CDP. Module: Introduction. Page: Introduction. CDP 2014 Investor CDP 2014 Information Request CC0.1

Transcription

1 CDP CDP 2014 Investor CDP 2014 Information Request The Coca-Cola Company Module: Introduction Page: Introduction CC0.1 Introduction Please give a general description and introduction to your organization. "The Coca-Cola Company is the world s largest beverage company. We own or license and market more than 500 nonalcoholic beverage brands, primarily sparkling beverages but also a variety of still beverages such as waters, enhanced waters, juices and juice drinks, ready-to-drink teas and coffees, and energy and sports drinks. We own and market four of the world s top five nonalcoholic sparkling beverage brands: Coca-Cola, Diet Coke, Fanta and Sprite. Finished beverage products bearing our trademarks, sold in the United States since 1886, are now sold in more than 200 countries. Note 1: SCOPE OF REPORT To the world at large, Coca-Cola is Coca-Cola. Our consumers do not distinguish between Coca-Cola, the trademark; The Coca-Cola Company, a global corporation; or local Coca-Cola bottling companies. They are all Coca-Cola. That presents our Company with a unique challenge as we manage the environmental impacts of our business. The Coca-Cola Company does not own, manage, or control most local bottling companies. And, although our system is not a single entity from a legal or managerial perspective, we make every effort to positively influence environmental activities and policies throughout our bottling system and to report information from both our Company-owned operations and our broader system, which are estimated from data supplied by our local bottling partners. This report discusses, as applicable, issues affecting our Company and/or our larger business system, the latter including both Company and independent bottler operations and impacts. When we use the term ""Company,"" this relates to matters involving only The Coca-Cola Company. When we use the term ""System,"" this relates to matters involving the Company, and its Company-owned bottlers as well as the bottling partners in which our Company has no ownership interest or a non-controlling ownership interest. In this Carbon Disclosure Project (CDP) response, the Scope 1 and Scope 2 emission inventory figures reflect an operational boundary of The Coca-Cola Company owned or controlled bottling partners emissions inventory for independently owned and managed bottling partners are reflected in Scope 3. Note 2: FORWARD-LOOKING STATEMENTS This report contains information that may constitute forward-looking statements. Generally, the words believe, expect, intend, estimate, anticipate, project, will and similar expressions identify forward-looking statements, which generally are not historical in nature. However, the absence of these words or similar expressions does not mean that a statement is not forward-looking. All statements that address operating performance, events or developments that we expect or anticipate will occur in the future including statements relating to volume growth, share of sales and earnings per share growth, and statements expressing general views about future operating results are forward-looking statements. Management believes that these forward-looking statements are reasonable as and when made. However, caution should be taken not to place undue reliance on any such forward-looking statements because such statements speak only as of the date when made. Our Company undertakes no obligation to publicly update or revise any forward-looking

2 statements, whether as a result of new information, future events or otherwise, except as required by law. In addition, forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from our Company s historical experience and our present expectations or projections. These risks and uncertainties include, but are not limited to, those described in Part I, Item 1A. Risk Factors and elsewhere in this report and those described from time to time in our future reports filed with the Securities and Exchange Commission. Note 3 BASE YEAR 2004 serves as our base year for GHG emission reporting and includes carbon dioxide emissions only associated with manufacturing. Since 2004, additional categories of emissions data have been collected and reported as they become available, but historical emissions associated with those additional categories have not been calculated to include within the baseline at this time. While a 2004 baseline has been established for all Coca-Cola system production facilities (including those owned by The Coca-Cola Company and those owned by the Bottlers), the specific base year emissions reported in section 7.1 (scopes 1 and 2) reflect only CO2 emissions associated with manufacturing operations owned or controlled by The Coca-Cola Company. These baselines have been amended to reflect insourcing/ outsourcing and acquisitions/divestitures." CC0.2 Reporting Year Please state the start and end date of the year for which you are reporting data. The current reporting year is the latest/most recent 12-month period for which data is reported. Enter the dates of this year first. We request data for more than one reporting period for some emission accounting questions. Please provide data for the three years prior to the current reporting year if you have not provided this information before, or if this is the first time you have answered a CDP information request. (This does not apply if you have been offered and selected the option of answering the shorter questionnaire). If you are going to provide additional years of data, please give the dates of those reporting periods here. Work backwards from the most recent reporting year. Please enter dates in following format: day(dd)/month(mm)/year(yyyy) (i.e. 31/01/2001). Enter Periods that will be disclosed Tue 01 Jan Tue 31 Dec 2013 CC0.3 Country list configuration

3 Please select the countries for which you will be supplying data. This selection will be carried forward to assist you in completing your response. Select country Argentina Bahrain Brazil Cambodia Canada Chile China Costa Rica Egypt France Germany Guatemala India Indonesia Ireland Japan South Korea Malaysia Mexico Myanmar Pakistan Philippines Russia Singapore South Africa Swaziland United Arab Emirates United States of America Uruguay Vietnam International Air Space

4 CC0.4 Currency selection Please select the currency in which you would like to submit your response. All financial information contained in the response should be in this currency. USD($) CC0.6 Modules As part of the request for information on behalf of investors, electric utilities, companies with electric utility activities or assets, companies in the automobile or auto component manufacture sectors, companies in the oil and gas industry, companies in the information technology and telecommunications sectors and companies in the food, beverage and tobacco sectors should complete supplementary questions in addition to the main questionnaire. If you are in these sectors (according to the Global Industry Classification Standard (GICS)), the corresponding sector modules will not appear below but will automatically appear in the navigation bar when you save this page. If you want to query your classification, please If you have not been presented with a sector module that you consider would be appropriate for your company to answer, please select the module below. If you wish to view the questions first, please see Further Information Module: Management Page: CC1. Governance CC1.1 Where is the highest level of direct responsibility for climate change within your organization? Individual/Sub-set of the Board or other committee appointed by the Board CC1.1a

5 Please identify the position of the individual or name of the committee with this responsibility The highest level of direct responsibility for climate change within The Coca-Cola Company is the Vice President and Chief Sustainability Officer (CSO), Bea Perez. The CSO position reports to the Chief Administrative Officer, who reports to the Chief Executive Officer. The Company's Vice President, Environment & Water, reports to the CSO and is responsible for the climate protection strategy across our business operations. The Vice President is supported by additional resources within the Sustainability Office, including a Director of Energy Efficiency & Climate Protection, as well as resources in the Safety & Environmental Sustainability (SES) Team. We have a dedicated Energy & Climate Manager in our Europe Group and also within Coca-Cola Refreshments (CCR), our bottling operation in North America, a shared resource (25-30%) in Eurasia & Africa. We are staffing comparable positions in other geographies as appropriate (for example, we have a fulltime Energy & Climate Manager in our Mexico business unit. There are executive level individuals, groups and councils that are engaged and consulted regarding climate protection policy, performance and progress including through the CSO scorecard updates to the Company s Operating Committee. We also have an external International Advisory Council that informs our environment-related policies and performance regarding important public-policy issues like climate change. Subject matter briefings prior to these annual International Advisory Council meetings are another important way for the Executive Leadership Team to review the Company's progress on energy efficiency & climate protection. The Coca-Cola Company also coordinates on climate change matters with The Coca-Cola System via the Top-to-Top Bottlers: these represent approximately 86% of our global volume and meet routinely (typically twice yearly). Relevant senior Company managers also periodically and regularly brief and engage the Top-to-Top Bottlers and International Advisory Council. Annual internal and external sustainability reports are prepared to report on progress toward goals. CC1.2 Do you provide incentives for the management of climate change issues, including the attainment of targets? Yes CC1.2a Please provide further details on the incentives provided for the management of climate change issues Who is entitled to benefit from these incentives? The type of incentives Incentivized performance indicator Environment/Sustainability managers Monetary reward The primary indicator of performance is progress toward meeting three emissions reductions targets: an absolute emissions reduction target to reduce manufacturing emissions by 2015 to the same levels as the 2004 baseline; a 5% reduction of manufacturing emissions in Annex I countries below the 2004 baseline by 2015; and a valuechain emissions intensity target to reduce emissions of the "Drink in Your Hand" by 25% by 2020 from a 2010 baseline. The 2015 targets have been translated into specific, annual targets for each Business Unit denominated as Energy Use Ratio (MJ per liter of product produced). Business units are in the process of developing

6 Who is entitled to benefit from these incentives? The type of incentives Incentivized performance indicator glidepaths for the new 2020 target using a scenario planner tool the Company developed specifically for our system. Further Information Page: CC2. Strategy CC2.1 Please select the option that best describes your risk management procedures with regard to climate change risks and opportunities Integrated into multi-disciplinary company wide risk management processes CC2.1a Please provide further details on your risk management procedures with regard to climate change risks and opportunities Frequency of monitoring To whom are results reported Geographical areas considered How far into the future are risks considered? Comment Six-monthly or more frequently Individual/Sub-set of the Board or committee appointed by the Board More than 200 countries 1 to 3 years CC2.1b

7 Please describe how your risk and opportunity identification processes are applied at both company and asset level Company level: The Company leverages a Risk Council which is a cross-functional leadership team to discuss key risks, including climate change, on a regular, basis, at least semi-annually. Climate change was added as a specific risk category in Annually, the Risk Council completes a comprehensive strategic risk assessment to prioritize the Company s top enterprise risks. The prioritization process considers risk likelihood and consequence to the business which can include but are not limited to materiality, financial impact, business disruption and/or reputation. Top risks resulting from this process are summarized, shared, and discussed with Company leadership; each business unit, function or department is responsible for actively managing and monitoring their respective risks throughout the year. Asset level: We have a fully developed and robust risk management (RM) program within our global supply chains and technical functions, which is in the third year of deployment. Our RM program and processes are based on ISO Risk management Principles and guidelines, an internationally recognized and accepted standard for risk management. Our ERM (Enterprise Risk Management) processes include steps to identify, analyze, evaluate and treat risks at multiple levels and locations within the Company. We use the checklist method for risk identification during the deployment stages, ensuring consideration of a broad range of potential risks. Potential risks include those related to energy consumption, water consumption, process emissions and wastes, fleet operations, packaging waste including post-consumer, natural hazards, and climate change, among many others. The most significant risks at a given location are recorded in a local risk register for active management. CC2.1c How do you prioritize the risks and opportunities identified? The prioritization process considers risk likelihood and consequence to the business which can include but are not limited to materiality, financial impact, business disruption and/or reputation. The prioritization process is supported by a standard 5-point assessment scale for both likelihood and consequence, which results in the creation of a heat-map summary report. CC2.1d Please explain why you do not have a process in place for assessing and managing risks and opportunities from climate change, and whether you plan to introduce such a process in future

8 Main reason for not having a process Do you plan to introduce a process? Comment CC2.2 Is climate change integrated into your business strategy? Yes CC2.2a Please describe the process of how climate change is integrated into your business strategy and any outcomes of this process Our global Office of Sustainability - led by the Chief Sustainability Officer - integrates the many successful projects we have launched around the world and accelerates our global sustainability agenda in support of our 2020 Vision. That 2020 Vision, our growth strategy, is based on six key areas: People, Planet, Profit, Portfolio, Partnerships, and Productivity. This is now manifested in our sustainability strategic framework (Me, We, World ), which was expressed in our 2011/2012 Sustainability Report, and organizes our initiatives by personal well-being (Me), community well-being (We), and environmental well-being (The World). Energy management and climate change are priorities within The World pillar. Climate Protection is designated as a priority focus under the Planet element of our 2020 Vision and also under our Me, We, World framework. Through redesigning the way we work and live, we consider sustainability as part of everything we do. Each of these core areas has established reduction goals from the corporate level for the entire Coca-Cola System and not just The Coca-Cola Company to reduce impacts associated with water scarcity, energy availability, and packaging (both availability of raw materials and recycling). We believe the proactive, comprehensive approach of Me, We, World contributes to our strategic advantage. Short term Strategy (by 2015): Our Short Term strategy has been initially focused on mitigation and largely concentrated on manufacturing operations achieving our Grow the Business, Not the Carbon commitments through energy efficiency and cleaner energy options. An example deriving from our short-term strategy was installation of a combined heat and power (CHP) project at our Ballina Beverages concentrate facility. The plant captures heat from electricity generation and diverts it to heating and hot water systems. Project benefits include financial savings and the avoidance of CO2 emissions. Long Term Strategy (through 2020): Our Long Term strategy is evolving to focus more broadly across our supply chain (end-to-end) and complementing mitigation efforts with Adaptation (business resilience for that supply chain). We have recently developed a more robust target to reduce the carbon footprint of the drink in your hand. This commitment is a 25% reduction of CO2 from a 2010 baseline, by 2020, and incorporates emissions associated with ingredients, packaging, manufacturing, distribution, and refrigeration. PlantBottle is a good example of our evolving Long-Term strategy representing our intention to move toward renewable feedstocks. By the end of 2013, PlantBottle packaging was available in 28 markets, and approximately 21.7 billion PlantBottle packages had been

9 shipped. To date, use of PlantBottle packaging has helped prevent the equivalent emissions of approximately 191,610 metric tons of carbon dioxide. Our most recent 10-K filing with the SEC, February 27, 2014, explicitly acknowledges the linkage between water stress and greenhouse has emissions by expressly stating the following: Climate change may also exacerbate water scarcity and cause a further deterioration of water quality in affected regions, which could limit water availability for the Coca-Cola system s bottling operations. Increased frequency or duration of extreme weather conditions could also impair production capabilities, disrupt our supply chain or impact demand for our products. As a result, the effects of climate change could have a long-term adverse impact on our business and results of operations. Climate change is expected to have a profound impact on the world s rainfall patterns, sea levels, river flows and freshwater reserves. We recognize that reducing greenhouse gas emissions is critical to lessening the risks associated with these and other potential impacts of climate change. At Coca-Cola, we acknowledge our responsibility to measure and manage our climate footprint and we are taking proactive steps to advance climate adaptation initiatives such as watershed protection and reforestation. CC2.2b Please explain why climate change is not integrated into your business strategy CC2.3 Do you engage in activities that could either directly or indirectly influence public policy on climate change through any of the following? (tick all that apply) Direct engagement with policy makers Trade associations Funding research organizations Other CC2.3a On what issues have you been engaging directly with policy makers?

10 Focus of legislation Corporate Position Details of engagement Proposed legislative solution Other: F- gases Support Most new, commercial refrigeration equipment on the market today uses HFC (hydrofluorocarbon) refrigerant, a category of potent greenhouse gases. But safe, reliable, efficient, HFC-free options exist for many end uses already. We have expressed this position globally in the context of the Montreal Protocol deliberations, regionally regarding the EU F-gas legislation and domestically in our response to the U.S.A. Bicameral Task Force on Climate Change convened by Senator Whitehouse and Representative Waxman. We have expressed this position globally in the context of the Montreal Protocol deliberations, regionally regarding the EU F-gas legislation and most-recently domestically in our response to the U.S.A. Bicameral Task Force on Climate Change convened by Senator Whitehouse and Representative Waxman. Set extended timelines for phasing out such substances in new equipment. CC2.3b Are you on the Board of any trade associations or provide funding beyond membership? Yes CC2.3c Please enter the details of those trade associations that are likely to take a position on climate change legislation Trade association Is your position on climate change consistent with theirs? Please explain the trade association's position How have you, or are you attempting to, influence the position? Consumer Goods Forum Consistent As an active member, we understand The Consumer Goods Forum position to be that climate change is a major strategic threat, one which could affect our customers and their habitats, our businesses and the wider economy and society. Our Company was instrumental in securing an HFC-free commitment on behalf of the full CGF membership in 2010 and helped coordinate three Refrigeration Summits for CGF Members to advance progress on these commitments. We are founding members of Refrigerants, Naturally! and helped craft the policy positions. Refrigerants Naturally Consistent As an active, founding member of the organization, we understand Refrigerants Naturally s position to be that we do not consider the use of

11 Trade association Is your position on climate change consistent with theirs? Please explain the trade association's position How have you, or are you attempting to, influence the position? U.S. Chamber of Commerce Business Europe National Association of Manufacturers (NAM) Inconsistent Inconsistent Inconsistent HFC refrigerants (including unsaturated HFCs) as medium or longterm alternative since the contribution of these substances to global warming would lead to irreversible environmental consequences in the business as usual scenario. We understand the U.S. Chamber of Commerce s position to be that there should be a comprehensive legislative solution that does not harm the economy, recognizes that the problem is international in scope, and aggressively promotes new technologies and efficiency. Protecting our economy and the environment for future generations are mutually achievable goals. The EU s 2007 Climate and Energy Package with its ambitious 2020 targets to reduce greenhouse gas emissions, to increase the share of renewable energy and to improve energy efficiency has triggered a policy and legislative agenda with far-reaching consequences for European companies. For companies it is essential to operate in a predictable EU policy framework which integrates climate protection, energy security as well as competitiveness concerns. We understand NAM s position to be that a carbon tax would have devastating effects on manufacturing in the United States. We recognize and understand the U.S. Chamber of Commerce s position. We have developed our own Position Statement on Climate Protection which outlines the plans and goals for our Company and broader Coca- Cola system. We have developed our own Position Statement on Climate Protection. We also endorsed the joint business declaration calling for a 30% reduction target in the EU which distinguishes our position from that of Business Europe. We contributed to research of WWF, CDP, McKinsey & Co. research entitled The 3% Solution CC2.3d Do you publically disclose a list of all the research organizations that you fund? No CC2.3e

12 Do you fund any research organizations to produce or disseminate public work on climate change? Yes CC2.3f Please describe the work and how it aligns with your own strategy on climate change We contributed support for research finalized earlier this year with WWF, CDP, McKinsey & Co. and Point 380 Carbon. This body of work, known as The 3% Solution, reports that the US corporate sector has the potential to achieve significant emission reductions, profitably. While the focus of this research was on the U.S.A., the results reinforce results we have witnessed elsewhere. For example, by improving our energy efficiency globally, our system has avoided over $1 billion in energy costs cumulatively since The research also aligns with our new end-to-end, value-chain climate targets by illuminating other sectors with profitable emission reduction opportunities. CC2.3g Please provide details of the other engagement activities that you undertake We endorsed various Communique through the Prince of Wales Corporate Leaders Group on Climate Change: Bali Communique, Copenhagen Communique, etc. CC2.3h What processes do you have in place to ensure that all of your direct and indirect activities that influence policy are consistent with your overall climate change strategy? Through regular dialogue, activity and strategy review processes cross-functional teams, including associates and leadership from sustainability, legal, public affairs, technical, bottling partners and others, work to ensure that our activities are supportive of the Company s climate protection strategy. CC2.3i Please explain why you do not engage with policy makers Further Information

13 Page: CC3. Targets and Initiatives CC3.1 Did you have an emissions reduction target that was active (ongoing or reached completion) in the reporting year? Absolute and intensity targets CC3.1a Please provide details of your absolute target ID Scope % of emissions in scope % reduction from base year Base year Base year emissions (metric tonnes CO2e) Target year Comment Abs1 Abs2 Abs3 Scope 1+2 Scope 1+2 Scope % 5% % 0% % 100% Absolute emissions reduction. Scope 1 + Scope 2 for manufacturing operations in Annex I countries. Applies to the entire Coca-Cola System and not just The Coca-Cola Company. Stabilization target: Scope 1 + Scope 2 emissions for all manufacturing operations (globally) will be slowed, stopped and reversed back to 2004 baseline. Applies to the entire Coca-Cola System, not just The Coca-Cola Company All new immediate consumption equipment purchases are to be 100% HFCfree by This refrigeration commitment complements an aggressive energy efficiency commitment which we have already fulfilled: new equipment is now 40-50% more efficient than comparable models from the year As a combined result, carbon emissions reductions will exceed 52.5 million metric tons over the life of the equipment. CC3.1b

14 Please provide details of your intensity target ID Scope % of emissions in scope % reduction from base year Metric Base year Normalized base year emissions Target year Comment Int1 Scope % 25% Other: grams CO2 per liter This is a new target. The target is to reduce the carbon footprint of the drink in your hand. This commitment is a 25% reduction of CO2 by 2020, from a 2010 baseline, and incorporates emissions associated with ingredients, packaging, manufacturing, distribution, and refrigeration. CC3.1c Please also indicate what change in absolute emissions this intensity target reflects ID Direction of change anticipated in absolute Scope 1+2 emissions at target completion? % change anticipated in absolute Scope 1+2 emissions Direction of change anticipated in absolute Scope 3 emissions at target completion? % change anticipated in absolute Scope 3 emissions Comment Int1 Increase 24 Increase 24 This is a system level target, which is complicated for our business, as Scope 1 and 2 are not readily separated from our Scope 3 franchises during the establishment of these targets. Therefore, as a scope target, we anticipate a 24% increase in absolute emissions we cannot separate adequately into Scope 1+2 and Scope 3 to respond to this question. CC3.1d

15 For all of your targets, please provide details on the progress made in the reporting year ID % complete (time) % complete (emissions) Comment Abs1 83% 100% Goal reached in Through 2013, a 10% reduction in manufacturing emissions has been achieved for the Coca- Cola system in Annex 1 countries, including TCCC operated facilities. Abs2 83% 0% Unfortunately, absolute emissions in manufacturing increased in 2013 to a total of 5.53 million metric tons of CO2, or 16% above our target of 4.78 million metric tons. Absolute emissions remained flat through 2013 and improvements in emission intensity continuing to occur, and have decreased to gco2/liter, a 20% reduction since 2004 (46.66 gco2/liter). Abs3 66% 24% Immediate consumption equipment purchases in 2013 (across the entire Coca-Cola system) were 24% HFC-free. Int1 36% 0% This is a new target. The target is to reduce the carbon footprint of the drink in your hand. This commitment is a 25% reduction of CO2 by 2020, from a 2010 baseline, and incorporates emissions associated with ingredients, packaging, manufacturing, distribution, and refrigeration. We have not yet completed all of the tracking mechanisms to report progress to this measure, so it is not yet included. CC3.1e Please explain (i) why you do not have a target; and (ii) forecast how your emissions will change over the next five years CC3.2 Does the use of your goods and/or services directly enable GHG emissions to be avoided by a third party? Yes CC3.2a Please provide details of how the use of your goods and/or services directly enable GHG emissions to be avoided by a third party

16 Initiative: PlantBottle i) How the emissions were avoided: The Coca-Cola Company developed a new package type, PlantBottle. It looks functions and recycles just like traditional PET plastic, but does so with a lighter footprint on the planet s scarce resources. By the end of 2013, PlantBottle packaging was available in 28 markets, and approximately 21.7 billion PlantBottle packages had been shipped. Our goal is to use PlantBottle packaging for all of our plastic bottles by ii) Estimate Since 2009, use of PlantBottle packaging has reduced material carbon from our supply chain by approximately 191,610 metric tons of carbon dioxide. iii) Methodology We use a measurement of material carbon. This approach was recommended by Dr. Ramani Narayan, Michigan State University, and has since been reviewed for accuracy. The basis of the emissions calculation is that the carbon in PlantBottle derived from plants can be accurately calculated, then the emissions values are calculated via the United States Environmental Protection Agency's carbon equivalency calculator to evaluate a number of metrics. iv) Offsets At the present time, The Coca-Cola Company is not registering carbon credits associated with our PlantBottle innovation. CC3.3 Did you have emissions reduction initiatives that were active within the reporting year (this can include those in the planning and implementation phases) Yes CC3.3a Please identify the total number of projects at each stage of development, and for those in the implementation stages, the estimated CO2e savings Stage of development Number of projects Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *) Under investigation 13 To be implemented* Implementation commenced* Implemented*

17 Stage of development Number of projects Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *) Not to be implemented 5 CC3.3b For those initiatives implemented in the reporting year, please provide details in the table below Activity type Description of activity Estimated annual CO2e savings (metric tonnes CO2e) Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period Estimated lifetime of the initiative, years Comment Energy efficiency: Building services Energy efficiency: Processes LED lighting in raw material storage areas, relighting the production area, natural lighting (solar tubes) in blind offices, replacing low bay lighting, etc - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target. Boiler room insulation, improved the briquette boiler capacity utilization, compressed air stoppage, LP air drier optimization, blowing pressure reduction, years 1-3 years Information provided reflects the implementation of multiple projects under the activity type across our global operating system. Aggregate emissions, savings and CAPEX information were used to derive quantitative indicators. Information provided reflects the implementation of multiple projects under the activity type across our global operating

18 Activity type Description of activity Estimated annual CO2e savings (metric tonnes CO2e) Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period Estimated lifetime of the initiative, years Comment Low carbon energy installation Process emissions reductions heat recovery LP compressors, incoming raw water tank bypass system, hot water heat exchanger, low pressure base molding, sonic air blower optimization, hot water loop lagging, pallet orientation, T5 armature fill lighting replacement, underground cooling water piping, inefficient pump replacement, improved briquette boiler capacity utilization, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target Wind and solar power plant installations - these installations contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target. Efficient ammonium chiller replacement, new blowers and air nozzles, pallet conveyors extension to decrease forklift movement, borehole expansion, blower installation, chiller replacement, low pressure base molding, refractor installation, compressor temperature years 1-3 years system. Aggregate emissions, savings and CAPEX information were used to derive quantitative indicators. Information provided reflects the implementation of multiple projects under the activity type across our global operating system. Aggregate emissions, savings and CAPEX information were used to derive quantitative indicators. Information provided reflects the implementation of multiple projects under the activity type across our global operating system. Aggregate emissions, savings and CAPEX information were used to

19 Activity type Description of activity Estimated annual CO2e savings (metric tonnes CO2e) Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period Estimated lifetime of the initiative, years Comment Transportation: fleet Energy efficiency: Building services reduction, automatic stoppage of the air conveyor, mobile compressor installation, packer heating time reduction, LPG consumption minimization electrical energy gripper system reduction, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target Logistics battery management system, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target LED lighting in raw material storage areas, relighting the production area, natural lighting (solar tubes) in blind offices, replacing low bay lighting, etc - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target years <1 year derive quantitative indicators. Information provided reflects the implementation of multiple projects under the activity type across our global operating system. Aggregate emissions, savings and CAPEX information were used to derive quantitative indicators. Monetary savings and investment requirement data were not provided for these projects

20 Activity type Description of activity Estimated annual CO2e savings (metric tonnes CO2e) Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period Estimated lifetime of the initiative, years Comment Energy efficiency: Processes Low carbon energy installation Process emissions reductions Boiler room insulation, improved the briquette boiler capacity utilization, compressed air stoppage, LP air drier optimization, blowing pressure reduction, heat recovery LP compressors, incoming raw water tank bypass system, hot water heat exchanger, low pressure base molding, sonic air blower optimization, hot water loop lagging, pallet orientation, T5 armature fill lighting replacement, underground cooling water piping, inefficient pump replacement, improved briquette boiler capacity utilization, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target Wind and solar power plant installations - these installations contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target. Efficient ammonium chiller replacement, new blowers and air nozzles, pallet conveyors extension to decrease forklift years 4-10 years 1-3 years Monetary savings and investment requirement data were not provided for these projects Monetary savings and investment requirement data were not provided for these projects Monetary savings and investment requirement data were not provided for these

21 Activity type Description of activity Estimated annual CO2e savings (metric tonnes CO2e) Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period Estimated lifetime of the initiative, years Comment Transportation: fleet movement, borehole expansion, blower installation, chiller replacement, low pressure base molding, refractor installation, compressor temperature reduction, automatic stoppage of the air conveyor, mobile compressor installation, packer heating time reduction, LPG consumption minimization electrical energy gripper system reduction, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target Logistics battery management system, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target years 10 projects Monetary savings and investment requirement data were not provided for these projects CC3.3c What methods do you use to drive investment in emissions reduction activities?

22 Method Comment Internal incentives/recognition programs The Coca-Cola Company collaborated with WWF (World Wildlife Fund) to develop a Top 10 Energy Efficiency practices program for our plants to implement. By the end of 2013, 591 facilities had enrolled in the program and 154 operations had completed the program, entitling them to public recognition for the plants and/or organizations that successfully completed all practices, helping bottlers yield reputation value from their environmental work. Implementing the top 10 projects at all plants will contribute toward our 2020 value-chain carbon commitment to reduce the emissions from the Drink in your Hand by 25%. CC3.3d If you do not have any emissions reduction initiatives, please explain why not Further Information Page: CC4. Communication CC4.1 Have you published information about your organization s response to climate change and GHG emissions performance for this reporting year in places other than in your CDP response? If so, please attach the publication(s) Publication Page/Section reference Attach the document

23 Publication Page/Section reference Attach the document In mainstream financial reports (complete) In voluntary communications (complete) Section 1A Risks Climate Protection CDP 2014/Shared Documents/Attachments/CC4.1/2013-annual-report-on-form-10-k.pdf CDP 2014/Shared Documents/Attachments/CC4.1/ gri-report-2.pdf Further Information Module: Risks and Opportunities Page: CC5. Climate Change Risks CC5.1 Have you identified any climate change risks that have the potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply Risks driven by changes in physical climate parameters Risks driven by changes in other climate-related developments CC5.1a Please describe your risks driven by changes in regulation

24 Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management CC5.1b Please describe your risks that are driven by change in physical climate parameters Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management Change in precipitation pattern Water is the main ingredient in substantially all of our products. It is also a limited resource in many parts of the world, facing unprecedented challenges from overexploitation, increased pollution, poor management and climate change. As demand for water continues to increase around the world, and as water becomes scarcer and the quality of Reduction/disruption in production capacity 1 to 3 years Indirect (Supply chain) Likely Mediumhigh Water is the main ingredient in substantially all of our products. If droughts occur, or shifts in precipitation happen, these events could have a significant impact on our business. As demand for water continues to increase around the world, and as water becomes We are working around the world to replenish the water we use in our finished beverages by participating in locally relevant water projects that support communities and nature. Since 2005, the Coca-Cola system has engaged in more than 468 projects in over 100 countries the collectively are providing a sustainable The Coca- Cola Company has invested over $260MM in Community Water Partnership projects in the last 5 years.

25 Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management available water deteriorates, our system may incur increasing production costs or face capacity constraints which could adversely affect our profitability or net operating revenues in the long run. scarcer and the quality of available water deteriorates, our system may incur increasing production costs or face capacity constraints which could adversely affect our profitability or net operating revenues in the long run. balance to 52% of global sales volume. This includes providing access to clean water for approximately 1.8 million people, while also supporting sustainable agriculture and watershed protection and restoration. (Physical risks 1 and 2). The range of community projects includes watershed protection; expanding community drinking water and sanitation access; water for productive use, such as agricultural water efficiency; and education and awareness programs. As global climate change

26 Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management Induced changes in natural resources CCR, our North America bottling and customer service organization, and our Companyowned or - controlled bottlers operate a large fleet of trucks and other motor vehicles to distribute and deliver beverage products to customers. In addition, we use a Increased operational cost Unknown Indirect (Supply chain) More likely than not Lowmedium An increase in the price, disruption of supply or shortage of fuel and other energy sources in North America, in other countries in which we have concentrate plants or in any of the major markets in which our continues to impact the world's hydrologic resources, these adaptations will help us maintain our competitive advantage. In particular, The Coca-Cola Company launched project RAIN to provide at least 2 million people with access to safe drinking water by The Coca-Cola Company uses Project esko to improve energy efficiency in manufacturing plants to minimize our use of energy and reduce our risk to changes in supply. Through this program, our system energyefficiency has already System-wide investments in project esko through 2015 are estimated to be approximately $700MM.

27 Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management significant amount of electricity, natural gas and other energy sources to operate our concentrate plants and the bottling plants and distribution facilities operated by CCR and our Company-owned or -controlled bottlers. An increase in the price, disruption of supply or shortage of fuel and other energy sources in North America, in other countries in which we have concentrate plants, or in any of the major markets in which our Companyowned or - controlled bottlers operate that may be caused by increasing demand or by events such as natural disasters, Companyowned or controlled bottlers operate that may be caused by increasing demand or by events such as natural disasters, power outages or the like would increase our operating costs and negatively impact our profitability. improved 20% since An additional 4% energy productivity improvement is anticipated through 2015.

28 Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management Induced changes in natural resources power outages, or the like, would increase our operating costs and negatively impact our profitability. Our independent bottling partners also operate large fleets of trucks and other motor vehicles to distribute and deliver beverage products to their own customers and use a significant amount of electricity, natural gas and other energy sources to operate their own bottling plants and distribution facilities. Increases in the price, disruption of supply or shortage of fuel and other energy sources in any of the major markets in which our independent Increased operational cost Unknown Indirect (Supply chain) More likely than not Lowmedium An increase in the price, disruption of supply or shortage of fuel and other energy sources in North America, in other countries in which we have concentrate plants or in any of the major markets in which our Companyowned or controlled bottlers operate that may be caused by increasing demand or by events such as natural disasters, power outages The Coca-Cola Company uses Project esko to improve energy efficiency in manufacturing plants to minimize our use of energy and reduce our risk to changes in supply. Through this program, our system energyefficiency has already improved 20% since An additional 4% energy productivity improvement is anticipated through System-wide investments in project esko through 2015 are estimated to be approximately $700MM.

29 Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management bottling partners operate would increase the affected independent bottling partners operating costs and could indirectly negatively impact our results of operations. We and our bottling partners use a number of key ingredients that are derived from agricultural commodities such as sugarcane, corn, beets, citrus, coffee and tea in the manufacture and packaging of our beverage products. Increased demand for food products and decreased agricultural productivity in certain regions of the world as a result of changing or the like would increase our operating costs and negatively impact our profitability. Change in precipitation pattern Increased operational cost Unknown Indirect (Supply chain) Unknown Unknown Decreased agricultural productivity in certain regions as a result of changing weather patterns may limit availability or increase the cost of key agricultural commodities, such as sugarcane, corn, beets, citrus, coffee and tea, which are important ingredients for our products. Increased frequency or duration of The Coca-Cola Company is addressing changes in natural resources through their supplier sustainability initiatives. For example, The Coca-Cola Company sponsored the creation of Bonsucro, the Better Sugarcane Initiative to ensure the sustainability of the production of sugarcane. Our bottler in Brazil Incremental investment in this program is considered confidential business information