as well. orid: whether it is brexit whether it is nafta, how do these trade issues affect coca-cola's business? james: i think one of the great benefits of the coca-colaystem is that we are global, but extremely local. we manufacture in every country virtually we sell in. virtually everything that is sold in the u.s. is made in the u.s., everything sold in the mexico is made in mexico, everything sold in the u.k. or france is in that individual country. so global trade restrictions don't tend to affect us heavily in the moment. to the extent that they reduce or increase total economic growth, that is what matters to us. and so i think philosophically we are pro-global free trade because it drives economic growth, therefore let's focus on making those deals better because it will provide the wealth to then solve a lot of society's problems. david: you came in and took over coca-cola and really trumpeted innovation as critical to your future. i believe you have a chief innovation officer, but maybe you are the chief innovation officer in some sense. how do you innovate in a 130 your company that is so well known around the world 130-year-old company wit

coca—cola. yes, and if you look at some of the advertising campaign that coca—cola have been undertaking of late, it's been focusing on coca—cola asand its portfolio rather than focusing on coca—cola as a standalone flagship brand among that grouping. where does that leave the various coke named? we have got zero and diet coke, massive product is nonetheless even if there is a fall. that's correct. and you would have noticed over the last couple of months that coca—cola have undertaken a complete re—energise asian its diet coke portfolio, introducing new flavours and new packaging formats. one of the interesting factors is around pack format and the change in drinking occasion. the shift towards smaller pack sizes, single serve, drives greater profitability and greater value per litre and this is a shift away from the two litre and one litre pet formats. that raises the question as to whether people are buying into the idea that we shouldn't have so much sugar, so many busy drinks, which is one issue, or simply ready for a change. we have a new generation of youngsters looking for a new product. they might like a jazz stop look to

coca-cola operates in over 200 countries worldwide. the beverage behemoth now has a new ceo. james quincey spent the last two decades rising through the ranks at coca-cola. now, asny, quincy aims to win over a new generation that shuns sugar and to show the world he takes the environment seriously, even as he adapts to a new world of technology. james quincey sat down with us for an extended conversation. we wanted to understand how he

coca—cola nut. have alan haselhurst. he is a coca-cola nut. let's look at some of these stories. the household sprays, a p pa re ntly these stories. the household sprays, apparently that is asg. in la, apparently pollutants from household product is a greater source pollutants from household product is a greater source of pollution than ca rs. 42% of a greater source of pollution than cars. 42% of emissions are coming from household products, sprays, perfume is and the like. the interesting facet of the story is that it interesting facet of the story is thatitis interesting facet of the story is that it is bringing more awareness that it is bringing more awareness that the things we buy have a significant impact on the environment, like water bottles. pa rt environment, like water bottles. part of it is that there is a good news element, that emissions from petrol and diesel, the improvement is so significant that it is bringing it on a park, in terms of these particular emissions. but what struck me is that this includes shampoo, products you just think are clea n shampoo, products you just think are clean and good for you. if we are currently take it seriously we have to