1. Sanford Bernstein 19 th Annual Strategic Decisions Conference June 2003 Jim Robbins – President and CEO The Evolution of Our Success

2. Safe Harbor During this presentation, we will be making certain forward looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, about business strategies and goals, market potential, future financial performance, new service and product launches and other matters. These statements address matters that involve significant risks and uncertainties that could cause actual results to differ materially from such statements, including, without limitation, possible changes in expected market acceptance of new products or services, impact of rate changes, ability of vendors to meet contractual obligations, competitive issues, regulatory issues and continued access to capital on terms acceptable to the Company. Please refer to publicly filed documents of the Company, including the Company’s most recent Form 10-K for additional information about the Company and for additional information about the risks and uncertainties related to the Company.

3. Use of Non-GAAP Measures This presentation contains certain non-GAAP financial measures including operating cash flow (also referred to as EBITDA) and free cash flow. For full disclosure of the use of these non-GAAP measures and a reconciliation between the non- GAAP financial measures and the GAAP financial measures, please see our quarterly earnings press release, 10K or 10Q available at www.cox.com/investor.

4. Throughout the last eight years, Cox Communications has grown in size, service offerings and wisdom. Although our focus has changed and evolved over time, our overall strategy has remained the same – to deliver long-term shareholder value. We see tremendous upside across all areas of our business and a bright future ahead. In order to understand where we’re going, it is first important to understand where we’ve been…. The Evolution of Our Success

5. 19952000 1997199620012002 2003 A Journey Through the Years The Cox Timeline MOMENTUM

6. The Evolution of Our Success 19952000 Focus: Clustering through Acquisitions Upgrades/Rebuilds Establish High Standards of Customer Service Introduce New Services IPO & Acquisition of Times Mirror Cable Cox embraces 96 Telecom Act Launch of digital video, high speed Internet and digital telephone 2003 MOMENTUM 1997199619981999 Acquisition of TCA Cable TV

7. Clustering Through Strategic Acquisitions System Profile - 1995 California: San Diego Orange County Bakersfield / Santa Barbara Humboldt Palos Verdes California: San Diego Orange County Bakersfield / Santa Barbara Humboldt Palos Verdes Phoenix, AZ Pensacola/Ft. Walton Beach, FL New England Gainesville/Ocala, FL Middle Georgia Ohio:Cleveland Coshocton / Newark Ohio:Cleveland Lubbock / Midland, TX New Orleans, LA Omaha, NE Virginia: Hampton Roads RoanokeVirginia: Roanoke Oklahoma City, OK Lafayette, IN Note: Some systems are not shown above because they were subsequently sold, traded or only partly owned by Cox as of Dec. 1995 Myrtle Beach, SC 2.6 million basic customers

8. California: San Diego Orange County Bakersfield / Santa Barbara Santa BarbaraHumboldtCalifornia: San Diego Orange County Bakersfield / Santa Barbara Santa BarbaraHumboldt Phoenix, AZ Pensacola/Ft. Walton Beach, FL New England (includes parts of Rhode Island, Connecticut, & Massachusetts) New England (includes parts of Rhode Island, Connecticut, & Massachusetts) Sun Valley, ID Tucson/Sierra Vista, AZ Gainesville/Ocala, FL Middle Georgia Cleveland, OH Texas:BryanGeorgetownTylerVictoria West Texas (includes Lubbock, Midland, Amarillo, San Angelo, Abilene and nearby areas, + Clovis, NM) Texas:BryanGeorgetownTylerVictoria West Texas (includes Lubbock, Midland, Amarillo, San Angelo, Abilene and nearby areas, + Clovis, NM) Louisiana:Alexandria Baton Rouge Bossier City Lafayette Lake Charles New Iberia New Orleans Louisiana:Alexandria Baton Rouge Bossier City Lafayette Lake Charles New Iberia New Orleans Omaha, NE (includes Council Bluffs, IA) Omaha, NE (includes Council Bluffs, IA) Virginia: Northern VA Hampton Roads RoanokeVirginia: Northern VA Hampton Roads Roanoke North Carolina: Rocky Mt. Greenville New Bern North Carolina: Rocky Mt. Greenville New Bern Oklahoma: Oklahoma City TulsaEnidMuskogeeStillwaterOklahoma: TulsaEnidMuskogeeStillwater Arkansas:Fayetteville/ Springdale Springdale Fort Smith BentonvilleRussellvilleJonesboro (+S.W. Missouri) Arkansas:Fayetteville/ Springdale Springdale Fort Smith BentonvilleRussellvilleJonesboro (+S.W. Missouri) Kansas:WichitaTopeka Manhattan/Junction City Southeast Kansas Salina Dodge City/Garden City Kansas:WichitaTopeka Manhattan/Junction City Southeast Kansas Salina Dodge City/Garden City Las Vegas, NV Grew to over 6 million basic customers in 5 years Clustering Through Strategic Acquisitions System Profile - 2000

9. HEAD END (Signal Processing Center) DISTRIBUTION SYSTEM (Trunk & Feeder Lines) DROP SYSTEM (Service Wire & Set Top Terminal) HEAD END Network Rebuilds & Upgrades Classic Cable Network in the Beginning

10. Ring-in-Ring Redundant Fiber to Nodes Serving ~750 Homes Passed Outstanding Reliability and More Targeted Bandwidth Network Rebuilds & Upgrades A New Beginning – 1995 Classic Cable Network – The Cox Way HEAD END

11. Network Rebuilds & Upgrades The Cox Way 5 MHz 42 MHz 54 MHz Downstream 750/860 MHz UpstreamTwo-Way "Broadcast" Two-Way Reserve 550 MHz Voice & Data Svcs Digital TV Services Analog TV Services Impulse Voice&Data 650 MHz 30 MHz Spare HDTV,VOD Reserve 750 MHz of bandwidth serving an average of 750 homes passed is more than enough capacity for our future needs 750 MHz 1000 HP HE Ring in Ring Node

12. Introduction of Broadband Strategy More Than Just a Cable Company Cox embraced the spirit of the 1996 Telecommunications Act by providing competition and customer choiceCox embraced the spirit of the 1996 Telecommunications Act by providing competition and customer choice –Digital Cable –High-Speed Internet –Digital Telephone –One common back-office platform

13. The Evolution of Our Success 199520002003 Focus: Completion of Rebuilds Launch of New Services Development of Commercial Services Cox Business Services is established Launch trial of EOD 2001 Focus: Clustering through Acquisitions Upgrades/Rebuilds Establish High Standards of Customer Service Introduce New Services 2002 Build out of IP Backbone MOMENTUM

14. Early Focus on Rebuild/Upgrades Largely Complete 114,469 Miles 91% Two-Way YE 2000 112,071 Miles 75% Two-Way YE 2001 YE 2002 117,479 Miles 96% Two-Way YE 2003 119,542 Miles 97% Two-Way <450 450 550/625 750> 68% 11% 81% 86% 86% 92% 6% 4% 5% From 2000 to 2003, we upgraded over 45,000 miles of plant and built over 8,000 miles of new fiber

15. New Product Launches Penetration by Product Note: Penetration is defined as the number of subscribers divided by ready homes passed by product From 2000 to 2002, Cox launched digital cable and high- speed Internet to over 4 million homes and launched digital telephone to over 2.5 million homes How high can we go?

16. New Product Development Commercial Services Launched Cox Business Services in 2000 and today CBS contributes 5% of total company revenuesLaunched Cox Business Services in 2000 and today CBS contributes 5% of total company revenues Significant opportunity with over 320,000 businesses within 100 feet of our existing HFC networkSignificant opportunity with over 320,000 businesses within 100 feet of our existing HFC network We are leveraging the residential infrastructureWe are leveraging the residential infrastructure –Same NOC –Same switches –Same trucks, employees, etc.

17. The Evolution of Our Success 199520002003 Focus: Completion of Rebuilds Launch of New Services Development of New Services Development of New ServicesFocus: Growth As a Top Priority Improve productivity and efficiencies Enhance our Competitive Position Execution Because we’ve focused on the right things at the right time, we’re powerfully positioned for a competitive marketplace! Focus: Clustering through Acquisitions Upgrades/Rebuilds Establish High Standards of Customer Service Introduce New Services The “Sweet Spot” MOMENTUM

18. The “Sweet Spot” 1Q03 Highlights Basic subscribers grew 0.6% since 1Q02 and total customer relationships grew 2.0%Basic subscribers grew 0.6% since 1Q02 and total customer relationships grew 2.0% High-speed Internet additions remain strong with 7 out of 10 customers continuing to choose Cox NOT DSLHigh-speed Internet additions remain strong with 7 out of 10 customers continuing to choose Cox NOT DSL 780,000 telephone subscribers and 19% penetration to ready homes at the end of 1Q03780,000 telephone subscribers and 19% penetration to ready homes at the end of 1Q03 Digital penetration to basic customers at 30%Digital penetration to basic customers at 30% –Continued focus on sell-in to new basic subscribers

19. The “Sweet Spot” Product and Customer Growth We continue to leverage the capital investment in our plant to deliver more services and derive more revenue from every home we pass Total Basic Customers6,315,9506,275,390.6% Total Advanced Service RGUs4,219,1013,059,19938% Total RGUs 10,535,0519,334,58913% Total Homes Passed10,268,14610,021,9792.4% RGUs per Home Passed1.03.9311% Total Rev. per Home Passed / mo.$ 44$ 3913% 1Q031Q02 % Change

20. Growth As a Top Priority Financial Performance 16% Growth 22% Growth (in millions) 46% Decline 1Q03 EBITDA margins were 35.1%, a 180 basis point improvement over 1Q02

21. The “Sweet Spot” Consistently Delivering Free Cash Flow (Millions of Dollars) We will be free cash flow positive for the full year 2003 Actual 1Q03 Actual 3Q02 Actual 4Q02 Total Operating Cash Flow$ 479 $ 492$ 453 Capital Expenditures(326)(501)(418) Cash Increase in Working Capital(32)10573 Cash Paid for Interest(93)(85)(118) Cash Refunded (Paid) for Taxes27528 TOTAL FREE CASH FLOW $ 30$ 86 $ 18

22. Growth As a Top Priority Diversified Revenue Streams 1Q00PF1Q03 Percentage of Residential Revenue 91% 4% 3% 2%

23. Growth As a Top Priority New Product Rollout as of 1Q03 HDTV available to approximately 40% of homes passedHDTV available to approximately 40% of homes passed –Local, premium, Discovery and ESPN content Digital Video Recorder (DVR) launched in Gainesville and Northern VirginiaDigital Video Recorder (DVR) launched in Gainesville and Northern Virginia Entertainment on Demand in various stages of launch in four marketsEntertainment on Demand in various stages of launch in four markets Home Networking now launched in 13 marketsHome Networking now launched in 13 markets

24. Improving Productivity Productivity Initiatives Increase field service efficiency and effectivenessIncrease field service efficiency and effectiveness –Promoting self-installation –Multiple product installations on one truck roll Decrease calls into the call centerDecrease calls into the call center –Providing alternatives such as web mail, website FAQ’s, etc. –Increasing ease of self-installation and product use –Stabilization of HSI network Decrease churnDecrease churn –Bundling and sell-in strategies –Price/value equation –Commitment to quality customer service

25. Improving Productivity Service Calls JanuaryFebruary MarchTotal 2002 Pro forma 234,867219,961231,447 686,275 2003 Actuals 195,435163,136185,216 543,787 Difference-17%-26%-20%-21% Service Call Truck Rolls – All Lines of Business This improvement resulted in 143,000 less truck rolls during the quarter

26. Improving Productivity Self-Installations – High Speed Internet ~ 15% ~ 35% 20022003 Approximately 80% Self-installations in Omaha in 1Q03

27. Improving Productivity Call Volume (Self-Reliance) The build out and management of our own backbone has increased network reliability

28. Improving Productivity Churn Is Down!

29. Improving Productivity We’re Executing On Our Goals Increase field service efficiency and effectivenessIncrease field service efficiency and effectiveness Decrease calls into the call centerDecrease calls into the call center Decrease churnDecrease churn Making Progress Improvements in the above areas contributed to the 180 basis point improvement in margin from 1Q02 to 1Q03

30. Control Our Costs Drivers of Capital Expenditure Reduction Over 90% of our HFC plant is upgraded to 750 MHz or higherOver 90% of our HFC plant is upgraded to 750 MHz or higher Customers are buying their own equipmentCustomers are buying their own equipment - 80% of 1Q03 new High- Speed Internet connects purchased their modem 41% of homes are upgraded to provide telephone service41% of homes are upgraded to provide telephone service Rebuild and upgrade capital spending is behind usRebuild and upgrade capital spending is behind us Reduced spending on customer premise equipmentReduced spending on customer premise equipment -Customer growth is driving success-based capital Major capital spending to offer phone service is behind usMajor capital spending to offer phone service is behind us Capex trends…What it means…

31. Competitively Positioned Bundling is a Key Advantage CoxBundlingStrategy NewProductDevelopment CompetitiveMarketing RetailDistributionStrategy CustomerServiceQuality UpgradeCompletion Programming & Content & Content

32. Bundling Drives Penetration (In Thousands) % = Bundled Penetration to Basic Customers 19% 21% 23% 26% 28% Bundled penetration in Orange County and Omaha is now above 50%

33. Competitively Positioned Why Phone is Important to the Bundle The more products we offer, the more likely our customers are to subscribe to all of our services!

34. Competitively Positioned Cox Versus DBS Our fully integrated 3-product bundle is more competitive than what DBS can provideOur fully integrated 3-product bundle is more competitive than what DBS can provide –DBS penetration in Cox markets grew more in 2001 than in 2002 despite local into local launches and increased promotional activity –1Q03 DBS penetration in our markets was flat versus 4Q02 at nearly half the national average –DBS operators are constrained by bandwidth and lack localism and two-way capability Only Cox can offer video, voice and high-speed Internet services with the option of one bill

35. Competitively Positioned Cox versus the RBOC DSL providers (most notably SBC) have been using aggressive promotions for the past 9-12 monthsDSL providers (most notably SBC) have been using aggressive promotions for the past 9-12 months –We have seen no impact on Cox High-Speed Internet run rates - even in California Verizon recently reduced DSL pricing to $34.95 raising questions in investors’ mindsVerizon recently reduced DSL pricing to $34.95 raising questions in investors’ minds Cox HSI is very competitively positioned: Cox Verizon Speed - downstream3 Mbps1.5 Mbps*Speed - downstream3 Mbps1.5 Mbps* Speed - upstream256 Kbps128 KbpsSpeed - upstream256 Kbps128 Kbps Availability96%63%Availability96%63% * 1.5 Mbps at best depending on distance from central office

36. Competitively Positioned The Cox Bundle Comes Out Ahead Difference HSI Service $ 29.95 $ 39.95 $ 10.00 (a) Telephone Service 28.95 11.95 (17.00) (b) Telephone Features included 5.95 5.95 Subtotal (HSI + Phone)58.90 57.85(1.05) (c) Video Service 39.98 40.99 1.01 Bundle Value/Discount (10.00) (10.00) Total $ 98.88 $ 88.84 $ (10.04) COXVERIZON (a)$29.95 Verizon offer requires purchase of telephone package and LD (b)Minimum feature requirement for Cox Bundle (c)Verizon Video represents DISH Network Top 100 plus local channels; Cox Video is standard service (bundled discount does not require digital service in this market) RHODE ISLAND

37. The Evolution of Our Success Despite our changing focus throughout the years, our strategy has always stayed the same – grow and manage the business to maximize long-term shareholder value A Journey Through the Years 19952000 1997199620012002 2003 MOMENTUM

38. What’s in Store for the Future? We’ll Keep Doing What We Do Best Continued basic subscriber growthContinued basic subscriber growth Driving the new and advanced services penetration higherDriving the new and advanced services penetration higher Double-digit growth in revenue and EBITDA through the plan yearsDouble-digit growth in revenue and EBITDA through the plan years Improving marginsImproving margins Continued significant declines in capex leading to significant free cash flow generationContinued significant declines in capex leading to significant free cash flow generation –Expect capex of ~$1 billion in the outer years of our plan assuming mid-teens revenue and EBITDA growth Our long-term strategy puts us in a great position for future growth

39. Sanford Bernstein 19 th Annual Strategic Decisions Conference June 2003 Jim Robbins – President and CEO The Evolution of Our Success