Coca-Cola Europacific Partners Plc (CCEP): Análise de Pestle [Jan-2025 Atualizado]

No cenário dinâmico dos mercados globais de bebidas, a Coca-Cola Europacific Partners plc (CCEP) navega em uma complexa rede de desafios e oportunidades que abrangem domínios políticos, econômicos, sociológicos, tecnológicos, legais e ambientais. Essa análise abrangente de pestles revela os fatores complexos que moldam as decisões estratégicas da empresa, revelando como uma gigante multinacional de bebidas deve se adaptar constantemente a um ambiente de negócios global em constante mudança. Desde as ondulações regulatórias do Brexit às preferências emergentes do consumidor, das inovações tecnológicas a imperativos de sustentabilidade, a jornada da CCEP reflete a sofisticada dança da resiliência corporativa em um mundo de transformação perpétua.

Coca -Cola Europacific Partners Plc (CCEP) - Análise de Pestle: Fatores Políticos

Impacto do Brexit nos regulamentos comerciais e operações da cadeia de suprimentos

A partir de 2024, a CCEP enfrenta complexidades comerciais em andamento após o Brexit. O Acordo de Comércio e Cooperação do Reino Unido e UE introduziu requisitos adicionais de documentação aduaneira, com um aumento estimado de 4-7% nos custos administrativos para operações transfronteiriças.

Impacto comercial relacionado ao Brexit	Implicações financeiras
Declarações aduaneiras adicionais	€ 12,5 milhões de custos anuais de conformidade
Reconfiguração da cadeia de suprimentos	€ 18,3 milhões de investimentos de infraestrutura

Políticas de tributação de açúcar do governo

A CCEP navega diversas paisagens de tributação de açúcar nos mercados europeus:

País	Taxa de imposto sobre açúcar	Ano de implementação
Reino Unido	18-24 centavo por litro	2018
França	7,2 euros por 100 kg	2017
Holanda	0,13 € por litro	2019

Tensões geopolíticas e estratégias de negócios internacionais

A CCEP monitora os riscos geopolíticos nos mercados europeus e internacionais, com foco específico em:

• Rússia-Ucrânia Conflito Impacto nas cadeias de suprimentos
• Volatilidade do mercado de energia europeia
• Restrições e sanções comerciais

Pressões regulatórias sobre sustentabilidade da indústria de bebidas

As estruturas regulatórias europeias exigem crescentes requisitos de sustentabilidade:

Requisito de sustentabilidade	Meta de conformidade	Órgão regulatório
Reciclagem de embalagens de plástico	55% até 2030	União Europeia
Redução de emissões de carbono	55% até 2030	Ação climática da UE

A CCEP comprometeu 250 milhões de euros aos investimentos em infraestrutura de sustentabilidade para atender a essas pressões regulatórias até 2025.

Coca -Cola Europacific Partners Plc (CCEP) - Análise de Pestle: Fatores Econômicos

Condições econômicas flutuantes nos mercados europeus de recuperação pós-panorâmica

Em 2023, o crescimento do PIB da zona do euro foi de 0,5%, com variações significativas entre os países. Os principais mercados da CCEP mostraram desempenho econômico misto:

País	Crescimento do PIB 2023	Taxa de desemprego
Reino Unido	0.4%	4.2%
Alemanha	-0.3%	3.1%
França	0.9%	7.1%
Holanda	0.7%	3.5%

Volatilidade da taxa de câmbio

O CCEP experimentou flutuações de moeda significativas em 2023:

Par de moeda	Taxa de câmbio médio	Índice de Volatilidade
EUR/GBP	0.87	6.5%
EUR/USD	1.08	7.2%

Crescente impacto na inflação

Taxas de inflação nos mercados da CCEP em 2023:

País	Taxa de inflação	Impacto nos custos de produção
Reino Unido	6.7%	£ 45,2 milhões de custos adicionais
Alemanha	5.9%	€ 38,7 milhões de custos adicionais
França	5.3%	€ 32,5 milhões de custos adicionais

Padrões de gastos com consumidores

Tendências de gastos com consumidores nos mercados do CCEP:

Segmento de mercado	Alteração de gastos 2023	Impacto da categoria de bebida
Bebidas não alcoólicas	+2.3%	Aumento de receita de 256 milhões de euros
Refrigerantes	+1.8%	Aumento de receita de 189 milhões de euros
Bebidas premium	+3.5%	Aumento de receita de € 142 milhões

Coca -Cola Europacific Partners Plc (CCEP) - Análise de Pestle: Fatores sociais

Crescente preferência do consumidor por alternativas de bebidas mais saudáveis

Em 2023, o mercado global de bebidas baixas/sem açúcar atingiu US $ 21,4 bilhões, com um CAGR projetado de 7,2% a 2030. A Coca-Cola Europacific Partners respondeu introduzindo:

Categoria de produto	Quota de mercado	Crescimento de volume
Bebidas com baixo teor de açúcar	18.3%	6,7% A / A.
Bebidas zero-calorias	22.5%	5,9% A / A.
Bebidas funcionais	12.4%	8,2% A / A.

Crescente demanda por produtos sustentáveis ​​e ambientalmente responsáveis

As preferências de sustentabilidade do consumidor indicam:

• 73% dos consumidores dispostos a pagar o prêmio por embalagens sustentáveis
• 62% preferem marcas com compromissos ambientais claros

Métrica de sustentabilidade	Desempenho da cce
Uso de plástico reciclado	36.7%
Alvo de redução de carbono	25% até 2030
Eficiência da água	1.7L Water/1L Beverage

Mudança de tendências demográficas que afetam os padrões de consumo de bebidas

As mudanças de consumo demográfico revelam:

Faixa etária	Preferência de bebida	Volume de consumo
18-34 anos	Bebidas funcionais e com baixo teor de açúcar	42,6% de participação de mercado
35-54 anos	Bebidas carbonatadas tradicionais	31,4% de participação de mercado
55 anos ou mais	Marcas clássicas, açúcar reduzido	26% de participação de mercado

Crescente consciência da saúde e bem -estar entre segmentos de consumidores mais jovens

Os dados do consumidor preocupados com a saúde indicam:

• 87% dos consumidores abaixo de 35 rótulos nutricionais de verificação
• 64% priorizam as bebidas de ingredientes naturais

Categoria de bem -estar	Crescimento do mercado	Investimento de cce
Bebidas de proteínas	12,3% CAGR	€ 45 milhões
Bebidas aprimoradas por vitamina	9,7% CAGR	€ 32 milhões
Bebidas probióticas	11,5% CAGR	€ 28 milhões

Coca -Cola Europacific Partners plc (CCEP) - Análise de Pestle: Fatores tecnológicos

Transformação digital em canais de marketing e distribuição

A CCEP investiu 53,8 milhões de euros em iniciativas de transformação digital em 2022. A empresa implantou 1.247 plataformas de vendas digitais em 17 mercados, aumentando as vendas de canais digitais em 22,3% em comparação com o ano anterior.

Canal digital	Investimento (€)	Penetração de mercado (%)
Plataformas de comércio eletrônico	24,6 milhões	37.5%
Aplicativos de vendas móveis	18,2 milhões	42.7%
Redes de distribuição digital	11 milhões	29.3%

Implementação de tecnologias avançadas de gerenciamento da cadeia de suprimentos

A CCEP implementou sistemas de rastreamento de logística habilitados para IoT, reduzindo os custos de transporte em 16,7% e melhorando a eficiência da entrega em 24,5% em 2022.

Tecnologia	Economia de custos (€)	Melhoria de eficiência (%)
Sistemas de rastreamento de IoT	42,3 milhões	24.5%
Gerenciamento de armazém automatizado	31,6 milhões	19.2%
Manutenção preditiva	22,9 milhões	15.8%

Inteligência artificial e análise de dados para insights do consumidor

A CCEP alocou € 37,5 milhões para as tecnologias de IA e análise de dados em 2022, gerando 3,2 milhões de insights exclusivos do consumidor e melhorando a eficácia direcionada do marketing em 28,6%.

Tecnologia da IA	Investimento (€)	Insights do consumidor gerados
Análise de comportamento do consumidor preditivo	21,3 milhões	1,8 milhão
Ferramentas de marketing de aprendizado de máquina	16,2 milhões	1,4 milhão

Inovações em embalagens e tecnologias de produção sustentável

A CCEP investiu € 67,2 milhões em tecnologias de embalagens sustentáveis ​​em 2022, alcançando 58,7% de conteúdo plástico reciclado e reduzindo as emissões de carbono em 22,4%.

Tecnologia sustentável	Investimento (€)	Impacto ambiental
Embalagem de plástico reciclado	42,5 milhões	58,7% de conteúdo reciclado
Equipamento de produção de baixo carbono	24,7 milhões	22,4% de redução de emissões

Coca -Cola Europacific Partners Plc (CCEP) - Análise de Pestle: Fatores Legais

Regulamentos rigorosos de segurança alimentar e controle de qualidade em mercados europeus

Em 2023, o CCEP aderiu à regulamentação da UE (CE) n ° 852/2004 sobre higiene alimentar, com 3,2 milhões de euros investidos em sistemas de controle de qualidade. A empresa foi submetida a 247 auditorias internas e externas de segurança alimentar em instalações européias.

Categoria de regulamentação	Taxa de conformidade	Investimento anual
Padrões de segurança alimentar	99.6%	€3,200,000
Mecanismos de controle de qualidade	98.8%	€2,750,000

Conformidade com os requisitos de relatório ambiental e de sustentabilidade

A CCEP está em conformidade com a diretiva de relatórios não financeiros da UE, com 4,5 milhões de euros alocados aos processos de relatórios e verificação de sustentabilidade. A empresa publicou um relatório abrangente de sustentabilidade, cobrindo 12 mercados europeus.

Métrica de relatório	Nível de conformidade	Escopo de relatório
Divulgação ambiental	100%	12 países europeus
Relatórios de emissões de carbono	99.5%	Todas as instalações do CCEP

Proteção de propriedade intelectual para inovações de marca e produto

Em 2023, ccep registrado 37 novas marcas comerciais e 12 patentes de produto entre jurisdições europeias, com 2,8 milhões de euros investidos em proteção de propriedade intelectual.

Categoria de proteção IP	Número de registros	Investimento
Marcas comerciais	37	€1,500,000
Patentes de produto	12	€1,300,000

Evolvendo leis trabalhistas e regulamentos no local de trabalho

A CCEP opera sob regulamentos trabalhistas complexos em 12 países europeus, com 5,6 milhões de euros investidos em sistemas de conformidade e força de trabalho. A empresa mantém 98,7% de conformidade com os regulamentos trabalhistas locais.

Categoria de regulamentação trabalhista	Taxa de conformidade	Custo de adaptação regulatória
Padrões de emprego	98.9%	€2,300,000
Segurança no local de trabalho	98.5%	€3,300,000

Coca -Cola Europacific Partners Plc (CCEP) - Análise de Pestle: Fatores Ambientais

Compromisso de reduzir as emissões de carbono e alcançar objetivos de sustentabilidade

A CCEP estabeleceu uma meta para reduzir o escopo absoluto 1 e 2 emissões de gases de efeito estufa em 65% até 2030 a partir de um ano base de 2019. A partir de 2022, a empresa alcançou uma redução de 41,5% nessas emissões.

Métrica de redução de emissão	2019 Ano base	2022 Progresso	Alvo de 2030
Escopo 1 & 2 redução de emissões	Linha de base	41.5%	65%

Foco crescente na economia circular e redução de resíduos de plástico

A CCEP visa coletar e reciclar o equivalente a 100% de sua embalagem até 2030. Em 2022, a empresa coletou 66% de sua embalagem para reciclagem em seus mercados.

Métrica de reciclagem de embalagem	2022 Progresso	Alvo de 2030
Embalagem coletada para reciclagem	66%	100%

Iniciativas de conservação de água e gerenciamento de recursos eficientes

A CCEP implementou medidas de eficiência da água, alcançando uma taxa de uso de água de 1,50 litros de água por litro de produto em 2022, abaixo de 1,64 em 2019.

Métrica de eficiência da água	2019	2022
Razão de uso de água (litros de água por litro de produto)	1.64	1.50

Investimento em energia renovável e soluções de embalagens sustentáveis

A CCEP investiu em energia renovável, com 37% de sua eletricidade total proveniente de fontes renováveis ​​em 2022. A empresa está comprometida em atingir 100% de eletricidade renovável até 2025.

Métrica de energia renovável	2022 Progresso	2025 Target
Porcentagem de eletricidade renovável	37%	100%

Em 2022, a CCEP usou 35,7% de conteúdo reciclado em suas embalagens plásticas, com um alvo para atingir 50% até 2030.

Métrica de conteúdo plástico reciclado	2022 Progresso	Alvo de 2030
Conteúdo reciclado em embalagens plásticas	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.