EDUCATION B.S. Administrative Management Clemson University M.S. Environmental Health & Industrial Hygiene University of Cincinnati

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1 EDUCATION B.S. Administrative Management Clemson University M.S. Environmental Health & Industrial Hygiene University of Cincinnati Ph.D. Environmental Health Engineering The Johns Hopkins University EXPERIENCE U.S. Centers for Disease Control & Prevention, Research Industrial Hygienist Over 25 peer-reviewed publications and/or technical reports on occupational safety & health Studied various industries, including automotive, chemical, mining, forest firefighting, etc. The Gillette Company, Global Director for Health, Safety, and Environmental Sustainability Over 30 manufacturing facilities in 15 countries, including the Gillette, Duracell, Oral-B, and Braun business units Responsibility included thought leadership & strategy, governance (safety and environmental standards and auditing), capability & development, and due diligence for mergers and acquisitions Procter & Gamble, Global Gillette Leader for Health, Safety, Environment, and Business Continuity Scope also included environmental sustainability, packaging sustainability, fire safety, construction safety, and business continuity for all Gillette manufacturing and distribution sites Led environmental due diligence and integration for the P&G/Gillette acquisition CURRENT POSITION The Coca-Cola Company Global Director, Safety & Environmental Sustainability Scope includes manufacturing, distribution (route-to-market), & R&D operations, both franchise- and company-owned, approximately 900 facilities and 300,000+ vehicles in 150+ countries Provide environmental support to the Freestyle Team, and the Keurig/Green Mountain Coffee Joint Venture Responsibility includes workplace safety & health, water stewardship, climate/energy, and pre- and postconsumer waste recovery programs; also lead QSE capability and development initiative Chair for Global Environment Council, Consultant for the Global Safety Council Member - Global Technical & Engineering Council, Global Supply Chain Council/QSE Pillar Highly Restricted 1

2 Classified - Internal use 2020 SUSTAINABILITY COMMITMENTS As of May 13, 2013 ME (people) WE (community) WORLD (environment) WELL-BEING 1. Offer low- or no-calorie beverage options in every market. (20%+ of SKUs are 100 calories or less) 2. Provide transparent nutrition information, featuring calories on the front of all of our packages. (100% Compliance) 3. Help get people moving by supporting physical activity programs in every country where we do business. (% of countries with program & 10%+ DMI) 4. Market responsibly, including no advertising to children under 12 anywhere in the world. (100% Compliance) WOMEN 5by20: Enable economic empowerment of 5 million women entrepreneurs across our value chain Women in Leadership (Internal): 50% of women in TCCC Leadership roles globally (Will be tracked in parallel via global HR database) COMMUNITY FOUNDATIONS Give back at least 1% of Operating Income # million people directly benefiting from programs (In Development) WATER Replenish 100% of product volume Water Efficiency: Reduce Water Use Ratio by 25% PACKAGING Achieve zero waste Recover: 75% recovery in developed market TBD% recovery in developing markets Renew/Reuse: 100% of PET contains biopet (PlantBottle) te: Some packaging commitments are now under Carbon commitment SPECIAL PROJECTS: EKOCENTER HUMAN & WORKPLACE RIGHTS Comply with Human & Workplace rights standards: 98% compliance for Company Locations and Bottlers; 95% for Suppliers Human and Workplace Rights % our defined Human Rights Good Practices achieved (Operationalized mid-2013) Safety Lost Time Incident Rate: Reduce by 50% by 2015 Total Incident Rate: Develop for introduction 2016 CARBON SUSTAINABLE AGRICULTURE Deliver 500M liters of water and other basic necessities and products such as electricity, internet access and vaccination storage to communities in need by deploying units by 2015 Impact on: Well-being : ~475k people s well-being improved by 2015, Women: ~8000 (in)directly employed, Water: 500 million liters delivered per year by Reduce carbon footprint of the drink in your hand by 25% (Value chain approach from ingredients to packaging*, manufacturing, distribution, refrigeration, post-consumer recovery and reuse) Example Public Goals included in value chain approach: Manufacturing: Reduce carbon emissions through energy efficiency Refrigeration: Purchase only HFC-Free refrigeration post 2015 Packaging: Increase recycled PET use to drive down carbon emissions Distribution Increase fleet fuel efficiency 100% of priority commodities meet sustainable procurement standards Nutritive Sweeteners (Cane/Beet Sugar and Corn) TBD % procured meets sustainability standards Tea/Coffee: 100% procured meets sustainability standards Juice/Citrus: 100% procured meets sustainably standards Palm, Oil, Soy, Fiber: Meet 100% of CGF commitments All commitments are for 2020 unless otherwise stated. * Packaging includes 2015 Reduce and Reuse/Renew Commitments ASSUMPTIONS: All commitments baselined to 2010; All commitments 3rd party validated; World Pillar: System bottlers aligned with these commitments at the Global Supply Chain Council meeting in October 2012.

3 Classified - Highly Restricted 3 Challenges in Developing Commitments in Franchise Organization Natural tension between desire to be aspirational versus a solid business case Thought Leadership and Governance held at parent/corporate level Execution at the franchise (bottler) level - We are spending their money! Alignment is critical for success best achieved through co-creation - Deliver volume/revenue reduce COGs - Create efficiencies - Better risk management - Improve/enhance brand value Do not necessarily need all franchisees, but majors who own bulk of business - Alignment in sustainability goals

4 GEC Aligns Behind Draft Commitments Global SC Council Approves Commitments BU Technical Directors Align to Commitments CSO with External Stakeholders Does GSCC approve going forward? Group and BU PAC Align to Commitments Presidential Alignment Group, BU, Top-2-Top Presidents Approval CTO, CSO, and SVP PAC Approve Commitments CEO and OPCOMM Final Approval Classified - Internal use

5 Classified - Internal use SUSTAINABILITY TARGETS GROUP: As of May 13, 2013 ME (people) WE (community) WORLD (environment) WELL-BEING WOMEN WATER % Low/ Calorie Options (Prod/Pkg) Transparent Info - Compliance (/) % Countries w/ Well-Being Programs N/A # Teens in programs N/A TBD Targets to be provided by early June by R2020 Team. 5by20 # of Women Empowered (000s) COMMUNITY FOUNDATIONS % OI Given Back Global Only # Beneficiaries TBD TBD TBD TBD TBD HUMAN & WORKPLACE RIGHTS % Water Replenished Water Use Ratio (L/L) % Recovery - Developed % Recovery - Developing TBD Working to baseline by % PET containing biopet CARBON Market Responsibly Compliance (/) H&WR Policy % Compliance % Carbon Reduction Energy Efficiency (MJ/L) Safety: Lost Time Incident Rate Determined via separate Technical function-led process % HFC-Free Coolers % Recycled PET use N/A TBD Working to set by SUSTAINABLE AGRICULTURE % Ingredients Sustainably Sourced N/A TBD Working to set by DME INVESTED IN ME (R2020) DME INVESTED IN WE DME INVESTED IN WORLD % DME N/A 10%+ 10%+ 10%+ 10%+ % DME Tracking/Internal metric only. commitment set. % DME Tracking/Internal metric only. commitment set. TOTAL DME, AWARENESS AND TRUST % DME Total Updating DME Allocation model with K&I and systems to capture this information consistently and accurately. Awareness Global preliminary baseline of 19%. Updated data will be available late 2013 which will be used for target setting. Trust To be set in Q2 once consistent data is available. EKOCENTER EKOCENTER# Units

6 Classified - Highly Restricted 6 Capability Will Always Be A Challenge Capability levels in delivering on commitments vary greatly across franchise system Associate Excellence KOTech Organization Excellence QSEPX, Workshops System Owner Excellence QSE Boot Camps Driving force in success or failure QSE College Competency-based for associates, sites, organizations Capability Gap Analysis QSE Capability Model Competency Assessment

7 QSE CAPABILITY STRATEGY Common Themes Competency Based Defined Responsibilities Collaborative Goes Beyond the Classroom Mechanism for Sharing Successful Solutions Culture of Continual Improvement 7

8 Summary QSE CAPABILITY STRATEGY Delivering sustainability across a franchise system can be a powerful business driver Strength in numbers Alignment across the franchise operations is critical Best delivered through co-creation Key factor is a strong business case that builds brand value Governance held at parent company Capability is critical to execution on the needed level of performance 8