1. Buone pratiche di conciliazione e welfare aziendale Stati generali della conciliazione famiglia-lavoro e del welfare aziendale Milano, 6 Aprile 2016 Sandra Mori General Counsel Coca-Cola Europe

2. Today’s Reality… 4% of Fortune 500 companies are headed by women 10% of total world-wide income despite doing two-thirds of work 14% of Fortune 500 executive officers are women – 8% of top earners at Fortune 500 companies are women –28% have no women executive officers 17% of Fortune 500 board members are women Sample gender income gaps: France (13%), Australia (15%), Spain (17%), U.S. (19%), Canada (20%), Germany (20%), U.K. (21%), Brazil (21%) and Japan (28%) 2

3. A Case for Action… Tomorrow’s Opportunity 70 % of global household purchases influenced by women 50 % of women in the global population 46% of total Fortune 500 employees 40+% of women in the global workforce 20 Trillion dollars – the amount of worldwide spending controlled by women (larger than the economic impact of the US, China and India combined) 3

4. So Why Focus On Women? Out of Economic Interest for Our Business Gender Diversity, Mirroring the Market, Enables Growth and Value Creation Consumers, Shoppers and Customers For The Coca- Cola System 4

5. Our Leadership Says To become a sustainable growth company and win in the marketplace, we must have the very best talent driving and executing our growth and productivity strategies. Our ability to successfully connect our brands to an increasingly diverse consumer base calls for greater levels of women across our most senior levels in the organization, as well as a plan to both grow and leverage that talent.

6. The Women's Leadership Council In January 2008, the WLC began its strategic planning to address the rapid impact global changes in demographics, economic access and personal expectations are having on the marketplace for talent. With the global consumer, customer and workforce becoming significantly different and diverse, it is clear that our ability to respond to these changes will directly impact our long-term business success. The WLC was formed to help improve the Company's position in this area by increasing our focus on the attraction, development, advancement and retention of female talent. This advisory group is actively sponsored by President and CEO Muhtar Kent, and is a key component of the Company's Women's Leadership Initiative. It is a 15 member body comprised of the most senior women in the Company from around the globe.

7. WLC Vision The Coca-Cola system mirrors, at all levels, the richness and diversity of the marketplace we serve, and our system is recognized internally and externally as the global leader for female talent.

8. 8 Building the Framework 8

9. Women’s Leadership Council Strategy Situation Analysis Desired Outcomes Key Levers Metrics Action Plan Key Initiatives Target Audience Timing Investments Implementation Communications Participation Follow Through Evaluation Objective To accelerate the development and movement of female talent into roles of increasing responsibility and influence 17 influential, passionate female executives Sponsored by CEO and other members of the Senior Leadership Team Supported by HR (Global Diversity, Talent & Development, and Talent Acquisition) Business Case Best Practices

10. Latin America Group Claudia Lorenzo Social Business Director for Coca-Cola Brazil Europe Group Jane Lawrie Group CIPAC Director Bottling Investment Grp Josefine Hansel National Key Accounts Manager Bottling Investment Grp Shirley Liu Chief Performance Officer Europe Group Veronique Bourez Franchise Operations Director, France Latin America Group Lucia Dourritzague VP, Strategic Planning – Mexico BU North America Group Julie Francis VP, Chief Commercial Officer North America Group Kathleen Ciaramello President, National Foodservice & On- Premise North America Group Katie Bayne President, North America Brands Eurasia/Africa Group Dr. Susan Mboya Group Director, Women’s Economic Empowerment Eurasia/Africa Group Therese Gearhart President, Coca-Cola Southern Africa Corporate Group Kathy Waller (Chair) VP and Controller Corporate Group Charlotte Oades Global Director, Women’s Economic Empowerment Corporate Group Wendy Clark Senior VP Global Sparkling Brand Center Pacific Group Pam Chuenhathai Director Business Project & Executive Assistant to the BU President Pacific Group Gill McLaren General Manager - Malaysia, Singapore, Brunei - South Pacific BU Picture forthcoming Classified - Internal use The role of the Women’s Leadership Council (WLC) is to develop recommendations and advise senior management on global strategy, initiatives and metrics in pursuit of its stated objective of advancing female leadership. 10

11. Our Vision focuses on us becoming a global employer of choice The Coca-Cola system mirrors, at all levels, the rich diversity of the marketplace we serve, and, is recognized internally and externally as the global leader for female talent. 5 11

12. WorkplaceMarketplaceCommunity Women in leadership roles and pipeline talent Economic empowerment of women Supporting women across communities where we do business A Holistic Strategy Connecting our work across how we do business 12

13. A robust, ready-to- hire pool of top female talent for key openings, particularly general management opportunities RecruitDevelop A thriving Pipeline of Ready-Now and Ready- Future Female Associates Advance Increasing presence of female talent at all levels of the organization Retention of existing female talent Retain Vision: A diverse workforce of 50/50 men and women at all levels by 2020 Enabling Culture Systems that support the accelerated development and advancement of female talent Engaged Organization The business case for the Global Women’s Initiative and the WLC is clearly understood and supported throughout the organization Workplace Strategic Framework 13

15. A robust, ready-to- hire pool of top female talent for key openings, particularly general management opportunities Workplace: Our Strategic Framework 15 Proactive sourcing Develop group of prospective talent

16. A thriving Pipeline of Ready-Now and Ready- Future Female Associates Our Strategic Framework 16 Women-in-Leadership Key Assessment & Development Programs at all levels Talent Reviews Participation in signature leadership programs

17. Increasing presence of female talent at all levels of the organization Our Strategic Framework People Development Forums Internal Slating 17

18. Retention of existing female talent Our Strategic Framework 18 Senior leader focus Succession and career planning women’s linc Active involvement in key initiatives

19. Classified - Internal use 5 by 20

20. TheCoca-Cola Foundation The Coca-Cola Foundation

21. Your contributions to our strategic framework: Recruit, Develop, Advance, Retain, Enable and Engage Your personal commitment and leadership Lead from the Front Classified - Internal use

22. Diversity