Investing Together for a

Better Tomorrow

C A G N Y 2 0 1 3 ● F E B R U A R Y 2 2 , 2 0 1 3

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Forward-Looking Statements This presentation may contain statements, estimates or projections that constitute “forward-looking statements” as defined under U.S. federal securities laws. Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “project,” “will” and similar expressions identify forward-looking statements, which generally are not historical in nature. Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from The Coca-Cola Company’s historical experience and our present expectations or projections. These risks include, but are not limited to, obesity and other health concerns; scarcity and quality of water; changes in the nonalcoholic beverage business environment and retail trends; our ability to realize a significant portion of the anticipated benefits of the acquisition of Coca-Cola Enterprises Inc.’s North American business (the “CCE Acquisition”); our increased level of indebtedness as a result of the CCE Acquisition; our pension expense increase as a result of the CCE Acquisition; continuing uncertainty in the credit and equity markets; increased competition; our ability to expand our operations in developing and emerging markets; foreign currency exchange rate fluctuations; increases in interest rates; our ability to maintain good relationships with our bottling partners; the financial condition of our bottling partners; increases in income tax rates or changes in income tax laws; increases in or new indirect taxes; our ability to renew collective bargaining agreements on satisfactory terms and our and our bottling partners ability to avoid strikes, work stoppages or labor unrest; increase in the cost, disruption of supply or shortage of energy; increase in the cost, disruption of supply or shortage of ingredients, other raw materials or packaging materials; changes in laws and regulations relating to beverage containers and packaging; adoption of significant additional labeling or warning requirements; unfavorable general economic conditions in the United States or in other major markets; unfavorable economic and political conditions in international markets; litigation uncertainties; adverse weather conditions; product safety or quality issues or negative publicity that may damage our brand image and corporate reputation; changes in, or failure to comply with, the laws and regulations applicable to our products or our business operations; changes in accounting standards; our ability to achieve overall long-term goals; our ability to realize significant benefits from our productivity and reinvestment program; our ability to protect our information systems; additional impairment charges; our ability to successfully manage Company-owned or controlled bottling operations; the impact of climate change on our business; global or regional catastrophic events; and other risks discussed in our Company’s filings with the Securities and Exchange Commission (SEC), including our Annual Report on Form 10-K for the year ended December 31, 2011 and our subsequently filed Quarterly Reports on Form 10-Q, which filings are available from the SEC. You should not place undue reliance on forward-looking statements, which speak only as of the date they are made. The Coca-Cola Company undertakes no obligation to publicly update or revise any forward-looking statements.

Reconciliation to US GAAP Financial Information

The following presentation may include certain "non-GAAP financial measures" as defined in Regulation G under the Securities Exchange Act of 1934. A schedule is posted on the Company's website at www.coca-colacompany.com (in the “Investors" section) which reconciles our results as reported under General Accepted Accounting Principles and the non-GAAP financial measures included in the following presentation.

Our 2020 Vision: Past, Present and

Future

Volume OperatingIncome*

EPS*

Delivering Against Our Long-Term Growth Targets. . .

4

3-Year CAGR 2010-2012

10% 10%

*Comparable Currency Neutral

5%

. . .Results in Our Strong Cash Flow

5

Cash, It’s Still the Real Thing

$9.5B

$10.2B

2010 2011 2012

• Reinvest in the Business

• Pay Dividends

– Consecutive Years of Annual Dividend Increases

– Increase in 2013

– Billion Paid 2010-2012

• Strategically Invest via Acquisitions and Partnerships

• Repurchase Shares

– Billion Net Share Repurchases 2010-2012

Cash Priorities

$11.5B

* Excluding pension contributions of $769 million in 2011 and $900 million in 2012

*

*

CASH FROM OPERATIONS

Investing Through a “Value Lens” Leads to Long-Term Profitable Growth. . .

6

3-4%

5-6%

6-8%

Volume Net Revenue OI EPS

*Comparable Currency Neutral

High Single Digit

Long-Term Growth Targets* Economic Profit Growth Target 10%+ CAGR

. . .and Enables Us to Seize the Opportunity

7

2012 20202012 2020

Million

Middle-Class Growth

Personal Consumption Growth

Trillion

2012 2020

NARTD Retail Value Growth*

Billion

*NARTD excludes milk and bulk water

Our Strategy Cannot Be a “One Size Fits All” Approach

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Emerging Markets • Maximizing Volume • Investing for

Accelerated Growth

Developing Markets • Maximizing Value through

Segmentation • Building Customer Loyalty

Developed Markets • Driving Profitable Growth

Through Innovation & Productivity

NARTD Retail Value Growth $400 Billion (2013-2020)

Our Franchise System Continues to Evolve to Create Long-Term Profitable Growth

9

Iberia • Merger of 7 Bottling

Partners Japan • Merger of 4 Bottling

Partners in Kanto Region*

Brazil • Merger of 3 Bottling

Partners*

* Pending regulatory and/or shareholder approval

Philippines • Sold Controlling

Interest to KO FEMSA

New Global Operating Structure

10

A Combined Years of System Experience

Ahmet Bozer EVP & President

Coca-Cola International Steve Cahillane EVP & President Coca-Cola Americas

Irial Finan EVP & President Bottling Investments

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Investing Together for a Better Tomorrow in

Coca-Cola International

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Coca-Cola International Overview

350+ Brands ~120 Bottling Partners 50% of Total Company Volume

Solid Presence

Population of ~6.1 Billion 37% of Population Under 21

Large, Dynamic Consumer Base • Europe: Positioned

to Capture Profitable Growth

• Pacific: Developed and Emerging Markets Growing Together

• Eurasia & Africa: Delivering Results Over the Short and Long Term

Europe Group

Positioned to Capture Profitable Growth

Industry

Europe: Future Growth Opportunities Despite Headwinds

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• ~900 Per Capita Consumption (~3x Global Average)

• Largest NARTD Retail Value Pool

Europe Group

• 176 Per Capita Consumption (~2x Global Average)

• Top 3 Sparkling Brands

• Opportunity for Volume and Value Share Gains

2012 2020

Billion

Europe’s NARTD Industry Retail Value

Growth Opportunities Exist Across Europe

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• Immediate Consumption Channels

• Price/Pack Innovation

• Winning with Our Customers

• Strengthening Our Still Portfolio

• Market the Category and Grow Core Brands

Germany: Sustainable Growth Momentum

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• Household Penetration

• Integrated Bottler System

• Teen Recruitment

3-Year Volume CAGR 2010-2012

• Refillable PET

Investing in Our Core Brands

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Pacific Group Developed and Emerging Markets Growing Together

A Tale of Two Worlds

Developed • KO Per Capita

Consumption

• GDP Per Capita

Emerging

• KO Per Capita Consumption

• GDP Per Capita

2012 Volume Growth Rates

Philippines +5%

Australia +3%

India +16% Thailand

+22%

China +4% Japan +2%

19

176

~$35K

31

~$6K

Japan: Continuing to Drive Profitable Growth

20

2010 2011 2012

Vending Innovation

Formation of CCEJ*

• Three Consecutive Years of Record High Sales Volume

• Share in Sparkling, Coffee and Sports Drinks

• Share in Non-Sugar Tea and Water

• System to Invest $120M in 2013

#1

#2 * Coca-Cola East Japan

China: Well Positioned to Capture Growth Opportunities

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2012 2020

NARTD Industry Volume Growth

GDP Per Capita

+$2,600

Urbanization +110 MM

Middle Class +300 MM

Our Brands • 3 Billion-Dollar Brands • Coca-Cola and Minute Maid

Voted Most Favorite Brands • Sprite is China’s Largest

Sparkling Brand • Fanta Exceeded 100 Million

Cases

Our System • Strong Franchise Model • System Investments

$4 Billion (2012-2014) • Rated No. 1 Beverage

Supplier for Customers*

* 2012 Kantar Rating

India: Strong Growth in a Competitive Environment

22

2010 2011 2012

• 3 of Top 5 Sparkling Brands

• Maaza – India’s #1 Juice Drink

2012 vs 2009 NARTD Performance

Volume Share

Value Share

23

Eurasia & Africa Group Delivering Results Over the Short and Long Term

Our Opportunities Are Shaped By Three Forces

24

2020 Demographic Trends

2010 2011 2012

Per Capita Opportunity

Economic Outlook/ Natural Resources

• 1.9B Population • 52 Per Capita

Consumption

• 66% of World’s Oil Reserves • 75 Million

Additional Urban Residents

Growing Leadership

Volume Share

Value Share

NARTD 2012 vs 2009

Excluding India and SW Asia BU

2012 2020

A Solid Foundation to Capture the Opportunity

Industry Volume

2012 2020

Industry Retail Value

#2 Tea #1 Juice & Juice Drinks

#1 Sparkling #2 Water #2 Sports Drinks

25

Our Investments Continue to Strengthen Our Foundation

26

• Vibrant Juice Category • Investment in Aujan

− RANI is #1 Juice Brand in the Middle East

Middle East Russia

• 20% Growth in Brand Coca-Cola in 2012

• Sochi 2014 Olympics and Olympic Torch Relay

The Next Frontier Africa

Brand Portfolio Integrated Marketing

• Emerging Economic Powerhouse

• Invest in Retailers’ Skill Development

Sochi 2014 Olympics

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28

Investing Together for a Better Tomorrow in Coca-Cola Americas

Coca-Cola Americas Overview

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225+ Brands ~130 Bottling Partners 50% of Total Company Volume

Solid Presence

Population of ~950 Million 34% of Population Under 21

Large, Dynamic Consumer Base

• North America: Best Brand, Sales & Customer Service System

• Latin America: Drive Sustainable Growth

North America Group Best Brand, Sales & Customer Service System

North America: Executing Our Consistent Strategy to Win in this Profitable Market

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Our Strategy

● Build Strong Brands

● Translate Brand Value into Customer Value

● Invest in Capabilities to Sustain & Repeat

Our Market

● Expanding Population

● Favorable Demographics

● Vibrant NARTD Business

We Are Building Strong Brands…and Delivering Strong Results

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Source: USA B-CUBED, 12MMT Dec 12 (Ages 13-64)

2.0x 2.9x 5.9x 6.3x 2.0x 1.6x 4.0x

Favorite Brand vs Primary Competitor Volume Share

Sparkling

Sports Drinks

Tea

Juice/ Juice Drinks

Energy

Still

Value Share

NARTD

2012 Full Year

We Are Creating Value Across Categories

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29%

34% 31%

26%

2009 2010 2011 2012

+10 Point Value Share Swing

Juice & Juice Drinks3

Still Beverages

3 Nielsen Total US, All Measured Channels, Chilled Juice & Juice Drinks (Simply/MM vs Trop/Dole)

2012 Immediate Consumption Trends1

The Coca-Cola Company +5.9% Primary Competitor +4.8%

Value Share Percent Change

Swing +1.1%

Sparkling Beverages

1 Nielsen Total US, Convenience Retail, Immediate Consumption Packages

Future Consumption Pricing2

$4.74 $4.94

$4.32

$4.55

2009 2010 2011 2012

2 Nielsen Total US, Supers >$2MM, EQ Price, Future Consumption Packages, Per Equivalent Case

16% 21%

79% 73%

2009 2010 2011 2012

+11 Point Value Share Swing

Sports Drinks4

4 Nielsen Total US, All Measured Channels, Sports Drinks (Powerade vs Gatorade)

We Are Investing in Capabilities to Sustain and Repeat

Provide “One Voice”

To Our Customers

Advance Shopper

Marketing

Drive Revenue Growth

Management

Leverage Category Advisory

Capabilities

Deliver Best-in-Class

Customer Service

5 4 3 2 1

CUSTOMER GROWTH STRATEGIES

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North America System Objective: Design & Implement the Most Effective Business System

35

MAKE IT WORK

MAKE IT BETTER

MAKE IT BEST

35

We Are Investing in System Capabilities

36

Product Supply & Customer Care

Information Technology Systems

Human Resources & Capability Building

● Eliminated Waste ● Improved Customer Service ● Identified Further

Synergies

● Optimized CCR Legacy Operations

● Standardized Benefits Across CCR

● Activated HR Strategies

● Standardizing Best Practices Across CCR

● Building Common Foundation Across System

● Accelerating System-wide Capability Investments

● Optimize Processes & Systems

● Enhance System Capabilities

We Are Promoting the Category and Our Brands

37

Latin America Group Driving Sustainable Growth

We Are Delivering Sustainable and Balanced Growth

39

3-Year Volume CAGR 2010-2012

5% 3%

5% 6% 7%

LatinAmericaGroup

LatinCenter

Mexico Brazil SouthLatin

* Source: Millward Brown (Average of Latin America) ** Source: Nielsen

We Are Investing in Brand Coca-Cola

40

vs Key Competitor*

4%

Volume Growth 3-Year CAGR 2010-2012

Share Change** 2010-2012

Strong Consumer Engagement

Recruitment + + Continuous

Investment

Consumer Relevance

Favorite Brand

Growing Leadership

20x 2.1 pts

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We Are Investing in Our Leading Brands Portfolio

Sports Drinks

Category 2020 Vision

Coffee

• Category Leader

• Leader in On-Premise Coffee Solutions

Juice & Juice Drinks • Icon of Well-being for

Still Beverages

Value-Added Dairy

• Establish KO as a Player

Brands

We Are Investing in System Capabilities

42

Investing Ahead of Demand

• System investment commitments − Mexico USD$5B (2010-2014) − Brazil R$14B (2012-2016) − Chile USD$1.3B (2012-2016)

Strengthening Our Price & Pack Architecture

• Refillables & New IC Entry Packs • Revenue Growth Best Practices • Cooler Placement

Optimizing Commercial Advantages

• Innovative Still Beverage Business Models • Route-to-Market Technology • Consumer Direct Pilots

Growing in a Sustainable Way

• Recycling Plants • Community Development Programs • PlantBottle and Lightweighting

We Are Investing Together for a Better Tomorrow

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We Are Capturing the Opportunity

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0%

2%

4%

6%

2010 2011 2012

KO Volume

NARTD Industry Volume*

Personal Consumption

* NARTD excludes milk and bulk water

Leading the Industry

Gaining Market Share 2012 vs 2009

Volume Share

Value Share

Global NARTD

Still

Sparkling

YOY

In

cre

ase

45

Brands in

Countries

Our Journey to 2020

Past Present

• Coca-Cola Continues to be World’s Most Valuable Brand*

• Growing World’s Greatest Beverage Brand Portfolio

Future

• On Our Way to Doubling System Revenues by 2020

• Continue Creating Sustainable Value While Making a Lasting Difference

• Added $30+ Billion to Market Capitalization

• Sparkling Added 12+ Billion Incremental Transactions

* Per Interbrand’s 2012 Best Global Brands Report

Investing Together for a

Better Tomorrow

C A G N Y 2 0 1 3 ● F E B R U A R Y 2 2 , 2 0 1 3