Reasons to Believe

IR OVERVIEW 2014

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; water scarcity and poor quality; changes in the nonalcoholic beverage business environment and retail landscape; increased competition; increased demand for food products and decreased agricultural productivity as a result of changing weather patterns; consolidation in the retail channel or the loss of key retail or foodservice customers; an inability to expand operations in developing and emerging markets; fluctuations in foreign currency exchange rates; interest rate increases; an inability to maintain good relationships with our bottling partners; a deterioration in our bottling partners' financial condition; increases in income tax rates, changes in income tax laws or unfavorable resolution of tax matters; increased or new indirect taxes in the United States or in other major markets; increased cost, disruption of supply or shortage of energy or fuels; increased 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; significant additional labeling or warning requirements or limitations on the availability of our products; an inability to protect our information systems against service interruption, misappropriation of data or breaches of security; unfavorable general economic conditions in the United States; unfavorable economic and political conditions in international markets; litigation or legal proceedings; adverse weather conditions; climate change; damage to our brand image and corporate reputation from product safety or quality, human and workplace rights, obesity or other issues, even if unwarranted; changes in, or failure to comply with, the laws and regulations applicable to our products or our business operations; changes in accounting standards; an inability to achieve our overall long-term goals; continuing uncertainty in the global credit markets; one or more of our counterparty financial institutions default on their obligations to us or fail; an inability to realize additional benefits targeted by our productivity and reinvestment program; an inability to renew collective bargaining agreements on satisfactory terms, or we or our bottling partners experience strikes, work stoppages or labor unrest; future impairment charges, including charges by equity method investees; multi-employer plan withdrawal liabilities in the future; an inability to successfully integrate and manage our Company-owned or -controlled bottling operations; 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, 2013 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.

2

We Are Uniquely Positioned to

Capture the Growth Opportunity

3

* Source: IHS Global Insights

Global Beverage Industry Growth is Fueled by Macro Trends

Increase in Urban Population

Growth

in Middle Class

Growth

in Personal Expenditure Per Capita*

Billion Teens Today

2010 - 2020

4

We Live in a Thirsty World Projected Value Growth

2014 - 2017 CAGR

Source: Euromonitor; NARTD excludes milk

4.6%

4.6%

5.2%

5.8%

Packaged Foods

Home Care

Beauty and Personal Care

NARTD

Since 2010, NARTD Retail Value has increased by $135B and is expected to grow more than $300B by 2020

5

Not a “One Size Fits All” Approach

Emerging Markets • Maximizing Volume • Investing for

Accelerated Growth

Developing Markets • Maximizing Value Through

Segmentation • Building Customer Loyalty

Developed Markets • Driving Profitable Growth

Through Innovation and Productivity

NARTD Retail Value Growth >$300 Billion (2014-2020)

6

We Have a Broad and Growing Portfolio of Brands

Schweppes is owned by the Company in certain countries other than the U.S. 7

We Have the World’s Strongest System

Brands in

Countries

Bottling Partners

Outlets Million

Global System Employees Thousand

Top 10 Private Employer

Billion Servings Every Day

Nearly

8

2020 vision

transition slide

We Have a Clear Roadmap for Winning

with Our Bottling Partners

9

Our 2020 Vision Sets High Expectations

Our Mission Our Vision Our Goals Our System Priorities Our Metrics

…Create

value and

make a difference

Profit More than double system

revenue while increasing system margins

Maximize Company and

bottler long-term cash flow

Economic profit growth

check for consistency; came over

from 4:3

10

We Invest Through a “Value Lens” to Drive Long-Term Profitable Growth

3-4%

5-6%

6-8%

Volume NetRevenue

OI EPS

*Comparable Currency Neutral

High Single Digits

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

11

2013 Volume Fell Short of Our Expectations

12

5% 2%

2010-2012 2013

Target

2010 - 2013 Volume 2010 - 2013 EPS*

10% 8%

2010-2012 2013

* Comparable Currency Neutral

FX Impact 0% -4%

We Continue to Refresh Our Shareowners

13

• Years of Consecutive Annual Dividend Increases

• 2014 Net Share Repurchases $2.5-$3B

$4.1B $4.3B $4.6B $5.0B

$1.3B $2.8B $3.1B

$3.5B

2010 2011 2012 2013

Net Share Repurchases Dividends

Returned to Shareowners

2013

Cash from Operations Billion Value Nearly

Needs a frame and spacing

13

• Consecutive Years of Annual Dividend Increases

• Increase in 2014

• $5 Billion in 2013

• CAPEX $2.5 to $3 Billion in 2014

• Invest Behind Our Brands

• Accelerate Growth and Efficiency Through Acquisitions and Partnerships Across Our Supply Chain

• Net Repurchases of $2.5 to $3 Billion in 2014

Our Cash Priorities

14

3

1 2

3

4

52

9%

SUSTAINABLE VALUE

CREATION

14

TRANSITION

PAGE

5 Strategic

Priorities

Our Five Strategic Priorities

15

Five Strategic System Priorities to Restore Momentum

1 Accelerate Sparkling Growth, Led by Coca-Cola

2 Strategically Expand Our Profitable Still Portfolio

3 Increase Brand Investments by Maximizing Productivity

4 Win at the Point of Sale by Unlocking the Power of the System

5 Invest in Our Next Generation of Leaders

16

1 The Future is Sparkling

Beverages*

• #1 Value Pool in NARTD Today

• #1 Value Growth in NARTD to 2020

• More than $100B Retail Value Growth Today to 2020

• +3% CAGR Since 2009

• More than 1.1B Incremental Unit Cases Since 2009

• +4% CAGR Since 2009

• #1 Brand in Both China and India

• +3% CAGR Since 2009

• More than 2 Billion Unit Cases Sold in 2013

* Source: Euromonitor and internal estimates

17

We Are Driving Innovation 1

• 84% Awareness

• 76% Incremental Volume

• Bringing People Back into the Category

Coca-Cola Life in Argentina Natural Zero-Calorie Sweeteners

Entry Level Packaging

192 ml / 6.5 oz

For Today For Tomorrow

PlantBottle • More than 20B

Distributed in 28 Countries

• Double-Digit Increase in Servings

• 4-5% Increase in Customer Visits

Freestyle

18

Strategically Expanding Our Profitable Still Portfolio 2

19

Growing Our Billion Dollar Still Brands

Building Breadth Across New Categories

Building Depth Within Our Portfolio

Our Juice and Juice Drinks Portfolio is Strong 2

20

We Are Further Expanding Our Global Marketing Network

3

21

Olympics, fifa

and share a

coke. bubbles

We Are Winning at the Point of Sale Im

me

dia

te

Co

nsu

mp

tio

n

Feet

On

Th

e S

tre

et

Cu

stom

er

Partn

ersh

ips

RED

4

Right Execution Daily

Global System Investments

$50B+

2010-2013

22 22

We Are Investing in Our Leaders 5

Building Bench Strength

Promoting Women in Leadership

Enhancing Capabilities

of Global Leaders Are Women

23

Our Reach is Truly Global and

Truly Local

24

A Truly Global Business

North America 21% of Total Company Unit Cases 24% of Total Company

Operating Income

Latin America

29% of Total Company Unit Cases

28% of Total Company Operating Income

0% FY 2013 Volume Growth

+1% FY 2013 Volume Growth

Europe 14% of Total Company

Unit Cases

28% of Total Company Operating Income

-1% FY 2013 Volume Growth

Eurasia & Africa1

15% of Total Company Unit Cases

11% of Total Company Operating Income

+7% FY 2013 Volume Growth

Asia Pacific

21% of Total Company Unit Cases

24% of Total Company Operating Income

+3% FY 2013 Volume Growth

Note: Total Company Operating Income on this page totals >100%, as it does not reflect Corporate expenses.

25

Europe: Future Growth Opportunities Despite Headwinds

Billion Europe’s NARTD Industry Retail Value Growth

• Top 3 Sparkling Brands

• Opportunity for Volume and Value Share Gains

• Largest NARTD Retail Value Pool

Europe Group

2012 2020

26

Asia Pacific: A Tale of Two Worlds Growing Together

Vietnam

+25%

2013 Volume Growth Rates

Indonesia

+10%

India

+4% Thailand

+9%

China

+3%

• GDP Per Capita

Developed ~$35K

• GDP Per Capita

Emerging

~$6K

27

NARTD Industry Volume Growth

2012 2020

NARTD Industry Retail Value Growth

2012 2020

Eurasia & Africa: A Solid Foundation to Capture Growth

#2 Tea

#1 Juice & Juice Drinks

#2 Sports Drinks

#2 Water

#1 Sparkling

28 28

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

• Build Strong Brands

• Translate Brand Value into Customer Value

• Invest in Capabilities to Sustain & Repeat

Our Strategy

• Expanding Population

• Favorable Demographics

• Vibrant NARTD Business

Our Market

2013 Full Year

Volume Share

Sparkling

Sports Drinks

Teas

Juice/Juice Drinks

Energy

Still

Value Share

NARTD

29

4% 4% 4% 4% 6% Latin America

Group Latin Center Mexico Brazil South Latin

4-Year Volume CAGR 2010-2013

Latin America: We are Delivering Sustainable and Balanced Growth

30

Bottling Investments Group and CCR Continue to Evolve

Company-Owned Bottlers Management/Oversight Role Recent Bottling Divestitures Nidan Juice Company

CCR: Coca-Cola Refreshments

• Largest Global Bottler

• 19 Markets

• > 25% of System Volume

• ~115K Employees

31

BIG is a Growth Accelerator for the System

• Provide Strategic Market Leadership to Drive Growth

• Act as Venture Capitalist to Move Quickly into a Market

• Resolve Ownership and Management Changes – Structural or Philosophical

• Create Long-Term Sustainable Growth

• Act as a Model of Collaboration with Other Bottlers

32

We Build Sustainable Businesses

• We Manage the Business for the Long Term – Key Metrics: OI, EBITDA, Economic Profit, Margin

Improvement, Volume AND Value Share

• Committed to Refranchising

• Finding the Right Partner is Key – Aligned, Long-Term Strategy for the Business

– Proven Management Team with Capabilities in Market Environment

– Financial Flexibility and Willingness to Invest in the Business

– Strong Culture / Engagement

33

Unwavering Belief in Our 2020 Vision

Our 2020 Vision Remains Clear

35