a combination of core growth, prudent investments, optimizing our capital structure, and a disciplined approach to mergers and acquisitions. Ultimately, this will allow us to continue to meet our most important objective: the creation of sustained, long-term growth in shareowner value.

X.Xx 4.6x 4.3x 4.0x

3.9x 3.5x

Long-Term Target 2.5x - 3.0x

3.3x

2.9x 2.6x 2.0x

’03

’04

’05

’06

’07

’08

’09

1.6x2

1.7x

’10

’11

Nik Jhangiani Senior Vice President and Chief Financial Officer ’12

’13

Source: 1: Net debt is total debt less cash and cash equivalents;   &#*5%"mHVSFTBSFPOBDPNQBSBCMFCBTJT 

QSPGPSNB CBTFEPOUSBOTBDUJPOXJUI5$$$

2013 ANNUAL REPORT 15

Board of Directors Orrin H. Ingram II (United States)

Andrea Saia (United States)

Chairman and Chief Executive Officer Coca-Cola Enterprises, Inc.

President and Chief Executive Officer Ingram Industries Inc.

Former Global Head, Alcon Division, Novartis AG

Jan Bennink (The Netherlands)

Thomas H. Johnson (United States)

Garry Watts (Great Britain)

Chief Executive Officer, Taffrail Group, LLC; Former Chairman and Chief Executive Officer Chesapeake Corporation

Former Chief Executive Officer SSL International

John F. Brock

(United States)

Former Chairman, D.E. Master Blenders 1753

Calvin Darden (United States) Former Senior Vice President, U.S. Operations United Parcel Service, Inc. (UPS)

L. Phillip Humann (United States) Former Chairman of the Board SunTrust Banks, Inc.

Suzanne B. Labarge (Canada) Former Vice Chairman and Chief Risk Officer RBC Financial Group

Véronique Morali

Curtis R. Welling (United States) President and Chief Executive Officer AmeriCares Foundation Inc.

Phoebe A. Wood (United States) (France)

Chairman of Fimalac Développement and Vice Chairman Fitch Group, Inc.

Principal CompaniesWood; Former Vice Chairman Brown-Forman Corporation

Standing from left to right: John F. Brock, Calvin Darden, L. Phillip Humann, Suzanne B. Labarge, Thomas H. Johnson, Jan Bennink, Orrin H. Ingram II, Phoebe A. Wood. Seated from left to right: Andrea Saia, Curtis R. Welling, Véronique Morali, Garry Watts

16 COCA-COLA COCA-COLA ENTERPRISES, INC.

Form 10-K

2013 2013 ANNUAL ANNUAL REPORT REPORT 17 A

United States Securities and Exchange Commission Washington, DC 20549

FORM 10-K ;   Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 for the fiscal year ended December 31, 2013. or

…   Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 for the transition period from _________ to _________ . Commission file number 001-34874

(Exact name of registrant as specified in its charter) Delaware (State or other jurisdiction of incorporation or organization)

27-2197395 (IRS Employer Identification No.)

2500 Windy Ridge Parkway, Atlanta, Georgia 30339 (Address of principal executive offices, including zip code) (678) 260-3000 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of each class Common Stock, par value $0.01 per share

Name of each exchange on which registered New York Stock Exchange (NYSE), NYSE Euronext Paris

Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ; No … Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes …No ; Indicate by check mark whether the registrant (1) has filed all reports to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ; No … Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Website, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for shorter period that the registrant was required to submit and post such files). Yes ; No … Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ; Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer,” and “smaller reporting company” in Rule 12b-2 of the Act. (Check one) Large accelerated filer ; Nonaccelerated filer … (Do not check if a smaller reporting company)

Accelerated filer … Smaller reporting company …

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Securities Exchange Act). Yes … No ; The aggregate market value of the registrant’s common stock held by non-affiliates of the registrant as of June 28, 2013 (assuming, for the sole purpose of this calculation, that all directors and executive officers of the registrant are “affiliates”) was $9,336,470,064 (based on the closing sale price of the registrant’s common stock as reported on the New York Stock Exchange). The number of shares outstanding of the registrant’s common stock as of January 24, 2014 was 255,546,081.

DOCUMENTS INCORPORATED BY REFERENCE Portions of the registrant’s Proxy Statement for the Annual Meeting of Shareowners to be held on April 22, 2014 are incorporated by reference in Part III.

TABLE OF CONTENTS Part I. ITEM 1.

Page Business

ITEM 1A. Risk Factors

2 7

ITEM 1B. Unresolved Staff Comments

12

ITEM 2.

Properties

12

ITEM 3.

Legal Proceedings

12

ITEM 4.

Mine Safety Disclosures

12

Market For Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities

13

ITEM 6.

Selected Financial Data

14

ITEM 7.

Management’s Discussion and Analysis of Financial Condition and Results of Operations

15

Part II. ITEM 5.

ITEM 7A. Quantitative and Qualitative Disclosures About Market Risk

28

ITEM 8.

Financial Statements and Supplementary Data

29

ITEM 9.

Changes in and Disagreements with Accountants on Accounting and Financial Disclosure

61

ITEM 9A. Controls and Procedures

61

ITEM 9B. Other Information

61

Part III. ITEM 10. Directors, Executive Officers and Corporate Governance

62

ITEM 11. Executive Compensation

63

ITEM 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters

63

ITEM 13. Certain Relationships and Related Transactions, and Director Independence

63

ITEM 14. Principal Accounting Fees and Services

63

Part IV. ITEM 15. Exhibits and Financial Statement Schedules

64

SIGNATURES

69

2013 ANNUAL REPORT 1

Part I ITEM 1. BUSINESS References in this report to “CCE,” “we,” “our,” or “us” refer to Coca-Cola Enterprises, Inc. and its subsidiaries unless the context requires otherwise. Forward-looking statements involve matters that are not historical facts. Because these statements involve anticipated events or conditions, forward-looking statements often include words such as “anticipate,” “believe,” “can,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “project,” “should,” “target,” “will,” “would,” or similar expressions. These statements are based upon the current reasonable expectations and assessments of our management and are inherently subject to business, economic, and competitive uncertainties and contingencies, many of which are beyond our control. In addition, these forward-looking statements are subject to assumptions with respect to future business strategies and decisions that are subject to change. Forward-looking statements include, but are not limited to: • Projections of revenues, income, basic and diluted earnings per share, capital expenditures, dividends, capital structure, or other ¿QDQFLDODQGRSHUDWLQJPHDVXUHV • Descriptions of anticipated plans, goals, or objectives of our PDQDJHPHQWIRURSHUDWLRQVSURGXFWVRUVHUYLFHV  ‡)RUHFDVWVRISHUIRUPDQFHDQG • Assumptions regarding any of the foregoing. For example, our forward-looking statements include our expectations regarding:     

‡1HWVDOHVJURZWK ‡9ROXPHJURZWK ‡1HWSULFHSHUFDVHJURZWK ‡&RVWRIVDOHVSHUFDVHJURZWK ‡2SHUDWLQJLQFRPHJURZWKDQG • Diluted earnings per share.

Additionally, we may also make forward-looking statements regarding:  ‡&DSLWDOH[SHQGLWXUHV • Concentrate cost increases from The Coca-Cola Company 7&&&   ‡'HYHORSPHQWVLQDFFRXQWLQJVWDQGDUGV  ‡)XWXUHUHSDWULDWLRQRIIRUHLJQHDUQLQJV  ‡5HQHZDORIRXUSURGXFWOLFHQVLQJDJUHHPHQWV  ‡3ODQQHGVKDUHUHSXUFKDVHV  ‡(IIHFWLYHWD[UDWH  ‡5HVWUXFWXULQJFKDUJHVDQGH[SHFWHGDQQXDOFRVWVDYLQJVDQG • Return on invested capital (ROIC). Do not unduly rely on forward-looking statements. They represent our expectations about the future and are not guarantees. ForwardORRNLQJVWDWHPHQWVDUHRQO\DVRIWKHGDWHRI¿OLQJWKLVUHSRUWDQG H[FHSWDVUHTXLUHGE\ODZPLJKWQRWEHXSGDWHGWRUHÀHFWFKDQJHVDV they occur after the forward-looking statements are made. We urge \RXWRUHYLHZRXUSHULRGLF¿OLQJVZLWKWKH6(&IRUDQ\XSGDWHVWRRXU forward-looking statements.

2 COCA-COLA ENTERPRISES, INC.

We undertake no obligation, other than as may be required under the federal securities laws, to publicly update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise. We do not assume responsibility for the accuracy and completeness of forward-looking statements. Although we believe that WKHH[SHFWDWLRQVUHÀHFWHGLQWKHVHIRUZDUGORRNLQJVWDWHPHQWVDUHUHDsonable, any or all of the forward-looking statements contained in this report and in any other public statements of the Company may prove to be incorrect. This may occur as a result of inaccurate assumptions as a consequence of known or unknown risks and uncertainties. We caution that our list of risk factors may not be exhaustive (refer to Item 1A. Risk Factors in this report). We operate in a continually changing business environment, and new risk factors emerge from time to time. We cannot predict these new risk factors, nor can we assess the impact, if any, of the new risk factors on our business or the extent to which any factor or combination of factors may cause actual results to differ materially from those expressed or implied by any forward-looking statement. In light of these risks, uncertainties, and assumptions, the forward-looking events discussed in this report might not occur.

Introduction ORGANIZATION

On October 2, 2010, pursuant to the merger agreement (the Agreement) dated February 25, 2010, Coca-Cola Enterprises Inc. (Legacy CCE) completed a merger (the Merger) with TCCC and separated its European operations, Coca-Cola Enterprises (Canada) Bottling Finance Company, and a related portion of its corporate segment into a new legal entity, which was renamed Coca-Cola Enterprises, Inc. (“CCE,” “we,” “our,” or “us”) at the time of the Merger. Concurrently with the Merger, two indirect, wholly owned subsidiaries of CCE acquired TCCC’s bottling operations in Norway DQG6ZHGHQ COCA-COLA ENTERPRISES, INC. AT A GLANCE

• Markets, produces, and distributes nonalcoholic beverages.  ‡6HUYHVDPDUNHWRIDSSUR[LPDWHO\PLOOLRQFRQVXPHUV throughout Belgium, continental France, Great Britain, /X[HPERXUJ0RQDFRWKH1HWKHUODQGV1RUZD\DQG6ZHGHQ  ‡(PSOR\VDSSUR[LPDWHO\SHRSOH • Generated $8.2 billion in net sales and sold approximately 12 billion bottles and cans (or 600 million physical cases) during 2013. We were incorporated in Delaware in 2010 by Legacy CCE and are DSXEOLFO\WUDGHGFRPSDQ\OLVWHGRQWKH1HZ