Coca-Cola Europacific Partners PLC (CCEP): Análisis PESTLE [Actualizado en enero de 2025]

En el panorama dinámico de los mercados globales de bebidas, Coca-Cola Europacific Partners plc (CCEP) navega por una compleja red de desafíos y oportunidades que abarcan dominios políticos, económicos, sociológicos, tecnológicos, legales y ambientales. Este análisis integral de la mano presenta los intrincados factores que dan forma a las decisiones estratégicas de la compañía, revelando cómo un gigante de bebidas multinacional debe adaptarse constantemente a un entorno empresarial global en constante cambio. Desde las ondas regulatorias del Brexit hasta las preferencias emergentes del consumidor, desde innovaciones tecnológicas hasta imperativos de sostenibilidad, el viaje de CCEP refleja la danza sofisticada de resiliencia corporativa en un mundo de transformación perpetua.

Coca -Cola Europacific Partners PLC (CCEP) - Análisis de mortero: factores políticos

Impacto del Brexit en las regulaciones comerciales y las operaciones de la cadena de suministro

A partir de 2024, CCEP enfrenta complejidades comerciales continuas después del Brexit. El Acuerdo de Comercio y Cooperación de la UK-UE introdujo requisitos adicionales de documentación de aduanas, con un aumento estimado del 4-7% en los costos administrativos para las operaciones transfronterizas.

Impacto comercial relacionado con el Brexit	Implicaciones financieras
Declaraciones aduaneras adicionales	€ 12.5 millones Costos de cumplimiento anual
Reconfiguración de la cadena de suministro	€ 18.3 millones de inversiones de infraestructura

Políticas de impuestos al azúcar del gobierno

CCEP navega diversos paisajes de impuestos al azúcar en los mercados europeos:

País	Tasa de impuestos sobre el azúcar	Año de implementación
Reino Unido	18-24 peniques por litro	2018
Francia	7.2 euros por 100 kg	2017
Países Bajos	0.13 € por litro	2019

Tensiones geopolíticas y estrategias comerciales internacionales

CCEP monitorea los riesgos geopolíticos en los mercados europeos e internacionales, con un enfoque específico en:

• Rusia-Ukraine Conflicto Impacto en las cadenas de suministro
• Volatilidad del mercado energético europeo
• Restricciones y sanciones comerciales

Presiones regulatorias sobre la sostenibilidad de la industria de bebidas

Los marcos regulatorios europeos exigen los requisitos de sostenibilidad de aumento:

Requisito de sostenibilidad	Objetivo de cumplimiento	Cuerpo regulador
Reciclaje de envasado de plástico	55% para 2030	unión Europea
Reducción de emisiones de carbono	55% para 2030	Acción climática de la UE

CCEP ha comprometido 250 millones de euros a inversiones de infraestructura de sostenibilidad para cumplir con estas presiones regulatorias para 2025.

Coca -Cola Europacific Partners PLC (CCEP) - Análisis de mortero: factores económicos

Condiciones económicas fluctuantes en los mercados europeos de recuperación post-pandemia

En 2023, el crecimiento del PIB de la eurozona fue del 0,5%, con variaciones significativas entre países. Los mercados principales de CCEP mostraron un rendimiento económico mixto:

País	Crecimiento del PIB 2023	Tasa de desempleo
Reino Unido	0.4%	4.2%
Alemania	-0.3%	3.1%
Francia	0.9%	7.1%
Países Bajos	0.7%	3.5%

Volatilidad del tipo de cambio de divisas

CCEP experimentó fluctuaciones monetarias significativas en 2023:

Pareja	Tipo de cambio promedio	Índice de volatilidad
EUR/GBP	0.87	6.5%
EUR/USD	1.08	7.2%

Aumento del impacto de la inflación

Tasas de inflación en los mercados de CCEP en 2023:

País	Tasa de inflación	Impacto en los costos de producción
Reino Unido	6.7%	£ 45.2 millones de costos adicionales
Alemania	5.9%	€ 38.7 millones de costos adicionales
Francia	5.3%	€ 32.5 millones de costos adicionales

Patrones de gasto del consumidor

Tendencias de gasto del consumidor en los mercados de CCEP:

Segmento de mercado	Cambio de gastos 2023	Impacto en la categoría de bebidas
Bebidas no alcohólicas	+2.3%	Aumento de los ingresos de 256 millones de euros
Refrescos	+1.8%	Aumento de los ingresos de 189 millones de euros
Bebidas premium	+3.5%	Aumento de los ingresos de € 142 millones

Coca -Cola Europacific Partners PLC (CCEP) - Análisis de mortero: factores sociales

Creciente preferencia del consumidor por alternativas de bebidas más saludables

En 2023, el mercado global de bebidas bajas/sin azúcar alcanzó los $ 21.4 mil millones, con una tasa compuesta anual proyectada de 7.2% hasta 2030. Coca-Cola Europacific Partners ha respondido introduciendo:

Categoría de productos	Cuota de mercado	Crecimiento del volumen
Bebidas bajas en azúcar	18.3%	6.7% interanual
Bebidas en calorías cero	22.5%	5.9% interanual
Bebidas funcionales	12.4%	8.2% interanual

Aumento de la demanda de productos sostenibles y ambientalmente responsables

Las preferencias de sostenibilidad del consumidor indican:

• El 73% de los consumidores dispuestos a pagar la prima por el embalaje sostenible
• El 62% prefiere marcas con compromisos ambientales claros

Métrica de sostenibilidad	Rendimiento de CCEP
Uso de plástico reciclado	36.7%
Objetivo de reducción de carbono	25% para 2030
Eficiencia del agua	1.7L de agua/1L bebida

Cambiar las tendencias demográficas que afectan los patrones de consumo de bebidas

Los cambios de consumo demográfico revelan:

Grupo de edad	Preferencia de bebidas	Volumen de consumo
18-34 años	Bebidas funcionales de bajo azúcar	42.6% de participación de mercado
35-54 años	Bebidas carbonatadas tradicionales	Cuota de mercado del 31,4%
55+ años	Marcas clásicas, azúcar reducida	Cuota de mercado del 26%

Amplia conciencia de la salud y el bienestar entre los segmentos de consumo más jóvenes

Los datos del consumidor conscientes de la salud indican:

• El 87% de los consumidores menores de 35 años revisan las etiquetas nutricionales
• El 64% prioriza las bebidas de ingredientes naturales

Categoría de bienestar	Crecimiento del mercado	Inversión CCEP
Bebidas de proteínas	12.3% CAGR	45 millones de euros
Bebidas mejoradas por vitaminas	9.7% CAGR	32 millones de euros
Bebidas probióticas	11.5% CAGR	€ 28 millones

Coca -Cola Europacific Partners PLC (CCEP) - Análisis de mortero: factores tecnológicos

Transformación digital en canales de marketing y distribución

CCEP invirtió € 53.8 millones en iniciativas de transformación digital en 2022. La compañía desplegó 1,247 plataformas de ventas digitales en 17 mercados, aumentando las ventas de canales digitales en un 22.3% en comparación con el año anterior.

Canal digital	Inversión (€)	Penetración del mercado (%)
Plataformas de comercio electrónico	24.6 millones	37.5%
Aplicaciones de ventas móviles	18.2 millones	42.7%
Redes de distribución digital	11 millones	29.3%

Implementación de tecnologías avanzadas de gestión de la cadena de suministro

CCEP implementó sistemas de seguimiento logístico habilitado para IoT, reduciendo los costos de transporte en un 16,7% y mejorando la eficiencia de entrega en un 24.5% en 2022.

Tecnología	Ahorro de costos (€)	Mejora de la eficiencia (%)
Sistemas de seguimiento de IoT	42.3 millones	24.5%
Gestión automatizada de almacén	31.6 millones	19.2%
Mantenimiento predictivo	22.9 millones	15.8%

Inteligencia artificial y análisis de datos para ideas del consumidor

CCEP asignó € 37.5 millones a tecnologías de análisis de datos de IA y datos en 2022, generando 3.2 millones de ideas únicas del consumidor y mejorando la efectividad de marketing dirigida en un 28.6%.

Tecnología de IA	Inversión (€)	Informes del consumidor generados
Análisis predictivo de comportamiento del consumidor	21.3 millones	1.8 millones
Herramientas de marketing de aprendizaje automático	16.2 millones	1.4 millones

Innovaciones en envases y tecnologías de producción sostenible

CCEP invirtió 67,2 millones de euros en tecnologías de envasado sostenible en 2022, logrando el 58,7% de contenido de plástico reciclado y reduciendo las emisiones de carbono en un 22,4%.

Tecnología sostenible	Inversión (€)	Impacto ambiental
Embalaje de plástico reciclado	42.5 millones	58.7% de contenido reciclado
Equipo de producción de baja carbono	24.7 millones	22.4% de reducción de emisiones

Coca -Cola Europacific Partners PLC (CCEP) - Análisis de mortero: factores legales

Regulaciones estrictas de seguridad alimentaria y control de calidad en los mercados europeos

En 2023, CCEP se adhirió a la regulación de la UE (EC) No 852/2004 sobre higiene de alimentos, con € 3.2 millones invertidos en sistemas de control de calidad. La compañía se sometió a 247 auditorías de seguridad alimentaria internas y externas en las instalaciones europeas.

Categoría de regulación	Tasa de cumplimiento	Inversión anual
Normas de seguridad alimentaria	99.6%	€3,200,000
Mecanismos de control de calidad	98.8%	€2,750,000

Cumplimiento de los requisitos de informes ambientales y de sostenibilidad

CCEP cumple con la Directiva de informes no financieros de la UE, con 4,5 millones de euros asignados a procesos de informes y verificación de sostenibilidad. La compañía publicó un informe integral de sostenibilidad que cubre 12 mercados europeos.

Métrica de informes	Nivel de cumplimiento	Alcance de la presentación
Divulgación ambiental	100%	12 países europeos
Informes de emisiones de carbono	99.5%	Todas las instalaciones de CCEP

Protección de propiedad intelectual para innovaciones de marca y productos

En 2023, CCEP registró 37 nuevas marcas comerciales y 12 patentes de productos a través de jurisdicciones europeas, con € 2,8 millones invertidos en protección de propiedad intelectual.

Categoría de protección de IP	Número de registros	Inversión
Marcas registradas	37	€1,500,000
Patentes de productos	12	€1,300,000

Las leyes laborales en evolución y las regulaciones laborales

CCEP opera bajo regulaciones laborales complejas en 12 países europeos, con 5,6 millones de euros invertidos en sistemas de cumplimiento y gestión de la fuerza laboral. La Compañía mantiene el cumplimiento del 98.7% con las regulaciones laborales locales.

Categoría de regulación laboral	Tasa de cumplimiento	Costo de adaptación regulatoria
Normas de empleo	98.9%	€2,300,000
Seguridad en el lugar de trabajo	98.5%	€3,300,000

Coca -Cola Europacific Partners PLC (CCEP) - Análisis de mortero: factores ambientales

Compromiso para reducir las emisiones de carbono y lograr los objetivos de sostenibilidad

CCEP ha establecido un objetivo para reducir el alcance absoluto 1 y 2 emisiones de gases de efecto invernadero en un 65% para 2030 desde un año base 2019. A partir de 2022, la compañía había logrado una reducción del 41.5% en estas emisiones.

Métrica de reducción de emisiones	Año base 2019	2022 progreso	Objetivo 2030
Alcance 1 & 2 reducción de emisiones	Base	41.5%	65%

Aumento del enfoque en la economía circular y la reducción de los desechos plásticos

CCEP tiene como objetivo recolectar y reciclar el equivalente del 100% de su embalaje para 2030. En 2022, la compañía recolectó el 66% de sus envases para reciclar en sus mercados.

Métrica de reciclaje de empaque	2022 progreso	Objetivo 2030
Embalaje recolectado para reciclaje	66%	100%

Iniciativas de conservación del agua y gestión de recursos eficientes

CCEP ha implementado medidas de eficiencia del agua, logrando una relación de uso de agua de 1.50 litros de agua por litro de producto en 2022, por debajo de 1.64 en 2019.

Métrica de eficiencia del agua	2019	2022
Relación de uso del agua (litros de agua por litro del producto)	1.64	1.50

Inversión en energía renovable y soluciones de envasado sostenible

CCEP ha invertido en energía renovable, con el 37% de su electricidad total proveniente de fuentes renovables en 2022. La compañía se compromete a alcanzar la electricidad del 100% renovable para 2025.

Métrica de energía renovable	2022 progreso	Objetivo 2025
Porcentaje de electricidad renovable	37%	100%

En 2022, CCEP utilizó un 35.7% de contenido reciclado en su embalaje de plástico, con un objetivo para alcanzar el 50% para 2030.

Métrica de contenido de plástico reciclado	2022 progreso	Objetivo 2030
Contenido reciclado en envases de plástico	35.7%	50%

Coca-Cola Europacific Partners PLC (CCEP) - PESTLE Analysis: Social factors

Growing consumer demand for low-sugar and functional beverages

The biggest social shift impacting Coca-Cola Europacific Partners is the consumer flight from high-sugar beverages. This isn't a slow drift; it's a structural change driven by public health awareness and sugar taxation across key European markets. Your customers are actively seeking healthier alternatives, so CCEP's growth is increasingly tied to its ability to win in the low- and zero-sugar segments.

The company is meeting this head-on, with a commitment to reduce the average sugar per liter in its European soft drinks portfolio by a total of 10% by the end of 2025, measured against a 2019 baseline. This focus is paying off in volume. In the first half of 2025 (H1 2025), volume for Coca-Cola Zero Sugar was up +4.7% across Europe and the Asia Pacific South (APS) region. This is a clear indicator of successful portfolio management.

Increased focus on health and wellness driving portfolio diversification

Beyond simply removing sugar, consumers want added benefits-a trend that is fueling the functional beverage market. This market was valued at USD 130.96 billion in 2024 and is projected to climb to USD 174.12 billion by 2030. CCEP is capitalizing on this by pushing its energy and low-sugar flavor brands.

For example, Monster energy drink volumes surged nearly 15% in H1 2025, with its zero-sugar variants showing even stronger growth, up over 20%. Plus, the core brands are diversifying: Fanta Zero volumes grew by around 7% and Sprite Zero by around 13% in H1 2025 (excluding Indonesia). This is how a major bottler adapts-not just by cutting sugar, but by expanding into new, high-growth categories like hydration, coffee, and alcoholic ready-to-drink (ARTD) options, making the portfolio defintely more resilient.

Here's the quick math on key zero-sugar brands in H1 2025:

Brand Segment	H1 2025 Volume Growth (vs. Prior Year)	Insight
Coca-Cola Zero Sugar	+4.7% (Europe & APS)	Core brand successfully driving the zero-sugar shift.
Monster (Total)	Nearly +15%	Strong momentum in the high-margin Energy category.
Monster (Zero Variants)	Over +20%	Zero-sugar is the primary growth engine for Energy.
Sprite Zero	Around +13% (Excl. Indonesia)	Significant growth in the non-cola flavor segment.

Labor market tightness in logistics and manufacturing sectors

Operational reality for a company with approximately 41,000 employees is that labor market tightness is a significant near-term risk. The logistics and manufacturing sectors, which are the backbone of CCEP's operations, face chronic workforce shortages.

Industry-wide data for 2025 shows that roughly 67% of transportation operations and 56% of warehouse operations are impacted by labor shortages. This is a direct pressure point on CCEP's supply chain efficiency and cost base. We are seeing wage inflation in the logistics sector, with labor costs rising by an estimated 9.5% year-over-year. High turnover, with warehouse operations seeing annual rates above 35%, forces continuous, costly recruitment and training cycles. CCEP must continue to invest heavily in talent retention and automation to mitigate this risk.

Strong public pressure for corporate social responsibility and ethical sourcing

Public scrutiny on major corporations is intense, and CCEP's reputation-and therefore its license to operate-is directly linked to its corporate social responsibility (CSR) performance, particularly on ethical sourcing and human rights. A failure to act responsibly is listed as a principal risk that could lead to reputational damage and litigation.

CCEP has set clear, ambitious targets to address this pressure:

• Source 100% of main agricultural ingredients and raw materials sustainably (ongoing target).
• Ensure 100% of suppliers are covered by the Supplier Guiding Principles (SGPs), which mandate compliance on sustainability, ethics, and human rights (ongoing target).
• Focus on implementing Corporate Sustainability Due Diligence across its value chain in 2025.

This commitment to 100% coverage across both raw materials and supplier conduct is the price of admission in today's market. It's not just about minimizing risk; it's about maintaining consumer trust and securing the supply chain for key ingredients like sugar, coffee, and packaging materials.

Coca-Cola Europacific Partners PLC (CCEP) - PESTLE Analysis: Technological factors

Automation and AI optimizing complex European and Pacific supply chains

The core of CCEP's operational efficiency in 2025 is the deep integration of Artificial Intelligence (AI) and automation, particularly across its sprawling European and Asia Pacific (APS) supply chains. This isn't just about faster robots; it's about smarter planning. The company uses its Customer Demand & Supply Planning system, which leverages machine learning to run complex scenarios and produce highly accurate sales demand forecasts. This system helps CCEP move closer to realizing the 'factory of the future,' ensuring products are available where and when consumers want them, which is defintely a challenge with such a vast geographic footprint.

This AI-driven approach also extends to sustainability and compliance. CCEP is using AI to centralize and validate data across its plants, logistics, and supplier portals, treating sustainability as a critical data problem first. This reduces risk and trims costs by spotting anomalies in emissions, water, and energy use early on.

E-commerce and direct-to-consumer (DTC) platforms accelerating sales growth

While CCEP is primarily a bottler-distributor, its investment in digital platforms is crucial for maintaining strong customer relationships and capturing growth in the fast-moving e-commerce space. The shift is from simply supplying retailers to actively partnering with them through digital tools.

A key near-term initiative is the pilot of the new eB2B platform, 'Up We Go,' launched in Spain. This platform digitizes the order-taking process with partner distributors. As of its initial rollout, the pilot onboarded approximately 1,000 outlets and four distributors across four regions. This is a critical step in streamlining the ordering process, cutting out friction, and securing CCEP's position as a world-class customer partner. The overall e-commerce market is expected to continue its massive growth trajectory in 2025, so CCEP needs to stay aggressive here.

Advanced data analytics improving promotional effectiveness and inventory management

Data analytics is CCEP's engine for Revenue Growth Management (RGM). This is where the rubber meets the road on profitability. The company uses a data-driven field sales tool called 'RED One' to guide sales teams on where to go, how to contact customers, and what actions to take, ensuring smart execution at the point of sale.

The impact of this focus is clear in the financial results. In the first half of the 2025 fiscal year (H1 2025), CCEP delivered strong revenue per unit case growth of 3.8%, a result directly attributed to 'positive headline pricing and promotional optimisation, with a continued focus on consumer price relevance, all built on data and insights.' They use advanced RGM tools, or 'SmartRGM,' to run simulations on pack, price, and promo elasticity, which means they can predict exactly how a price change will affect volume before they implement it.

Metric (H1 2025)	Value/Impact	Technological Driver
Revenue per Unit Case Growth	+3.8%	SmartRGM (Revenue Growth Management) & Data Analytics
Capital Expenditures (H1 2025)	$495.118M (USD)	Investment in capacity, coolers, technology, and digital
H1 2025 Capex Change Y-o-Y	Up 41.45%	Accelerated investment in future growth platforms

New bottling and packaging technologies to reduce material usage

Technology in bottling and packaging is driven by CCEP's net-zero and sustainability goals, specifically the need to reduce virgin plastic and ensure circularity. This isn't a PR exercise; it's a massive, capital-intensive overhaul of production lines. The company's mid-term growth objectives include a Capital Expenditure (Capex) target of approximately 4-5% of revenue, which includes significant investment in these new lines.

They have a 2025 goal to make 100% of their packaging recyclable. Plus, they are targeting a use of at least 50% recycled material in their packaging by 2030. The progress is tangible:

• Transitioned all half-liter plastic bottles in Great Britain to 100% recycled plastic (rPET), which saves 20,000 tonnes of virgin plastic annually.
• Adopted lighter cans and moved from plastic shrink film to cardboard ('Shrink to Board') packs for multi-packs in Western Europe, saving 4,000 tonnes of plastic from circulation.
• Rolled out new bottles with attached caps to boost collection and recycling, a major design change facilitated by new bottling technology.

What this estimate hides is the complexity of scaling these technologies across 31 diverse markets, especially in the APS region where recycling infrastructure is still developing. Still, the investment is a clear technological priority for long-term cost and risk management.

Coca-Cola Europacific Partners PLC (CCEP) - PESTLE Analysis: Legal factors

Stricter Extended Producer Responsibility (EPR) laws increasing packaging costs

The regulatory environment for packaging is tightening across CCEP's markets, directly translating into higher operating costs. Extended Producer Responsibility (EPR) schemes are shifting the full financial burden of packaging waste management-collection, sorting, and recycling-onto producers. This is not a theoretical risk; it's a realized cost in the 2025 fiscal year.

For example, the UK's EPR for packaging scheme, which began invoicing in October 2025, provides clear cost metrics based on material type. This 'ecomodulation' principle means CCEP pays more for less recyclable materials. The base fees for 2025 to 2026 illustrate the financial pressure:

Packaging Material	UK EPR Base Fee (2025-2026)	Cost Driver
Plastic	£423 per tonne	High cost due to complexity of recycling and lower market value for some grades.
Aluminium	£266 per tonne	Higher recycling value partially offsets collection costs.
Glass	£192 per tonne	Lower fee reflecting established recycling infrastructure.
Fibre-based composite	£461 per tonne	The highest fee, reflecting difficulty in separating materials for recycling.

This immediately impacts the cost of goods sold (COGS). CCEP is responding by aiming for 100% recyclable packaging by the end of 2025, but the compliance and investment costs for this transition are substantial.

Ongoing legal challenges and uncertainty around national sugar taxes

The legal landscape for sweetened beverages remains fragmented and volatile, forcing CCEP to manage a complex, multi-tiered tax structure across its 29 markets. As of 2025, at least 17 European countries levy some form of tax on sugary beverages, and the trend is toward tiered systems that penalize higher sugar content more severely.

This complexity is not just about the tax amount; it's about the methodology. In October 2025, the Gulf Cooperation Council (GCC) approved a shift from a flat 50% excise tax on the retail price to a new tiered system based on total sugar content per 100 milliliters. This change requires rapid product reformulation and supply chain adjustments to minimize the tax hit.

Consider the varying European tax tiers that directly influence product pricing and reformulation strategy:

• Portugal's tax structure reaches €0.20 per liter on drinks containing $\ge$80 grams of sugar per liter.
• Croatia's tiered excise tax hits €7.96 per hectoliter on drinks with $>$8 grams of sugar per 100 mL.

The legal uncertainty stems from constant legislative amendments and the industry's own legal challenges, requiring CCEP to defintely budget for ongoing litigation and regulatory affairs spending.

New European Union (EU) regulations on digital privacy and data security

The EU's aggressive push for digital governance creates a significant compliance challenge, particularly for a company with CCEP's scale and reliance on consumer data for marketing and logistics. The General Data Protection Regulation (GDPR) is just the baseline now.

The new regulatory frameworks in 2025 introduce new layers of legal risk:

• The Digital Markets Act (DMA) is fully enforceable, and while it primarily targets 'gatekeepers,' CCEP's large-scale digital operations and data use must align. Non-compliance risks fines up to 10% of global turnover.
• The EU Data Act, effective September 12, 2025, introduces new rules for data access and sharing, covering both personal and non-personal data from connected devices (Internet of Things or IoT). This impacts CCEP's smart vending machines and logistics data.
• The EU AI Act's phased application began in 2025, imposing strict rules on data usage, transparency, and risk management for any AI systems CCEP uses in its operations, from demand forecasting to automated customer service.

Compliance isn't cheap; you have to invest in a dual compliance framework that addresses both privacy (GDPR) and market/AI governance.

Varying national labor laws and collective bargaining agreements across 29 markets

Managing a workforce across 29 distinct markets means CCEP must constantly navigate a patchwork of national labor laws and powerful local collective bargaining agreements (CBAs). This isn't a single labor policy; it's 29 different, evolving legal obligations.

Recent 2025 CBA negotiations highlight the real-world financial and operational impact:

• In Germany (CCEP DE), a new collective agreement reached in November 2025 includes a one-off payment of EUR400 for employees and trainees in 2025, following recent strikes, plus guaranteed wage increases starting in 2026.
• In the Netherlands (CCEP Nederland), a 9-month CBA running from January 1, 2025, included an initial salary increase of 3.25% effective April 1, 2025.

These agreements dictate not only wages but also working hours, overtime rules, and benefits, such as the inclusion of May 5th (Liberation Day) as an annual public holiday in the Netherlands CBA. The risk here is constant labor unrest and the need for decentralized, market-specific negotiation teams to ensure local legal compliance. You have to be ready to negotiate, not just dictate.

Coca-Cola Europacific Partners PLC (CCEP) - PESTLE Analysis: Environmental factors

If you're managing a portfolio, you defintely need to watch the regulatory fragmentation. What works in Germany won't work in Australia, and that complexity eats into margins. The immediate action is clear.

Aggressive targets to reduce virgin plastic use and increase recycled content

The push for a circular economy is no longer a marketing exercise; it's a core operational mandate for Coca-Cola Europacific Partners PLC (CCEP). The company's near-term goal is to hit an average of 50% recycled PET (rPET) in its plastic bottles across the Asia-Pacific (APS) region by the end of 2025. This is a critical metric, especially since the European segment already surpassed its 2023 target. To be fair, the European market is further ahead, but the APS region is catching up fast.

The overall Group performance (excluding the Philippines) for 2024 showed strong progress, with 56.0% rPET usage in total PET material, reflecting the heavy lifting in Europe at 63.2% rPET. The long-term plan is even more ambitious: stop using oil-based virgin plastic in all bottles by 2030. This requires massive capital expenditure (CapEx) in recycling infrastructure and new technologies like chemical recycling, which CCEP Ventures is actively funding.

Here's the quick math on packaging progress:

Metric	Target	2024 Group Progress (Excl. Philippines)
rPET in PET Bottles (by tonnes)	50% by 2025 (APS)	56.0%
Primary Packaging Recyclability	100% by 2025	99.8%
Refillable Systems Investment (Last 5 years)	N/A	Over €327 million

Water scarcity risks in key bottling regions, especially in Spain and Indonesia

Water is the main ingredient, so water security is a direct financial risk. CCEP has a long-standing commitment to replenish 100% of the water used in its finished drinks, a target it already exceeded at the Group level in 2024, replenishing 113.1% of sales volume water. Still, the risk is localized and acute, particularly in high-stress regions.

The situation in Spain is a concrete example. The Guadalquivir River basin in Andalusia has faced the longest and most intense drought since 1970. CCEP is mitigating this by supporting projects like Misión Posible: Desafío Guadalquivir, which works to improve agricultural irrigation and restore marshland, returning hundreds of millions of liters of water to nature. In Indonesia, community-based water management in areas like Karawang is critical for social license to operate, ensuring local communities have access to clean water and sanitation.

The company is addressing this with technology and CapEx:

• Invested approximately €2.2 million in water efficiency technology in 2024.
• Partnered with Deep Science Ventures to find new water-saving technologies.
• All production facilities must carry out source water vulnerability assessments (SVAs).

Pressure to decarbonize the entire value chain, from fleet to production

The climate transition roadmap is clear: Net Zero by 2040, covering all Scope 1, 2, and 3 emissions. The near-term pressure point is the supply chain (Scope 3), which accounts for roughly 90% of the company's total carbon footprint. Packaging and ingredients are the biggest drivers.

The interim target is a 30% absolute reduction in total value chain GHG emissions by 2030, against a 2019 baseline of 8,507,076 Metric Tonnes of CO2e. As of 2024, CCEP has achieved a 20.0% reduction, putting it on a strong, but not guaranteed, trajectory. To accelerate this, CCEP is pushing its suppliers hard.

The financial commitment is significant:

• Planned investment of approximately €405 million in emissions reduction initiatives between 2024-2026.
• Requirement for 100% of carbon strategic suppliers in the Asia-Pacific region to set science-based targets by 2025.

Mandatory Deposit Return Schemes (DRS) requiring significant operational investment

Deposit Return Schemes (DRS) are a regulatory certainty across many markets, but the fragmented rollout creates an operational headache and capital demand. While CCEP supports the schemes, the devil is in the details-specifically, the lack of a consistent, interoperable system across different jurisdictions, especially in the UK where the scheme is set to launch in England and Northern Ireland in October 2027.

The core issue is that CCEP, as a producer, will be financially and operationally responsible for funding and managing the collection infrastructure. A trial in Scotland demonstrated that a small incentive of 20p per container can drive a massive surge in returns (eighty-fold increase), but this deposit amount is a liability until the container is returned. This requires upfront investment in Reverse Vending Machines (RVMs) and a robust Deposit Management Organisation (DMO). The risk isn't the scheme itself, but the cost of managing multiple, non-aligned schemes.

Next Step: Portfolio Managers: Stress-test CCEP's valuation against a 15% increase in global sugar tax exposure by Q1 2026.