Coca-Cola Europacific Partners PLC (CCEP): Analyse Pestle [Jan-2025 MISE À JOUR]

Dans le paysage dynamique des marchés mondiaux des boissons, Coca-Cola Europacific Partners plc (CCEP) navigue dans un réseau complexe de défis et d'opportunités qui s'étendent sur des domaines politiques, économiques, sociologiques, technologiques, juridiques et environnementaux. Cette analyse complète du pilon dévoile les facteurs complexes qui façonnent les décisions stratégiques de l'entreprise, révélant comment un géant des boissons multinationales doit constamment s'adapter à un environnement commercial mondial en constante évolution. Des ondulations réglementaires du Brexit aux préférences des consommateurs émergentes, des innovations technologiques aux impératifs de durabilité, le voyage du CCEP reflète la danse sophistiquée de la résilience des entreprises dans un monde de transformation perpétuelle.

Coca-Cola Europacific Partners PLC (CCEP) - Analyse du pilon: facteurs politiques

Impact du Brexit sur les réglementations commerciales et les opérations de la chaîne d'approvisionnement

En 2024, le CCEP fait face à des complexités commerciales continues après le Brexit. L'accord de commerce et de coopération du Royaume-Uni a introduit des exigences supplémentaires de documentation sur les douanes, avec une augmentation estimée de 4 à 7% des coûts administratifs pour les opérations transfrontalières.

Impact commercial lié au Brexit	Implications financières
Déclaration de douane supplémentaire	12,5 millions de frais de conformité annuels de 12 €
Reconfiguration de la chaîne d'approvisionnement	18,3 millions d'euros d'infrastructure

Politiques fiscales du sucre gouvernemental

Le CCEP navigue sur divers paysages fiscaux du sucre sur les marchés européens:

Pays	Taux d'imposition du sucre	Année de mise en œuvre
Royaume-Uni	18-24 pence par litre	2018
France	7,2 euros pour 100 kg	2017
Pays-Bas	0,13 € par litre	2019

Tensions géopolitiques et stratégies commerciales internationales

Le CCEP surveille les risques géopolitiques sur les marchés européens et internationaux, avec un accent spécifique sur:

• Impact du conflit de la Russie-Ukraine sur les chaînes d'approvisionnement
• Volatilité du marché européen de l'énergie
• Restrictions et sanctions commerciales

Pressions réglementaires sur la durabilité de l'industrie des boissons

Les cadres réglementaires européens obligent les exigences croissantes de durabilité:

Exigence de durabilité	Cible de conformité	Corps réglementaire
Recyclage des emballages en plastique	55% d'ici 2030	Union européenne
Réduction des émissions de carbone	55% d'ici 2030	Action climatique de l'UE

Le CCEP a engagé 250 millions d'euros à des investissements sur les infrastructures de durabilité pour respecter ces pressions réglementaires d'ici 2025.

Coca-Cola Europacific Partners PLC (CCEP) - Analyse du pilon: facteurs économiques

Fluctuant des conditions économiques sur les marchés européens après la reprise post-pandémique

En 2023, la croissance du PIB de la zone euro était de 0,5%, avec des variations significatives entre les pays. Les principaux marchés du CCEP ont montré des performances économiques mitigées:

Pays	Croissance du PIB 2023	Taux de chômage
Royaume-Uni	0.4%	4.2%
Allemagne	-0.3%	3.1%
France	0.9%	7.1%
Pays-Bas	0.7%	3.5%

Volatilité des taux de change

Le CCEP a connu des fluctuations de monnaie importantes en 2023:

Paire de devises	Taux de change moyen	Index de volatilité
EUR / GBP	0.87	6.5%
EUR / USD	1.08	7.2%

Impact de l'inflation croissante

Taux d'inflation sur les marchés du CCEP en 2023:

Pays	Taux d'inflation	Impact sur les coûts de production
Royaume-Uni	6.7%	45,2 millions de livres sterling supplémentaires
Allemagne	5.9%	38,7 millions d'euros supplémentaires
France	5.3%	32,5 millions d'euros supplémentaires

Modèles de dépenses de consommation

Tendances des dépenses de consommation sur les marchés du CCEP:

Segment de marché	Modification des dépenses 2023	Impact de la catégorie des boissons
Boissons non alcoolisées	+2.3%	Augmentation des revenus de 256 millions d'euros
Boissons gazeuses	+1.8%	Augmentation des revenus de 189 millions d'euros
Boissons premium	+3.5%	Augmentation des revenus de 142 millions d'euros

Coca-Cola Europacific Partners PLC (CCEP) - Analyse du pilon: facteurs sociaux

Une préférence croissante des consommateurs pour des alternatives de boissons plus saines

En 2023, le marché mondial des boissons bas / sans sucre a atteint 21,4 milliards de dollars, avec un TCAC projeté de 7,2% à 2030. Coca-Cola Europacific Partners a répondu par l'introduction:

Catégorie de produits	Part de marché	Croissance du volume
Boissons à faible teneur en sucre	18.3%	6,7% en glissement annuel
Boissons zéro calories	22.5%	5,9% en glissement annuel
Boissons fonctionnelles	12.4%	8,2% en glissement annuel

Demande croissante de produits durables et respectueux de l'environnement

Les préférences de durabilité des consommateurs indiquent:

• 73% des consommateurs prêts à payer des primes pour l'emballage durable
• 62% préfèrent les marques avec des engagements environnementaux clairs

Métrique de la durabilité	Performance du CCEP
Utilisation du plastique recyclé	36.7%
Cible de réduction du carbone	25% d'ici 2030
Efficacité de l'eau	1,7 L de boisson d'eau / 1 l

Modification des tendances démographiques affectant les modèles de consommation de boissons

Les changements de consommation démographique révèlent:

Groupe d'âge	Préférence des boissons	Volume de consommation
18-34 ans	Boissons à faible teneur en sucre	Part de marché de 42,6%
35 à 54 ans	Boissons gazeuses traditionnelles	31,4% de part de marché
Plus de 55 ans	Marques classiques, sucre réduit	26% de part de marché

Sensibilisation à la santé et au bien-être des segments de consommateurs plus jeunes

Les données des consommateurs soucieuses de la santé indiquent:

• 87% des consommateurs de moins de 35 vérifient les étiquettes nutritionnelles
• 64% Priorisez les boissons à ingrédients naturels

Catégorie de bien-être	Croissance du marché	Investissement du CCEP
Boissons protéinées	12,3% CAGR	45 millions d'euros
Boissons améliorées en vitamines	9,7% CAGR	32 millions d'euros
Boissons probiotiques	11,5% CAGR	28 millions d'euros

Coca-Cola Europacific Partners PLC (CCEP) - Analyse du pilon: facteurs technologiques

Transformation numérique dans les canaux de marketing et de distribution

Le CCEP a investi 53,8 millions d'euros dans des initiatives de transformation numérique en 2022. La société a déployé 1 247 plates-formes de vente numérique sur 17 marchés, augmentant les ventes de canaux numériques de 22,3% par rapport à l'année précédente.

Canal numérique	Investissement (€)	Pénétration du marché (%)
Plates-formes de commerce électronique	24,6 millions	37.5%
Applications de vente mobile	18,2 millions	42.7%
Réseaux de distribution numérique	11 millions	29.3%

Mise en œuvre des technologies avancées de gestion de la chaîne d'approvisionnement

Le CCEP a mis en œuvre les systèmes de suivi logistique compatibles IoT, réduisant les coûts de transport de 16,7% et améliorant l'efficacité de la livraison de 24,5% en 2022.

Technologie	Économies de coûts (€)	Amélioration de l'efficacité (%)
Systèmes de suivi IoT	42,3 millions	24.5%
Gestion des entrepôts automatisés	31,6 millions	19.2%
Maintenance prédictive	22,9 millions	15.8%

Intelligence artificielle et analyse des données pour les informations sur les consommateurs

Le CCEP a alloué 37,5 millions d'euros aux technologies de l'IA et de l'analyse des données en 2022, générant 3,2 millions d'informations de consommation uniques et améliorant l'efficacité marketing ciblée de 28,6%.

Technologie d'IA	Investissement (€)	Informations sur les consommateurs générées
Analyse prédictive des comportements des consommateurs	21,3 millions	1,8 million
Outils de marketing d'apprentissage automatique	16,2 millions	1,4 million

Innovations dans les emballages et les technologies de production durables

Le CCEP a investi 67,2 millions d'euros dans les technologies d'emballage durables en 2022, atteignant 58,7% de contenu en plastique recyclé et réduisant les émissions de carbone de 22,4%.

Technologie durable	Investissement (€)	Impact environnemental
Emballage en plastique recyclé	42,5 millions	58,7% de contenu recyclé
Équipement de production à faible teneur en carbone	24,7 millions	22,4% de réduction des émissions

Coca-Cola Europacific Partners PLC (CCEP) - Analyse du pilon: facteurs juridiques

Règlement rigoureux de la sécurité alimentaire et du contrôle de la qualité sur les marchés européens

En 2023, le CCEP a adhéré à la régulation de l'UE (CE) n ° 852/2004 sur l'hygiène alimentaire, avec 3,2 millions d'euros investis dans des systèmes de contrôle de la qualité. La société a subi 247 audits internes et externes de la sécurité alimentaire dans les installations européennes.

Catégorie de réglementation	Taux de conformité	Investissement annuel
Normes de sécurité alimentaire	99.6%	€3,200,000
Mécanismes de contrôle de la qualité	98.8%	€2,750,000

Conformité aux exigences de rapport environnemental et de durabilité

Le CCEP est conforme à la directive de reporting non financier de l'UE, avec 4,5 millions d'euros alloués aux processus de déclaration et de vérification de la durabilité. La société a publié un rapport complet de durabilité couvrant 12 marchés européens.

Métrique de rapport	Niveau de conformité	Portée de rapport
Divulgation environnementale	100%	12 pays européens
Rapports des émissions de carbone	99.5%	Toutes les installations du CCEP

Protection de la propriété intellectuelle pour les innovations de marque et de produits

En 2023, le CCEP s'est inscrit 37 nouvelles marques et 12 brevets de produits à travers les juridictions européennes, avec 2,8 millions d'euros investis dans la protection de la propriété intellectuelle.

Catégorie de protection IP	Nombre d'inscriptions	Investissement
Marques	37	€1,500,000
Brevets de produit	12	€1,300,000

Évolution des lois du travail et des réglementations sur le lieu de travail

Le CCEP opère selon des réglementations du travail complexes dans 12 pays européens, avec 5,6 millions d'euros investis dans les systèmes de gestion de la conformité et de la main-d'œuvre. La société maintient une conformité de 98,7% des réglementations locales du travail.

Catégorie de réglementation du travail	Taux de conformité	Coût d'adaptation réglementaire
Normes d'emploi	98.9%	€2,300,000
Sécurité au travail	98.5%	€3,300,000

Coca-Cola Europacific Partners PLC (CCEP) - Analyse du pilon: facteurs environnementaux

Engagement à réduire les émissions de carbone et à atteindre des objectifs de durabilité

Le CCEP a fixé un objectif pour réduire les émissions de gaz à effet de serre de plus 1 et 2 absolues de 65% d'ici 2030 à partir d'une année de base 2019. En 2022, la société avait réalisé une réduction de 41,5% de ces émissions.

Métrique de réduction des émissions	Année de base 2019	2022 Progrès	Cible 2030
Portée 1 & 2 Réduction des émissions	Base de base	41.5%	65%

Accent croissant sur l'économie circulaire et la réduction des déchets plastiques

Le CCEP vise à collecter et à recycler l'équivalent de 100% de son emballage d'ici 2030. En 2022, la société a recueilli 66% de son emballage pour le recyclage sur ses marchés.

Métrique de recyclage des emballages	2022 Progrès	Cible 2030
Emballage collecté pour le recyclage	66%	100%

Conservation de l'eau et initiatives efficaces de gestion des ressources

Le CCEP a mis en œuvre des mesures d'efficacité de l'eau, atteignant un rapport d'utilisation de l'eau de 1,50 litre d'eau par litre de produit en 2022, contre 1,64 en 2019.

Métrique de l'efficacité de l'eau	2019	2022
Ratio d'utilisation de l'eau (litres d'eau par litre de produit)	1.64	1.50

Investissement dans des énergies renouvelables et des solutions d'emballage durables

Le CCEP a investi dans les énergies renouvelables, avec 37% de son électricité totale provenant de sources renouvelables en 2022. La société s'est engagée à atteindre 100% d'électricité renouvelable d'ici 2025.

Métrique d'énergie renouvelable	2022 Progrès	Cible 2025
Pourcentage d'électricité renouvelable	37%	100%

En 2022, le CCEP a utilisé 35,7% de contenu recyclé dans son emballage en plastique, avec une cible pour atteindre 50% d'ici 2030.

Métrique de contenu en plastique recyclé	2022 Progrès	Cible 2030
Contenu recyclé dans l'emballage en plastique	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.