This material may be deemed to include forward-looking statements within the meaning of Section 27A of the US Securities Act of

1933 and Section 21E of the US Securities Exchange Act of 1934. These forward-looking statements are only predictions and you

should not rely unduly on them. Actual results might differ materially from those projected in any such forward-looking statements,

which involve known and unknown risks, uncertainties and other factors that may cause our or our industry’s actual results, levels of

activity, performance or achievements to be materially different from any future results, levels of activity, performance or

achievements expressed or implied by the forward-looking statements. In evaluating forward-looking statements, which are

generally identifiable by use of the words “may”, “will”, “should”, “expect”, “anticipate”, “estimate”, “believe”, “intend” or “project”

or the negative of these words or other variations on these words or comparable terminology, you should consider various factors

including the risks outlined in our Form 20-F filed with the SEC. Although we believe the expectations reflected in forward-looking

statements are reasonable we cannot guarantee future results, levels of activity, performance or achievements. This presentation

should be viewed in conjunction with our periodic interim and annual reports and registration statements filed with the Securities

and Exchange Commission, copies of which are available from Cadbury Schweppes plc, 25 Berkeley Square, London W1J 6HB, UK.

CAGNY Conference22 February, 2007

Todd Stitzer

Chief Executive Officer

3

Cadbury Schweppes at CAGNY 2006

• An ambitious international consumer products company

• Leading global confectionery share

• Strong regional beverages presence

• Investing in growth platforms and capabilities

Considerable untapped potential

4

Significant Progress in 2006

• The third year of:

- Revenue growth at double historic rate

- Double digit emerging market growth

- Double digit gum growth

- Share gains in US carbonates

- Fuel for Growth cost savings

- Significant operational and strategic progress

• Offset by UK recall and Nigeria

5

2007 Goals and Priorities

1. Deliver financial scorecard

2. Relentless focus on cost and efficiency

3. Deliver fewer, faster, bigger, better innovations

4. Expand our platform via bolt-on acquisition

5. Exploit our portfolio through innovation and execution

6. Expand our platform through further bottler consolidation

1. Deliver superior shareowner

returns

Goals Priorities

2. Be the biggest and best global

confectionery company

3. Be the best regional beverage

business

7. Embed commercial and S&T capabilities

8. Leverage our capabilities across Supply Chain, IT and Shared Business Services

4. Ensure our capabilities are best in

class

5. Nurture the trust of colleagues and

communities

9. Increase quality and bench strength through diversity and inclusiveness

10. Deliver on our CSR commitments

6

New Financial Scorecard

• Revenue growth of 3-5% per annum

• Growth in margins over time

• Growth in ROIC over time

• Dividend growth more in line with earnings growth

• Maintain efficient balance sheet

7

Our Growth Opportunities

Leverage our Strong Distribution Networks

Exploit Scale through Global Category Management

Focus on Growth Platforms

Expand through Acquisition

8

Leading Confectionery Market Positions

Source: Euromonitor 2005

Global #1

North America

#4

Latin America

#1

EMEA #1

Asia Pacific

#2

9

Exploit our Chocolate Strength

*2004-2006 ex UK 2006

CDM Revenue growth*

+8%

10

Leverage our Gum Market Positions

Significant opportunities to expand

c.$200 million product

11

Increase our Candy Reach

Australia: 04-06Ireland: 05-06

Ireland revenues

+40%

Australia revenues

+40%

12

Strengthened US Beverages Route to Market

CS territories

13

Winning in the Organised Trade

14

Expanding in C-Stores

Significant Revenue and Margin Opportunity

CS Market CS Market

12%

18%

% V

olu

me

8%

14%

Small Format Stores Convenience and Gas

Source: Nielsen

15

Improved CS Brand Performance+17%

+16%

+6%

0%

+7%

+2%

Total CS Brands Franchise Brands#

Jan - Apr May - Dec

2006 V

olu

me

Gro

wth

Excludes All American and Easley; # Excludes water

16Revitalising Snapple… A Multi-Stage Programme

Source: Nielsen

Mainstream Premium Super Premium

% RTD Tea Vol 77% 22% 1%

% RTD Tea $ 59%

Snapple Vol Share 0% 50% 42%

37% 4%

Volu

me

Cas

es

US Ready to Drink Tea Market

+99%

+1%

+40%

17

Snapple Mainstream Launch in Second Quarter

• Leveraging CSBG low cost manufacturing and distribution reach

18

Further increase pace, scale and quality of innovation

Exploiting our Global Scale in Confectionery

• Doubled innovation rate

• CS global consumer study identifies market similarities

• CS global platform exploits these similarities

19

Driving Growth Through New Global Category Structure

AmericasBeverages

AmericasConfectionery

EMEA Asia Pacific

Chocolate

Gum

Candy

Beverages

Global Commercial

20

Innovation

Fewer

Bigger

Faster

Better

21

Entering the UK Gum Market

22

Bringing Innovation to the UK Gum Market

• Current market value $450m - $550m

• Market in decline; per capita consumption under-developed

• 95% products functional; >50% chew for pleasure or distraction

Gum Market Growth and Consumption

Growth 05/06 Per Cap. (Index)

75

100

France +9% 88

UK -4%

US +8%

Source: Nielsen/IRI/Euromonitor

23

Opportunities in Other Markets

24

Focusing on Growth Platforms

Beverages Wellbeing SuperiorIndulgence

Chocolate Wellbeing SuperiorIndulgence Affordability Gifting

Gum Wellbeing Centre Filled Affordability Packaging

Candy Wellbeing SuperiorIndulgence Affordability Masterbrands

25

Chocolate Wellbeing

High CocoaContent

CalorieControlled

Fortified

26

Strong Position in High Cocoa Content Products

• c.20% share of global moulded chocolate market

• Growing at double digits

• Less than 10% share of mouldedin Cadbury heritage markets

• Heritage markets growing nearly twice as fast as global market

Source: Euromonitor

27

Developing a Beverages Wellbeing Portfolio

28

Super-Premium Snapple Growth

Snapple Super-Premium Teas Volume 2006

January April July October

White Tea Green Tea Red Tea

29

Further Expansion into Growth Categories .. Accelerade

• Intellectual property/ brand acquired in 2006

• Entry into $6.8bn fast growing functional sports drink category

• Patented carbohydrate – protein drink

• Differentiated position: for the serious athlete

30

Superior Indulgence - Growth in Chocolate

• Superior tasting Cadbury chocolate aimed at mass premium market

• Mass premium:

- Accounts for one third of UK market

- Is growing at high single digits

• Super premium:

- less than 1% of the market

Source: Nielsen

31

Superior Indulgence - Chocolate

32

Superior Indulgence - Chocolate

33

Superior Indulgence - Beverages

US Carbonate Market Share Performance

-60

-40

-20

0

20

40

60

80

2003 2004 2005 2006

Source: Nielsen

34

Largest Confectionery Emerging Markets Business

One-third of confectionery revenues;10% p.a. revenue growth

35

Affordability in Gum

1 peso

0.5 peso

3 pesos

3.5 pesos

Mexico

<$2k $2k-$5k $5k-$10k $10k-$20k $20k+

Volu

me

GDP/CapitaSource: Euromonitor

36

0.03kg

India

India

• CS share 72%

• 20% revenue growth in 2006

4.9kg

Per capita chocolate consumption

Affordability in Chocolate

Source: Euromonitor

0

1

2

3

4

5

Developed Markets

GDP per capita$38,000

GDP per capita$700

37

Growing Through Disciplined Acquisition Programme

• Focus on emerging markets

• Well placed to drive synergies

• Strong knowledge of the opportunities

Ken HannaChief Financial Officer

39

Our Financial Scorecard

• Revenue growth of 3-5% per annum

• Growth in margins over time

• Growth in ROIC over time

• Dividend growth more in line with earnings growth

• Maintain efficient balance sheet

40

Agenda

Margin Improvement Opportunities

Capital Resource Allocation

41

The Last 12 Months

Key Events

• Completed sale of Europe Beverages

• Purchased DPSUBG and two other bottlers – created CSBG

• Acquired confectionery businesses in emerging markets

• Reduced debt by nearly $2bn and improved financial ratios

42

The Last 12 Months

Financial Metrics

• 2006 dividend increase of 8% (double historic increase)

• Dividend to grow more in line with earnings

• Target debt rating of BBB+

• Return of surplus funds at appropriate time

43

Improving our Margin

Costsavings

Input costs

2003margin

2006margin

Other

Growth Investment

CS Margin 2003 – 2006

+80bps

Mar

gin

44

Improving our Margin - Opportunities

Fixing under-performing markets

Leveraging our global scale to improve efficiency

Improving supply chain performance

Realising synergies from bottling acquisitions

Mar

gin

45

Fixing Under-Performing Markets

• Actively addressing under-performing markets

- Russia, China

• Investing ahead of growth

• Starting to see results coming through

Mar

gin

46

Margin Progress in Under-Performing Markets

Brazil

Japan

+890bps

+440bps

Mar

gin

47

Leveraging Our Global Scale

• Common global processes

• Global standardisation and aggregation

• Out-sourcing Shared Business Services and IT

• Addressing our organisational structure

Mar

gin

48

Improving Supply Chain Performance

• Announced closure of 15 plants

• 23 sold or up for sale

• Reconfiguration of existing plants

• Creating efficient dedicated manufacturing centres

Mar

gin

49

Concentrating Gum Production

Rockford

Mexico

Turkey

Poland

Thailand

Mar

gin

50

Beverages Reconfiguration - Motts

NY

PA

Mar

gin

51

Beverages Reconfiguration - Motts

FL

TX

CAUT IL

NY

PA

Mar

gin

52

Capital and Resource Allocation

Working capital efficiency

Maintaining an efficient balance sheet; dividend policy

Disposals of non-core businesses and surplus assets

Investing in higher-growth segments

Disciplined acquisition programme

Capi

tal

53

Working Capital Progress

0

10

20

30

40

50

60

Day

s Sal

es O

uts

tandin

gTrading Working Capital Performance

2003 2004 2005 2006

Capi

tal

Excludes Europe Beverages, CSBG & Cadbury Nigeria

54

Exit Low Growth and Non-Core Businesses

• Europe Beverages February 2006

• Programme of Non-Core disposals 2005-07

c.$3 billion

Capi

tal

55

Investing in Growth Markets

• Confectionery acquisitions Ongoing

• Beverages route to market 2006 & 2007

c.$1.5 billion

Capi

tal

56

Investing Behind Growth & Efficiency

Long-term Capex / Sales Ratio of c.5%

0%

1%

2%

3%

4%

5%

6%

2003 2004 2005 20062002

Perc

enta

ge

of

reve

nue

Capital Expenditure

Excludes PROBE Capi

tal

57

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

Balance Sheet EfficiencyN

et D

ebt

$’b

n

Net

Deb

t/EBIT

DA

Net debt Net debt/EBITDA

Targeting BBB+ rating

2002 2003 2004 2005 20060

1

2

3

4

At 2006 FY average rates

58

Summary

• Committed to improving margins and returns over time

• Opportunities to improve cost and efficiency performance

• Allocating our capital and resources to the highest growth and return opportunities

CAGNY Conference22 February, 2007

Todd Stitzer

Chief Executive Officer

60

Conclusion

Using all value levers to drive returns

Relentlessly focusing on cost reduction

Aggressively exploiting and expanding our platforms

Optimistic about our future