Coca-Cola Company’S Historical Experience and Our Present Expectations Or Projections

Home , Aquarius (beverage), Dasani, Powerade

Delivering Sustainable Growth

Latin America Group Overview

Analyst and Investor Latin America Market Visit

Mexico City, June 26th 2008 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 increased consumer information; increased competition; our ability to expand our operations in emerging markets; foreign currency and interest rate fluctuations; our ability to maintain good relationships with our bottling partners; the financial condition of our bottlers; 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 or work stoppages; increase in the cost of energy; increase in cost, disruption of supply or shortage of raw and packaging materials; changes in laws and regulations relating to beverage containers and packaging, including mandatory 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 U.S.; unfavorable economic and political conditions in international markets, including civil unrest and product boycotts; changes in commercial and market practices and business model within the European Union; litigation uncertainties; adverse weather conditions; our ability to maintain brand image and product quality as well as other product issues such as product recalls; changes in legal and regulatory environments; changes in accounting standards and taxation requirements; our ability to achieve overall long-term goals; our ability to protect our information systems; additional impairment charges; our ability to successfully manage Company-owned 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, 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 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 the non-GAAP financial measures included in the following presentation to the most directly comparable financial measures calculated and presented in accordance with Generally Accepted Accounting Principles. Latin America Increasing Relevance For KO Through Superior And Consistent Performance

2007: 6 Bn Unit Cases +9% vs PY

Share of Global KO Business: ´07 KO Per Capita 27% of Volume #1 260 1 22% of PBT #2 ´07 NARTD Share 33%

Wide Portfolio # of Brands - 120 # of Products - 575 Source: Nielsen for Shares 1 Excludes bulk water Solid Results & Growth Above Long-Term Targets

Latin America Long-Term Growth Targets

2% to 3% 6% to 8%

Unit Cases Volume Growth Operating Income Growth Ongoing Currency Neutral

9% 19% 18% 7% 6%

2005 2006 2007 2005 2006 2007 Solid Core Sparkling Business Growth, While Accelerating Full Portfolio Expansion

Latin America 2007 Growth 2 Year Unit Case vs. PY CAGR Volume Mix (%)

Still +35% +23% Beverages

Other Sparkling +5% +6% Beverages

Coca-Cola +7% +7% Trademark

2007 Sustaining Undisputed Beverage Leadership

Capability Development

#2 #1

Portfolio expansion Note: data for share volume, LAG Key Countries (Mexico, Brazil, Argentina, Chile, Colombia); water excludes bulk & innovation Four Large Scale Business Units, All Contributing To Strong Performance

Mexico Latin Center BU 43% of LAG volume 14% of LAG volume +6% vs. PY +7% vs. PY 590 Per Capita 128 Per Capita

Colombia Venezuela Ecuador Central America Caribbean South Latin BU 18% of LAG volume +9% vs. PY 253 Per Capita Brazil 25% of LAG volume Argentina +16% vs. PY Chile 188 Per Capita Peru Bolivia Paraguay Uruguay Significant Opportunity To Continue Expanding SSDs & Capturing Still Beverages Share

Forecasting Vibrant NARTD In a large 16.9 B UC Industry With room to grow Share Growth (2007)

Estimated CAGR in Consumer 2007 KO Volume Share by Category Spend and GDP (2007-2010) LAG Key Countries*

+9.4 pts

+1.0 pts

+5.7 pts

+1.1 pts

+1.4 pts

Source: Nielsen Share Source: Euromonitor

Opportunity of 11.3 B UC

UC: Unit Cases NARTD: Non Alcoholic Ready to Drink SSDs: Core Sparkling products, excludes Carbonated Water and Energy Drinks All figures exclude Bulk water * Mexico, Brazil, Argentina, Chile and Colombia. KO Is Best Positioned And Has Clear Strategy To Capture Opportunity

Strengthen System Capability

Accelerate Innovation

Rapidly Grow Still Beverages

Grow Sparkling Leadership Strong Brand Equity That Translates Into Solid Volume Grow Sparkling Growth Leadership

Our Brands are Preferred by Growing at all Per Capita Levels Consumers

Favorite Brand vs KO Sparkling CCTM Vol. Relevant Competitor Per capita Growth vs 2006 > 450 +4% Favorite Brand Mexico 7x > 350 +7%

Chile 10x > 250 +10% Argentina 6x >150 +10% Brazil 5x

CCTM: Coca-Cola + Coca-Cola Light +Coca-Cola Zero Source for Favorite Brand figures: TCCC Knowledge & Insights Our Portfolio Driving 6% Sparkling Growth And Gaining Grow +1.4 pts Of Volume Share Sparkling Leadership

Triggering Growth through Core Three Cola Strategy and Local Heritage Brands

Source: Nielsen Share SSDs, LAG KEY Countries: Mexico, Brazil, Argentina, Chile and Colombia Leveraging On Pan Latin America Marketing Platforms Grow Sparkling Leadership

Meals Teens

Zero Passions

Soccer Olympics Accelerating Our Still Beverages Business Through Rapidly Organic Growth And Acquisitions Grow Still Beverages

System Alignment through 50/50 Joint Venture philosophy

Accelerating organic growth through innovation in products (functional benefits), packages and formulations

Superior execution leveraging on KO´s Sales & Distribution platform

Complementing with Acquisitions Incorporating Both Global and Local Initiatives Accelerate Innovation

Glaceau

Equipment

Products Packaging

Low Energy consumption

Light Weight PET Accelerating Capability Development To Anticipate Strengthen Key Constituent Needs System Capability

Brand & Portfolio Strategy Alignment through jointly developed LAG Marketing Platforms

Consumer Marketing

Win Every Day Franchise Commercial Leadership Leadership

Aligned System on Still Beverages Business and Further Expansion of RED, RGM, Operational Model CCRM and Shopper Marketing Evolving Route-to-market to manage

RED: Right Execution Daily expanded portfolio RGM: Revenue Growth Management CCRM: Collaborative Customer Relationship Model Strengthen System We Have A Healthier Bottling System Capability

Improving Profitability Reinvesting → Long-Term

Return on Invested Investment* Capital* (US$B Currency Neutral)

13.7%

12.5%

2005 2007

* Includes Coca-Cola FEMSA, Coca-Cola Andina , Embotelladoras ARCA and Grupo Continental. Based on Annual Reports Supporting Long-Term Growth Through Sustainability Efforts

Water Packaging Climate Well Being

• Safely return to nature the . Packaging is a valuable • Grow the Business, not • Enhance physical & water we use in our resource for future use the Carbon emotional well being beverages and their production LAG packages among  Efficiency in Coolers & Copa Coca-Cola and most light weight in the Transition to HFC-free Football camp activations  Restoring watersheds world insulation School programs through a reforestation project (Brazil) Commitment for PET  Energy Saving & Clean  Healthy Schools - Recycling plants in Mexico, Air Programs/Biodiesel Physical and Nutritional  Bottlers, KO & Pronatura Argentina and Brazil Programs reforestation program (México) In Summary, Vibrant Future Ahead

Great Opportunity of 11.3 B UC

KO SYSTEM BEST POSITIONED to capture it …

Healthy and Aligned Bottling System

Strong Sparkling Accelerating Still Incorporating Global Accelerating Capability Business Beverages Growth & Local Innovation Development

Consumer Marketing

Win Every Franchise Day Commercial Leadership Leadership Delivering Sustainable Growth

Brazil Business Unit Overview

Analyst and Investor Latin America Market Visit

Mexico City, June 26th 2008 Brazil: A Growing And Key Market For KO

• Economic: FY 2007: Solid Macroeconomics fundamentals: 1.5 Bn Unit Cases, +16% vs. PY ~7% of Total KO Volume – Brazilian economy likely to continue growing at KO per Capita: 188 ~5% per year (above GDP growth) – Expectation for low inflation (4.5% target) – Continued credit expansion – Real income increase coupled with better income distribution • Socio-Political: – 186 MM inhabitants – Current president (Lula) running his second consecutive mandate. New elections for president to occur in 2 years • Competitive: – Global players Danone & Nestlé present with discrete participation in beverage categories, namely dairy & water – Local player Ambev partnering with PepsiCo to become top competitor in SSDs Brazil Business Unit NARTD includes the following Categories: SSDs, Juice Nectars, Juice Drinks, Tea/Mate, Energy, Sports, Packaged Water, Bulk Water, Flavored Water, Soy, Yogurt, Plain Milk & Dairy drinks Winning In The Brazilian Market

Leading positions across NARTD Beverage market Strong market presence

Category Key Brands Position 1.5 Bn UC Sparkling Trademark #1 Soft Drinks

6 4 3 7

9 8

12 17 13

16 2 14 18 1 17

RTD Juices #1 11

19 20 21

26 15 37 27 22 25

24 30 Bottling Groups 31 29 28 23

33 34

Tea / Mate #1 968 thousand

POS presence

Energy #2

304 thousand Flavored #3 Installed Coolers Milk

Brazil Business Unit

Source: AC Nielsen (end-of-year volume share), KO internal data We Are Delivering Solid Results

Sustained Growth Momentum… accelerated by still beverages

All Product By Category Volume Growth Volume Growth

% vs PY CAGR 04 - 07

+78% +44% + % +16% 25 +11% +9% +9% +10%

2005 2006 2007 Sparkling Water Juice Still Beverages Beverages Trademark

Brazil Business Unit Source: KO Internal Data Still Beverages includes acquisitions (Del Valle, Sucos Mais, Leão RTD & Dry Line); Water figure includes PlainPackaged Water & Flavored Water (Still & Sparkling) We Have Been Consistently Diversifying Our Brand, Package & Channel Architecture

Actively Marketed 2002 4 Brands Brands 2007 15 Brands

Packages Size 200ml 290ml 350ml 600ml 1L 1,25L 1,5L 1,75L 2L 2,25L 2,5L 3L Prices RGB RGB Can PET RGB RGB PET PET PET PET PET PET Price 2007 (R$) 0.56 1.19 1.49 2.02 1.56 1.71 2.53 2.32 3.15 2.86 3.11 3.33 14% 60% Volume Mix 8% 2002 5% 3% 2% 3%

48% 10% 7% 2007 5% 5% 3% 3% 3% 1% 1% 1% 1% Channels Channel Focus H/S Trad & Mini Mkts Bar Note: Package prices – single-serves in Bars, MS RGB’s in Traditonals and all other multi-serves in supermarkets > 5 checkouts. And Continue Strengthening Our Portfolio Sources of 2007 Volume Growth

207 MM Incremental Unit Cases

Key highlights:

Still • Entered the Flavored Water 8% category with Aquarius Fresh Sparkling 57% • Minute Maid Mais growing double digit vs. PY Acquired 35%

Key highlights: Key acquisitions: •Nationally launched CCZ

•Rolled out new Fanta World innovation platform

Brazil Business Unit We Compete In A Vibrant Industry

Estimated CAGR in Consumer Spend (2007-2011)

NARTD 8.5%

Household Care 6.9%

Total Alcoholic 6.4% Beverages

Cigarettes 5.8%

Pharmaceuticals 4.2%

NARTD = Nonalcoholic Ready-to-Drink, Source: Datamark

Brazil Business Unit Great Potential Ahead

Brazil Total NARTD in 2007

Sparkling Beverages Opportunity 2.9 B UC Bottled Water*

Opportunity 57% 1 B UC Opportunity 230 MM UC

Other Still Beverages Juices and Juice Drinks

Opportunity 1.5 B UC Opportunity 26% 71 MM UC <1%

* Bottled water figures excludes bulk water + Other Still Beverages includes Dairy NARTD includes the following Categories: SSDs, Juice Nectars, Juice Drinks, Tea/Mate, Energy, Brazil Business Unit Sports, Packaged Water, Flavored Water, Soy, Yogurt, Plain Milk & Dairy drinks We Have A Disciplined Strategy To Continue Winning In The Future

Strengthen System Capability

Accelerate Innovation

Rapidly Grow Still Beverages

Grow Sparkling Leadership

Brazil Business Unit Grow Growing Sparkling Beverages Sparkling Leadership • Coke TM surpassed 1 billion Unit Cases in 2007 • Coke in Brazil with highest brand love scores vs. key markets worldwide • Coke Zero: #2 in worldwide volume after 1 year in the market place

+6% Growth in 2007 +47% Growth in 2007

Driving Cola Share +1.7 pts.

Brazil Business Unit Sources: Volume growth figures: KO internal data - 2007 vs. 2006 Volume Share: AC Nielsen - 07 vs. 06 Coke TM Integrated Marketing Approach Across Different Grow Sparkling Consumer Segments Ensuring Sustainable Growth Leadership

Teens (12-19)

Coke Mainthrust Coke Zero & Music Coke & Olympics

Adults (20-39)

Coke light Coke & Football @ Bars

Moms & All Family

Home Pantry Load Coke & Xmas Brazil Business Unit Grow Sparkling Consolidating Leadership Across Key SSD Flavors Leadership

Position (KO Flavor SSD Volume Key Highlights Segment Industry Mix Share w/in Brands Segment)

• Leader of top SSD #1 segment Cola 52% (81%) • 3 Brand strategy

• #2 position with approximately #2 1/2 of volume share vs. leader in Guaraná 22% (20%) segment • Leadership in specific geographies

• Segment leader #1 Orange 10% (48%) • KO #2 SSD Brand • Relatively high share of Price Driven Brands in the segment

#1 • Leadership in segment Lemon 7% (32%) • Growth exceeding Total SSD Industry growth in 2007 (10% vs. 6%) Brazil Business Unit Rapidly Grow Still Growing In Still Beverages Beverages Juices

WATERS Tea / Mate

• Partnership with Bottlers through JV business model • Organically growing Still Beverages by strengthening main brands (e.g. Nestea, Kapo, Burn) Energy • Innovating in key categories (E.g. Aquarius Fresh, Kapo Flavored Milk Chocolate, Minute Maid Mais Laranja Caseira) • Accelerating Still Beverages growth through acquisitions (Sucos Mais, Leão & Del Valle)

Brazil Business Unit Accelerate Incorporating Both Global And Local Innovation Initiatives

Coke Zero & Aquarius Fresh Grip bottle

Equipment Laranja Caseira

Products Packaging • # 1 SKU w/in Minute Maid Mini-Can Fanta World Mais trademark • Positive impact on Trademark’s growth • Differentiated brand proposition (“Comfort Drink”) Kapo Retro CDE Chocolate Brazil Business Unit Strengthen Evolving Commercial Capabilities Towards System Superior Segmented Execution Capability MARKET ANALYSIS & STRATEGY DESIGN VALUE DELIVERY

Opportunity Multi Value Route to Market Identification Segmentation Proposition Detailed Next

PEOPLE DEVELOPMENT

TRACKING & INFORMATION SYSTEM –-PROCESS

SUPPORT ELEMENTS Brazil Business Unit Strengthen System Focused On Marketplace Execution Capability

2006 2007 2008 09 -10

Consumption Segmentation Collaborative Occasion “Customer Consolidation & Customer Segmentation Approach DNA” “Customer DNA” Relationship Model & 2nd Occasion

Sales National Route-to- Force Route-to- NARTD Beverages Market Market Segmentation framework Route-to-Market Route to Market Pilots Bottlers Roll-outs

Brazil Business Unit In Summary...

We are delivering solid results leveraging a strong and balanced portfolio

Brazilian NARTD market provides multiple opportunities for TCCC sustained growth

TCCC has a disciplined strategy to continue winning in the future

Brazil Business Unit Delivering Sustainable Growth

Latin Center Business Unit Overview

Analyst and Investor Latin America Market Visit

Mexico City, June 26th 2008 Latin Center: A Diverse Business Unit

Market

• 31 countries

• GDP / capita (USD) • From Bermuda $99k, Venezuela $8.6k and Haiti $0.6k

• +150MM consumers • 42% of population under 20 years • 54% of consumers in low socio- economic level

• 32 bottlers, from huge corporations to small and family owned

Latin Center Business Unit

Source GDP: IMF Projections With A Broad Spectrum Of Economic And Political Realities

Socialism Into Action • Nationalization schemes aimed at strategic Venezuela sectors

High Ecuador • Strengthened power of labor unions Nicaragua • Increasing loss of credibility in government performance

Jamaica Haiti Stability Colombia Trinidad & • Unchanged political context with moderate Tobago Mid economic outlook Honduras • Capitalizing on Free Trade agreements *COMPLEXITY Guatemala

El Salvador Business environment environment Business Fertile Economies Dominican Costa Panama • Attractive business environments with Low Republic Rica continuous inflows of direct foreign investment Average GDP Growth 0% 08-11 8% Bubble size: TCCC Volume Year 2007 Source GDP: IMF Projections Latin Center Business Unit Achieving Sustainable Profitable Growth

Unit Case Growth Operating Income Growth KO Volume Share1

CAGR's CAGR's NARTD excluding Bulk Water 11%

21.9% 6% 7% 21.0% 20.5%

5 YRS 3 YRS 5 YRS 3 YRS 2005 2006 2007 02 - 07 04 - 07 02 - 07 04 - 07

1Source: Canadean Latin Center Business Unit Driving Positive Results Across Portfolio

Sparkling Soft Drinks Coca-Cola Brand Growth vs. PYCoca-Cola 6% • Solid marketing platforms and continuous innovation Growth Vs PY 4% 8%8% • Package diversification 6%6% • Cold drink equipment expansion 2% • Launch of Coca-Cola Zero and expansion of Sprite Zero 2% • Strengthen Local Heritage Brands 2005 2006 2007 18% Still Beverages Water w/o Bulk Isotonic CAGRs 18% 18% 15% • Faster expansion in new 7% 8% categories 02-07 04-07 02-07 04-07 – Dasani flavored water Juice Tea – Juices with Minute Maid 54% 26% roll-out and Hi-C flavor 9% 5% expansion – Energy drinks and Tea 02-07 04-07 02-07 04-07 CAGRs 5 YRS 3 YRS 02 - 07 04 - 07

Latin Center Business Unit Achieving Balanced Growth Across Geographies

2007 Volume vs. PY +8% vs. PY

15%

6% 5% 4%

Venezuela Caribbean Ecuador Central America Colombia

Latin Center Business Unit Significant Opportunities In Both Sparkling And Still NARTD

NARTD excluding Bulk Water Industry Growth Unit Cases Volume CAGR 2008 - 2011 25% 22% Sparkling Beverages 14%

8% 46% Opportunity 10% Opportunity 0.9B UC 3.0B UC 5% 2% 6% 5% Bottled Opportunity <1% Water 3% 6% 0.4B UC

Opportunity 5% 0.3B UC Juices and Opportunity 3% Juice Drinks 1.4B UC Other Stills & Dairy

Other Stills includes Sports, Energy, Tea RTD, Coffee RTD and Malts Latin Center Business Unit We Have A Disciplined Strategy To Continue Winning In The Future

Strengthen System Capability

Accelerate Innovation

Rapidly Grow Still Beverages

Grow Sparkling Leadership

Latin Center Business Unit Grow Sparkling Driving Sparkling Leadership Leadership

Capitalizing Meals At Home Occasion Local Heritage Brands

• Mainthrust campaign • Channel activation: –Coke & Flavors –Focus on returnables and traditional grocery • Packaging • Consumer promotions

Promoting Consumption Away From Home

Create demand Trigger craving Attract attention at POS

Cold drink equipment placement plans for cold product Relevant availability packaging architecture to satisfy consumer needs

Point of sale activations Latin Center Business Unit Grow Sparkling Driving Sparkling Leadership Leadership

Better connecting with teens

STRATEGIES

Getting closer to teens passions Love

Communicate with relevant messages

Reframing category evolution

• Launch of Coke Zero across markets  Currently launched in 4 markets

• Roll-out “Marketing the Category” across geographies

Latin Center Business Unit Rapidly Complement With Strong & Innovative Grow Still Efforts In Nutrition, Energy And Wellness Beverages

utrition: Aggressively build JDV nutrition platform

nergy: Strengthen portfolio

ellness: Take leadership in wellness with water - Capitalize recent acquisitions from KOF (Alpina and Manantial) - Lead in functional innovation (flavored – enhanced)

Redefine Sport Drinks with Powerade

Enter aggressively with Tea

Latin Center Business Unit Accelerate Innovation

Leverage Innovation To Expand Leadership

Light Weighting PET

Latin Center Business Unit Strengthen Stepping-Up KO System's Ability To Drive System Capability Execution Excellence At Point Of Sale

Focus on 5 Strategic Imperatives at Point of Sale

In store visibility Connect to shoppers Right portfolio and price Enhancing the cold Improve customer drink occasion relationship

Execution Tracking & Incentives support routines

Materials & assets Outlets & routes Sales force & customer

Latin Center Business Unit Strengthen Leading The System To Ensure Long-Term System Capability Sustainable Growth

Franchise • Drive a healthy and committed bottling system Leadership – Bottlers improving ROIC* vs. PY – Ensure low cost producer – making available to bottlers technological & global scale benefits • Driving pool purchasing (resin, glass bottles, cans and coolers) • Optimizing the supply chain process • Continued efforts to reduce weight in glass and PET packages

• Implemented new business models with bottlers to accelerate NewBev growth

• Promote synergistic approaches among bottlers – i.e. Caribbean

*Source: Coca-Cola FEMSA Annual Report 2007 – Analysis: KO Finance’s LCBU

Latin Center Business Unit In Summary, LCBU Is Well Positioned To Reach Destination

Take Drive SSD’s Win in Redefine leadership habit Nutrition Energy in Wellness

TODAY TOMORROW

• Strong Sparkling growth Lead per capita development

• Jump-started stills Expanding position in Nutrition, Energy and Wellness across BU

• Strengthen execution Source of competitive advantage across all capabilities categories • Strong commitment with our communities, Sustainability a way of operating and a way of living environment, workplace and marketplace

Latin Center Business Unit Delivering Sustainable Growth

South Latin Business Unit Overview

Analyst and Investor Latin America Market Visit

Mexico City, June 26th 2008 Solid Ground For Our Business

South Latin BU • Population 103MM people

• NARTD Industry 3.4Bn u.c., US$11.4 Bn Source: Canadean – Excluding Bulk Water

• Customers Around a Million dominated by M&P’s

• Partners Femsa, Arca, Andina, Lindley, Embonor, Polar

• Competitors Danone, Pepsi and local players

• Leadership #1 in Sparkling beverages, #1 in Juices, #2 in Water Source: Canadean

• Economy Solid fundamentals, albeit some volatility

.Average SLBU: 7.7% GDP CAGR 2004-2007

.From SLBU avg $5K, Argentina $6K

.Favorable external context for commodities

South Latin Business Unit Growing & Winning In NARTD

SLBU Volume NARTD Share

11% 32% 31% 9% 30%

2005 2006 2007 2005 2006 2007

Source: Canadean - Excludes bulk water

South Latin Business Unit Delivering Solid Results Across Geographies And Categories

Geographies Categories

Volume CAGR ’05 – ’07 Volume CAGR ’05 – ’07

+9% 18% Trademark

15%

Sparkling Beverages + % 10% 9

Still Beverages +47%

Argentina Chile Peru Bolivia- Paraguay Bottled Water -Uruguay +58%

South Latin Business Unit Significant Opportunity To Continue Expanding Sparkling Beverages And Capture NARTD Share

South Latin Business Unit Total NARTD in 2007

Sparkling Beverages Bottled Water1 KO # 1 in Volume Share Opportunity KO #2 in Volume Share 2.3Bn UC KO 32% Opportunity Opportunity 0.7Bn UC 0.9Bn UC 57%

Sports Drinks Juices & Nectars Other Still KO # 3 in Volume Share KO # 1 in Volume Share Beverages2

Opportunity Opportunity Opportunity 13 MM UC 0.1Bn UC 0.5Bn UC 26% 10% <1%

Source: Canadean

South Latin Business Unit 1 Figures exclude bulk water 2 Includes Dairy A Simple And Powerful Strategy To Capture Opportunities

Strengthen System Capability

Accelerate Innovation

Rapidly Grow Still Beverages

Grow Sparkling Leadership

South Latin Business Unit GrowGrow SparklingSparkling Growing Sparkling Beverages LeadershipLeadership

Emotional Health Food, Meals & the Refillable Habit Teens Values & Passions

Football

Music

Internet

Execution Platforms Growing & Winning in Core Sparkling

Core Sparkling Volume Core Sparkling Share Growth Total SLBU Total SLBU

9% 8% 57.4% 56.6% 5%

Display Poster 55.3%

Hanger Price mark '05 '06 '07 '05 '06 '07

Source: Canadean

South Latin Business Unit GrowGrow SparklingSparkling Zero Portfolio Enhancing Sparkling Growth LeadershipLeadership

Solidifying Leadership in Sparkling Yet, Significant Opportunities Remain Leveraging Coke Zero

CCL & CCZ Volume (SLBU – MM UCs)

Execution Platforms

South Latin Business Unit RapidlyRapidly GrowGrow StillStill Rapidly Growing Still Beverages BeveragesBeverages

• Advancing Towards Leadership in Juices Strong Brands, Diversified P&P New Functionalities, Architecture … Developing Occasions …

Juices & Nectars – Volume Share +2 pp 26% 24%

Source: Canadean – Argentina, Chile & Peru

2006 2007 Aligned Approach With Bottlers To Drive Growth

South Latin Business Unit RapidlyRapidly GrowGrow StillStill Rapidly Growing Still Beverages BeveragesBeverages

• Strengthening Portfolio of Waters

Sound Acquisitions… … to complement Portfolio Leveraging Execution

• Successfully expanding in emerging still categories

• Nestea steadily growing in Chile

• Expanding PowerAde  34% share in Chile; in Argentina 8% share after 1st month

• Introducing Energy drinks in Chile & Peru

Aligned Approach With Bottlers To Drive Growth

South Latin Business Unit AccelerateRapidlyRapidly Grow Still Leveraging Innovation To Expand Leadership InnovationGrow Still BeveragesBeverages

Innovation System

Brands & Products Packaging

Flex Promotional RGMRGM

Light Refillables Weighting PET

South Latin Business Unit A Differentiated And Strong StrengthenStrengthen SystemSystem Competitive Advantage… CapabilityCapability

Aligned & Capable Bottling Insightful Marketing System

Several Awards Won Peru • Ojo de Iberoamérica – Gold • Effie Chile Award – Gold

• Montreux Festival Gold Award Bolivia Femsa • New York Festival Gold Award Arca • Diente Festival Gold Award Andina • WW Marketing Excellence Awards Chile Paraguay Lindley • San Sebastian El Sol Ad Festival - Arca Silver Embonor Uruguay • FIAP Festival Silver Award Polar • Clarin Festival Gold Award • Creative Circle of Argentina Grand Prix • Premio Especial Buenos Argentina Anuncios • Editorial Dossier Gold

South Latin Business Unit StrengthenStrengthen SystemSystem … Evolving The Way We Develop Our Customers CapabilityCapability

RGMRGM

By Mid ’90s … • A Couple of Broken Rules Differentiate, Differentiate, Differentiate - Price / Quantity Relation - P&P Architecture (Variety + Price - Efficiencies Improve Margins Point Competitiveness) - Value in Complexity • A Painful Industry Shift (Segmentation, RED, Relational Commercial Conditions) - Price Competitors Triggering Competitive Dynamics - Customer Concentration

South Latin Business Unit StrengthenStrengthen SystemSystem Focus, Incentives And Tracking Drive RGM Capability Capability

Organization Channel KIOSKS PUBS • Pre-Sell

• Channel Marketing + RGMRGM Customer Information Systems

Socio Economic Level

Commercial 2.5 PET RGB Conditions

• Evolving from Transactional to Relational

• SOVI1 +0.7pp Argentina, +1.1pp Chile, +2.8pp Peru 2005-2007 • Volume CAGR +10%

South Latin Business Unit

1SOVI – Share of Visible Inventory Source: Nielsen / TRAC StrengthenStrengthen Highly Engaged Team, Determined To SystemSystem CapabilityCapability Make A Real Difference

Planet People

• #1 “Most Responsible Company” - Valor Sostenible Magazine, Argentina • #1 Best Place To Work in Chile – BPTW Institute • #2 “CSR Ranking” - Pro- Humana, Chile • No. 1 “Best Employer”- Asociación de Auditorías Peru • #2 “CSR Survey” – MORI, Chile • No. 2 “Best Place To Work” - Apertura • #3 “CSR Ranking”- Mercado Magazine, Argentina Magazine, Argentina

Education

Labs for 500,000 students Water Recycling

Water for everyone, everyday 10,000 PET tones per year

South Latin Business Unit 1 In Summary, SLBU Well Positioned To Continue Delivering Sustained Results

Significant Opportunity Strong Track Record Going Forward ’05 - ’07

10% 2.3 Bn +2 pp KO UC 32%

Volume NARTD Share CAGR Gain

Clear Strategy That Is World Class Capabilities Working

Strengthen Peru System Capability Bolivia

Accelerate Innovation Consumer Marketing Chile Paraguay Arca Win Rapidly Uruguay Grow Still Every Day Beverages Commercial Franchise Leadership Leadership

Grow Sparkling RGMRGM Argentina Leadership

South Latin Business Unit Delivering Sustainable Growth

Mexico Business Unit Overview

Analyst and Investor Latin America Market Visit

Mexico City, June 26th 2008 Mexico's Continued Growth - Expanding From Sparkling To NARTD 2003-2004 1993-2003 New Market 2005-2007 Growth Model Dynamics Growth Model

• Unit Cases - +6% CAGR • Unit Cases Growth • Unit Cases - +5% CAGR • Sparkling Focused 2004 – Even • NARTD Reframe

Developing Mature or Worse? Reignited

Mexico Business Unit

Source: Daily Sales System; SSD: Sparkling Soft Drink; Excludes Bulk water Strong, Quality Growth Over Last 3 Years

All Products By Category Volume Growth Volume Growth

% vs PY CAGR 04 - 07

+32%

+17% +5% +5% +6% +4% +4%

2005 2006 2007 Sparkling Water* Still Beverages Beverages* Trademark Sustained Growth Momentum… Balanced across the portfolio

Mexico Business Unit

Source: Daily Sales System. *Water excludes Bulk water and Still Beverage excludes Dairy and Water; 2007 includes JdV since November Overall Environment Continues To Be Stable

Macro Environment Consumer & Shopper

• Stable but slightly slower economic • Macro forces shaping consumers’ growth leading to slight increases in mindset: disposable income – Health & nutrition and mental – Negative impact from US slowdown renewal and global food inflation, offset by – Stress and time scarcity driving – Positive impact from oil price, convenience and recharge investment in public infrastructure – Self indulgence and structural reforms

• Demographic trends shifting towards • Trade structure broadly stable: smaller, older families – Modern trade continues to grow, slowing gaining share from a high base of ACV • Role of Mom (30+% working) and – While Traditional retailers also grow family interaction dynamics continue supporting the ‘daily purchase to change rituals’ of core categories

Mexico Business Unit In Beverages, Diverse Consumer Motivators Leading To Growth Across All Categories

NARTD Industry Revenue Share of Incremental Revenue

( MM USD)

6.0% CAGR Still Sparkling 25% 30% 5.3% CAGR Water * Dairy** 15% 30%

2007 - 2011 US$ 7.0 BN Incremental Revenue

2000 2007 2011

* Water: excludes Bulk Water Mexico Business Unit **Dairy: includes Plain Milk Source: TCCC Internal estimations based on TCCC historical trends, AC Nielsen and Euromonitor forecast Clear Vision On Capturing The Opportunities

Mexico Business Unit Proven Strategies, Focused On Winning And Enhancing Enduring Advantages

Leading Consumer Proposition Unparalleled Reach

Grow Rapidly Strengthen Accelerate Sparkling Grow Still 1.4 million customers 3 timesSystem a week Innovation Leadership Beverages Capacity

StrongerStronger Marketing Marketing One Perfect Store at a time

Aligned and Healthy Bottling System Creating The Leading Portfolio Of NARTD Consumer Propositions

84.5% 0.7pp 30.1%* 0.8pp

41.8% 0.5pp 20.8%** 15.0pp

Segment Vol. Inc. Vol Share 2007 Share Vs 2006

Source: TCCC Internal estimations based on TCCC historical trends, AC Nielsen and Canadean Global Report * Excludes Bulk water **Still Beverages excluding Dairy/Soy and Including FY JdV Volume Coca-Cola: Marketing Driving Increased Connections And Results

Coke Side of Life Strengthening Brand Equity

• Favorite Brand  Coca-Cola: – Teens 52.4%; +0.5 pp – Total 55.4%; +0.7 pp • For someone like me  Total 49.0%; +1.7 pp Consumer Connections • Goes well with food  Total 64.8%; +1.1 pp • Helps me feel connected with friends  Teens 53.5%; + 3.4 pp  Total 59.2%; + 4.6 pp

Mexico Business Unit

Source: CCT Note: Comparisons 2007 Vs. Previous Year Successful Coke Zero Launch, While Continuing To Develop Coca-Cola Light: +26% Vs. PY

Aggressive Global Integrated Marketing Increased Availability Recruitment Campaign

Coca-Cola Light Frequency Programs

Mexico Business Unit Determined Focus On Full Marketing Mix And System Execution In Water

Aggressive Channel Integrated Strategy Targeted Recruitment Execution

Mexico Business Unit Integrated Platform To Consolidate Leadership Position On Still Drinks

Revitalized JdV Relaunch Powerade

Fully Enter Energy Segment Capture New Trends

Mexico Business Unit Leverage Innovation To Expand Leadership

Light IN MARKET Weighting

RTM

Packaging Antrero Antrero

Products Productivity

Glaceau RTM Mexico Business Unit IN DEVELOPMENT 79 Continue To Expand Commercial Leadership Capabilities For The Expanded Portfolio

Collaborative Customer Relationship Outlet Execution

Segmentation & RGM Innovative Shopper Solutions

Mexico Business Unit Our Winning Formula For Sustainable Growth

Sustainable Growth

Sustainability

Enhanced Advantages

High Quality Results

Mexico Business Unit Delivering Sustainable Growth

Latin America Group Overview

Analyst and Investor Latin America Market Visit

Mexico City, June 26th 2008