Internally referred to as our “KOF DNA”, this model guides our people with the tools and capabilities they need to succeed.

5. Annual Reports 2019.

By leveraging our portfolio and affordability initiatives, we saw strong top-line performance in the markets where we operate, as a result of our continuous progress, positive momentum, and encouraging market trends throughout the year. For example, the Finance Directors in each country no longer report directly to their Country Managers, but rather to the Chief Financial Officer of Coca-Cola FEMSA. billion, transactions growing 2.5% to 416.8 million (US$ 22.1 million) invested in our people, 1.52 liters of water per liter of beverage, We return 100% of the water used to make our drinks in Mexico, Brazil, Central America, Colombia and Argentina, 22 manufacturing plants in Mexico with zero waste certification, 96% waste recycled in manufacturing plants.

PORTFOLIO INNOVATION Coca Cola Femsa S.A.B. 506,711 million in 2019 compared to Ps. As a leading bottler, we are committed to “World Without Waste”, a global initiative led by The Coca-Cola Company, which includes 2030 targets for collecting and recycling the equivalent of 100% of the packaging we sell, as well as integrating 50% of recycled PET resin into our bottles. 25.4 billion (US$ 1.3 billion).

2019 Annual Report. strategies to create value and produce positive results. Highlights of Coca-Cola FEMSA Integrated Annual Report 2019. Coca Cola has reached its limit for free report views. This is serving to bolster our talent pool and capture new productivity opportunities across the company’s supply chain and throughout our 9 operational centers. 469,744 million in 2018. importantly, we took significant steps forward on our ongoing

20-F's. Sustainability With over 80 thousand employees, the company markets and sells approximately 3.4 billion unit cases through close to 2 million points of sale a year. navigate challenging environments, [email protected], Coca–Cola FEMSA released its Annual Integrated Report 2019. We will fuel growth opportunities through efficiency, productivity and best-in-class capabilities. The Company recycled 95.7% of manufacturing waste generated in all of its production processes.

Coca Cola Femsa S.A.B. One of the highlights of these transformations was the deployment of a new machine learning prescriptive analytical engine that has considerably improved the accuracy of our demand forecasting. Coca-Cola FEMSA Integrated Report 2019, “One Vision, One Platform, One Future” was developed under the guidelines of the International Integrated Reporting Council (IIRC) and in accordance with the GRI (Global Reporting Initiative) Standards: Furthermore, this report communicates the Company’s progress toward achieving its 2020 Sustainability Goals and alignment with the United Nations Sustainable Development Goals. FEMSA Comercio’s Proximity Division operates the largest chain of small-format stores in the Americas and is the second largest retailer, in terms of revenues, in Mexico. This includes the digitization of processes and the deployment of our shared service strategies to unlock further value potential. SEC Filings. To meet their needs, we identified opportunities to widen the availability of both smaller and larger returnable presentations. Proximity Division; Health Division; Fuels Division; Strategic Businesses; Investors. In 2019, Coca-Cola FEMSA continued to consolidate a leading 20.2 billion, total revenues grew 6.7% to Ps.

We will deploy digital tools and adhere to sustainable practices to transform the organization. Fuel 4 Growth Commercial 4 Growth: Our vision is to develop digitally driven capabilities and operating models to deliver better value for our customers and consumers. Driven by an obsessive consumer focus within our business strategy, we are constantly reinforcing our motivation for success, growth, and profitability. Backed by advanced predictive analytics and digital distribution capabilities, the KDP supports the development of effective operating models and seamlessly manages dynamic strategic initiatives. Additionally, our Brazilian operation continued its impressive turnaround despite slow economic growth, which has led to market share gains across our key beverage categories.

For example, in Argentina, we rapidly adapted our portfolio to remain close to our consumers. This year, Coca-Cola FEMSA highlights how its strategic framework has unified the organization under: One Vision to become a total beverage leader with sustainable and profitable growth; One Platform to ensure that its teams work as a cohesive unit, creating sustainable value for the company and its stakeholders; and One Future to maintain its flexibility to evolve together with its consumers and customers to match their ever-changing needs, generating social and environmental wellbeing as a shared purpose. The Company produces and distributes trademark beverages of The Coca-Cola Company, offering a wide portfolio of 129 brands to a population of more than 261 million. More than 7.2 million people benefited from Coca-Cola FEMSA’s healthy habits and nutrition programs from 2015 to 2019, surpassing the Company’s 2020 goal by 2.2 million people. 194.5 billion 266 suppliers participated in our SME development program in the past 4 years.

Annual Reports. Coca-Cola FEMSA, S.A.B. transformation into a stronger and more resilient business. In 2019, Coca-Cola FEMSA was one of a select group of companies recognized for sustainability leadership by the Dow Jones Sustainability Emerging Markets Index for the seventh consecutive year, and by the Dow Jones Sustainability MILA (Mercado Integrado Latinoamericano) Pacific Alliance Index for the third consecutive year. Our Magic Price Points strategy draws us closer to consumers by offering them an easy transaction. 7. More

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