Advancing Our Global Momentum

Consumer Analyst Group of Europe

Gary Fayard Chief Financial Officer

Steve Cahillane President and CEO

March 30, 2011

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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 beverages business environment, including changes in consumer preferences based on health and nutrition considerations and obesity concerns; shifting consumer tastes and needs, changes in lifestyles and competitive product and pricing pressures; risks related to the assets acquired and liabilities assumed, as well as the integration of, CCE’s North American business; the continuing uncertainty in the credit and equity market conditions; 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 indirect taxes or new indirect taxes; our ability and the ability of our bottling partners to maintain good labor relations, including the ability to renew collective bargaining agreements on satisfactory terms and avoid strikes, work stoppages or labor unrest; increase in cost, disruption of supply or shortage of energy; increase in cost, disruption of supply or shortage of ingredients or packaging materials; changes in laws and regulations relating to beverage containers and packaging, including container deposit, recycling, eco-tax and/or product stewardship laws or regulations; adoption of significant additional labeling or warning requirements; unfavorable general economic conditions in the United States and other major markets; unfavorable economic and political conditions in international markets, including civil unrest and product boycotts; litigation uncertainties; adverse weather conditions; our ability to maintain brand image and corporate reputation as well as other product issues such as product recalls; changes in, or our failure to comply with, laws and regulations applicable to our products or our business operations; changes in accounting standards and taxation requirements; our ability to achieve overall long-term goals; our ability to protect our information technology infrastructure; 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 filings with the Securities and Exchange Commission (SEC), including our Annual Report on Form 10-K for the year ended December 31, 2009 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 dates 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 includes 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 TheCoca-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.

Advancing Our Global Momentum

• Realizing Our 2020 Vision

• Advancing From a Position of Strength

• Driving Results Around the World

• Growing Again in North America

• The Opportunity is Abundant

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Realizing Our

2020 Vision: Our Roadmap for Winning Together with Our Bottling Partners

● Profit: More Than Double System Revenue

● People: Be A Great Place To Work

● Portfolio: More Than Double Our Servings Per Day

● Partners: Be The Most Preferred Beverage Partner

● Planet: Global Industry Leadership In Sustainability

● Productivity: Manage For Greatest Effectiveness

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Farrell Classified - Internal use

Realizing Our 2020 Vision

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Our Long-Term Targets Remain Appropriate

• Long-Term and Sustainable

• Meet or Exceed the Targets

• Remain Constructively Discontent

Volume Net Revenue OI EPS

3-4%

5-6%

6-8%

Note: Long-Term Growth Targets are Comparable Currency Neutral

Our Beliefs

High Single Digit

• Share Gains

• Consistent Revenue Growth

• Expanding Operating Margins

• Healthy Cash Flows

Our Metrics

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2006 2007 2008 2009 20102006 2007 2008 2009 2010

Unit Case Volume Growth

2 Comparable Currency Neutral

Operating Income Growth

8%

6% Long-Term Growth Target

10% 8% 11% 5% 6% 4% 3%

4%

3%

7%

Long-Term Growth Target

5% 11%

1 Excluding the Benefit of New Cross-Licensed Brands

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Delivering Consistent, Quality Results

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1 DPS = Dividends Per Share

2006 2007 2008 2009 2010

$1.8 $1.1

$1.5

Providing Solid Returns to Shareowners $27.4B Cash Returned to Shareowners 2006 - 2010 US $ in Billions (Other than Dividend Per Share amounts)

$5.4 $4.9

$4.6

Dividends Share Repurchase

$ 1.52 $ 1.24 $ 1.36

$2.5

$5.3

$ 1.64 DPS1

• 49th Consecutive Year of Annual Dividend Increases

• $2 - $2.5B Share Repurchase in 2011

$ 1.76

$7.2

$3.1

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Advancing From a Position of Strength

A Global Business System Like No Other

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Servings Every Day 20 Million

Customers Every Week Billion

Global Bottling Partners 300 Nearly

The World’s Greatest Brands . . .

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Billion Dollar Brands … and More to Come!

Sparkling Beverages

#1 Ready to Drink

Teas

#1 Juices and Juice

Drinks

#1 Ready to Drink

Coffees

#1

Innovating for Today

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Heinz PlantBottle

PlantBottle

Minute Maid Nimbu Fresh

Hugo

Mini Can

Cappy Sherbet

I LOHAS

Maaza Milky

Minute Maid Pulpy Super Milky

vitaminwater Stur-D

FSC Label

HFC Free Coolers

Freestyle

Dogadan RTD Tea innocent

NFC Juices & Recyclable

Carafes 1.25 Liter

Where Will Happiness Strike Next?

Innovating for Tomorrow

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Where Will Happiness Strike Next?

Connecting with Our Consumers

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Driving Results in Latin America

Advancing Our Momentum in Latin America

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Mexico 43% of Group Unit Cases

675 Per Capita

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Brazil 26% of Group Unit Cases

229 Per Capita

Argentina 7% of Group Unit Cases

318 Per Capita

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Latin America • 28% of Total Company Unit Cases • 28% of Total Company Operating Income • 40% of Population Under Age 21 • Adding an Average of 175 MM Sparkling

Unit Cases Every Year Since 2000

Brazil: Well Positioned for Ongoing Success

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• 1.9 Billion Unit Cases

• KO’s 4th Largest Market

• KO Growing 2.3X Faster than Brazil’s GDP1

• 3.4 Times Larger than Nearest Competitor

Coca-Cola Brazil FY 2010

1 2005-2010 CAGR

Sparkling Beverages

#1

Teas / Mates

#1

Juices / Juice Drinks

#1

Bottled Waters

#1

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Driving Results in the Pacific

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Advancing Our Momentum in the Pacific

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China 41% of Group Unit Cases

34 Per Capita

Japan 21% of Group Unit Cases

178 Per Capita

Philippines 12% of Group Unit Cases

144 Per Capita

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Pacific • 18% of Total Company Unit Cases • 24% of Total Company Operating Income • Nearly 5% Compounded GDP Growth Through 2020 • Almost 35% of the Next Decade’s Global GDP Growth

China: A Long-Term Growth Story

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2003 2010

KO Volume

2.9X

2003 2010

2.7X

NARTD Industry

LOOKING BACK: LOOKING FORWARD:

• Expanding Distribution Scale

• Investing Across Channels

• Innovating and Introducing Greater Variety

• Over 100 Million Incremental Unit Cases Added Each Year

• Outperformed the Industry for Past 7 Years

Helping Japan Recover

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• Donated 7 Million Bottles of Beverages

• Established Coca-Cola Japan Reconstruction Fund to Assist in Relief and Rebuilding; Focused on Helping Children

• Outside the Hardest Hit Region, Our Operations Had Limited Impact

• Some Warehouses and Sales Offices Damaged and a Small Percentage of Vending Machines Lost

• Bottlers are Collaborating and Leveraging Unique Coca-Cola Global Supplier Relationships to Meet Customer and Consumer Needs

Our Support

Our Business

Japan: Executing to Win Across Categories

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Coca-Cola Trademark: Sustainable Growth 2006-2010 CAGR

+7% +2% +27%

Georgia Coffee: Connecting with Consumers

Standard Bito (Low Calorie)

Black

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Driving Results in Eurasia & Africa

Advancing Our Momentum in Eurasia & Africa

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Russia 10% of Group Unit Cases

69 Per Capita

India 13% of Group Unit Cases

11 Per Capita

South Africa 13% of Group Unit Cases

254 Per Capita

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Eurasia & Africa Group • 16% of Total Company Unit Cases • 12% of Total Company Operating

Income • Nearly 70% of World’s Population

Growth by 2020 • 45% of Global Urban Growth and

Global Middle Class Growth by 2020

India: A Strong Growth Story

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2006 2007 2008 2009 2010

Per Capita

6

Per Capita

11

Total KO Volume

4 of Top 5 Sparkling Brands Owned by The Coca-Cola Company

2010 Volume Growth

+17%

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Driving Results in Europe

Advancing Our Momentum in Europe

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Great Britain 13% of Group Unit Cases

204 Per Capita

Germany 15% of Group Unit Cases

179 Per Capita

France 9% of Group Unit Cases

143 Per Capita

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Europe • 16% of Total Company Unit Cases • 35% of Total Company Operating Income • 30% of Global Personal Consumption • 35% of Global NARTD Retail Value Pool

Great Britain: Gearing Up for 2012 Olympics

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Q4 2010 Sparkling Growth

Coca-Cola +2%

Sprite +5%

Fanta +5%

• New Recyclable PET Carafes

• New Package Size Options for Smoothies

Germany: Restoring Sustainable Growth

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2010 NARTD Performance

• Volume

• Volume Share

• Value Share

Success Drivers

• Recruiting Teens

• Engaging New Consumers

• Building New Brands

• Working as One

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Driving Results in North America

Steve Cahillane President & CEO Coca-Cola Refreshments

Advancing Our Momentum in North America

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North America • 22% of Total Company Unit Cases • 18% of Total Company Operating Income • 3rd Largest Teen Population by 2020 • Growing Urbanization • Culture of Innovation and Entrepreneurship • Largest Source of NARTD Profit Canada

6% of Group Unit Cases 236 Per Capita

United States 94% of Group Unit Cases

394 Per Capita

US: Well Positioned for Success

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Bottling Investments Group

Our Business Model Had to Evolve

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CCE North America Operations

Philly Coke

Foodservice

Minute Maid

Odwalla

Commercial Leadership & Group Functions

• Consistent with 2020 Vision

• Strategically Advances Our Franchise System

• Annual Synergies of ~$350 Million

— 80% Cost Synergies

— 20% Revenue Synergies

CCNA Supply Chain

Operations

Coca-Cola North America

Coca-Cola Enterprises

Building the Best Brand, Sales and Customer Service Company

• Translating Brand Value into Customer Value

• Developing an Advantaged Go-To-Market Approach

• Earning Price and Growing Share

• Living Positively in All We Do

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US: Revitalizing Sparkling Beverages

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STRONGER BRANDS. . .

FAVORITE BRAND VS. NEAREST COMPETITOR1

6.0x 2.0x 1.7x 2.5x 4.3x

. . .LEAD TO STRONGER RESULTS!

1 USA B-CUBED, 12MM Dec 10 (Total Population)

US: Still Beverage Portfolio Momentum

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• Largest Juice/Juice Drink Company

• Simply: 2010 Volume Growth +23%

• Powerade: Gaining Share for 9 Consecutive Quarters

• vitaminwater: the #1 Enhanced Water Brand. . . and Growing

Translating Brand Value into Customer Value

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Category Leadership

One Coca-Cola Experience

One Coca-Cola Voice

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Segmented Look of Success “Inspiration at the Point of Purchase”

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Beverage Aisles

Lobby/ 1st Position Display

Checkout/Self Checkout Coolers

Promotional Endcap

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Perimeter Display Rack

5 Portfolio Endcap, SSD/Still Endcap

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Meal Rack/Display

Snack Rack/Display

Still Perimeter Display

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Right Execution Daily

Developing an Advantaged Go-To-Market Approach

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• Inventory Reduction “and” On-Time In Full Deliveries

• Cost Control “and” Superior Quality

• Successful Launches “and” Decreased Breakage, Damage and Loss

• Sustainability Improvement “and” Lower Cost

• Associate Engagement “and” Operational Excellence

Destination: World Class Demand-Driven Product Supply System

Living Positively in All We Do

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Destination: Winning in North America

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The Opportunity is Abundant

The Opportunity is Abundant

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Farrell

Classified - Internal use

2010 2012 2014 2016 2018 2020

KO System Net Revenues (US$ currency neutral)

Implied By KO’s

Long-Term Growth Model

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We Are 125 Years Young

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Q & A