Associate feature: Think globally, act locally
“Think globally, act locally” is a mantra that has been widely adopted in the business world. It recognises the importance of providing products and services tailored to local communities, even as companies consider global trends and markets.
It’s an ethos that certainly chimes with the engagement strategy of Coca-Cola Europacific Partners (CCEP). It may be the manufacturer of one of the most identifiable brands on the planet, but its GB operations are firmly rooted in local communities – an attribute the company is keen to reinforce as it celebrates the brand’s 125th anniversary of being sold in GB.
“Because we make, move and sell some of the most recognised brands in the world, it’s easy to make assumptions about localness,” says Sam Jones, Director, Policy and Sustainability at CCEP, GB.
“Our recent consumer survey revealed Brits estimate that just 41 per cent* of our products sold in the UK are made here. In fact, 97 per cent of what we sell in GB is produced in GB. There is a juxtaposition between the perception and the reality: we have five UK manufacturing sites, two further locations that include support for our cold drinks equipment services and a logistics hub, as well as another two head offices. So, we are a very local business.”
CCEP, which reported €20.4bn revenue for 2024 and employs around 41,000 people globally, includes a workforce of approximately 3,600 in Great Britain. In GB alone, CCEP also operates a dedicated field sales team of around 750 people.
“This means we are root and branch in communities and economies across the country, as well as supporting local charities. As a global brand, we truly are a local business and that’s really important to us,” says Jones.
East Kilbride perhaps best exemplifies CCEP’s embeddedness in local economies. The South Lanarkshire site, which currently operates four production lines manufacturing 1,100 cans every minute, employs over 200 people and supported 15 apprentices last year.
“Many of our workers in East Kilbride stay with us for decades. We’re seen as a long-standing local employer,” says Jones, noting strong relationships with MPs, community bodies and local charities. “We’ve supported 25 charities in East Kilbride over the past four years.”
World-leading innovation is similarly pioneered and embedded in local enterprise. The company’s CCEP Ventures programme invests in early-stage innovations for sustainability solutions, and is currently piloting a renewable project at East Kilbride that seeks to convert glucose from wastewater that results from the manufacturing process back into electricity.
Jones notes: “It’s still early days, and as with any trial, it’s about testing, learning and demonstrating what’s possible. But if it works, this could be something that could be rolled out from a local pilot to being a scalable solution.”
He is keen to underline the importance of the close relationship between Coca-Cola’s global brand and CCEP’s work in the local community.
“We have 750-plus people out on the front line who have first name relationships with tens of thousands of businesses across the country.
“We know people value that connection – especially during times such as the Covid pandemic or during economic downturns. It’s a chance for us to support them and let them know about innovative products on the horizon.
“Soft drinks are a real margin enhancer, a value creator for shops of all types, whether that’s an independent pub or major supermarket chain.
“It really is vital to support local community shops as well. That’s something we’re also celebrating in the brand’s anniversary year in GB.”
Marking the 125-year milestone with a continued commitment to grassroots retail is well timed. According to research by Coca-Cola*, nearly a quarter of British consumers now rely more on their local convenience store than any other retail outlet. More than shops, they’re often considered vital hubs for people seeking easy and essential access to food, drink and services. In fact, more than a third of Brits view their local store as a “lifeline”.
This year the iconic “Share a Coke” campaign, with personalised names on cans and bottles of Coca-Cola, has also returned alongside a new initiative spotlighting community retailers, which has already identified and supports six local shopkeepers recognised as “Bosses” within their communities.
“It’s about celebrating local champions,” says Jones. “They do a lot for our brands and sell them locally and we want to give a bit back to some of these local champions.”
Another key focus for 2025 is an evolving product portfolio that puts even greater emphasis on consumers’ health and wellbeing.
Jones points out: “Today, about two-thirds** of our volume in the UK comes from low or no-calorie variants. While that might seem surprising for a brand like ours, that’s been both a conscious choice and a recognition of the fact that’s where consumers have been heading over the past 15 years.
“The move into Diet Coke – then later Coca-Cola Zero Sugar – makes us the only company offering both. We believe they appeal to different demographics and help bring more people into the low sugar, diet and zero options. It’s the right thing to do, even as we recognise that many will always want the original Coca-Cola.
“There is an incredibly strong and very loyal following of our original taste product from people who want those soft drinks as a treat every now and again. Our ethos is people should be allowed that choice and we’re here to provide it.”
CCEP is equally vocal about environmental commitments, having transitioned its 500ml and smaller bottles (excluding cap and label) to 100 per cent recycled plastic content.
“We’ve made a conscious decision to stick with that approach, despite the significant cost implications compared to using virgin materials. We know most of our big competitors still use virgin plastic, but we take that hit because we believe it’s the right thing to do – and we communicate that on our packaging and products where we can.”
With this in mind, Coca-Cola’s consumer packaging now prominently features recycling guidance under the government-endorsed OPRL (On-Pack Recycling Label) scheme.
“We’re using the power of our brand to help nudge people into doing the right thing,” says Jones.
Meanwhile, CCEP continues to be a driving force behind the long-delayed Deposit Return Scheme (DRS), the Scottish Government policy that met with considerable opposition and became a political hot potato for both the SNP and Greens.
In January 2025, regulators confirmed a DRS launch for October 2027, covering 150ml-3l plastic, aluminium and steel containers in England, Scotland and Northern Ireland. Wales is yet to agree regulations but is currently aiming for glass to be included in the scheme, whilst working to the same timeframe.
“We have been and continue to be huge supporters for getting DRS up and running. We’ll be using our brands to raise awareness of that.
“The momentum behind DRS has really grown over the past year. Around 25 major organisations – including retailers and producers of soft drinks, waters, beers, wines and spirits – formed a coalition and submitted a bid to run schemes in Scotland, Northern Ireland and England. That bid has now been accepted.
“The UK Deposit Management Organisation (UK DMO) now has its board of directors and an initial skeleton staff and is really cracking on with getting into the detail: working out where the vending machines will be required, where there will be exemptions, what the deposit fee and producer fee will be.
“One of the things that’s really helped to unlock that momentum is Northern Ireland, Scotland and England agreeing to take the same approach with a shared scheme administrator. This alignment makes it easier for industry to get behind it. We’d love to see Wales follow suit. There’s a legal requirement to deliver this by October 2027 – it’s finally time to get it done.
“We’ve seen this kind of unified approach recently with the HFSS [high fat, sugar and salt] regulations, where Scotland, Wales and England have all broadly aligned. That kind of convergence is incredibly helpful – especially for a business like ours, where promotional planning with major retailers typically happens at a national level.
“Differences in legislation add unnecessary complexity to the system. With DRS, we’re hopeful Wales will come on board – but if not, we’ll move ahead with a three-nation scheme and welcome Wales whenever they’re ready.”
Jones underlines that in moving DRS on, the business is focused on making sure it invites and gives space to smaller producer voices.
“The wider industry may see us getting behind this, which will hopefully bring scale and visibility, and prompt the right people in government to pick up the phone.
“But we also recognise that how it works, and the impact on smaller producers, will be very different. So we need to make sure it doesn’t become a space dominated by major brands – it has to work for everyone.”
As Coca-Cola balances its global commercial status with an increasing focus on making a difference for local economies, societies and communities, the message for its 125th anniversary of being sold in GB is clear: the brand is global, but the impact of its system is firmly in the communities it serves.
* Opinium research, sample of 2,000 nationally representative UK adults. Data collected between 21.02.2025 and 25.02.2025
** 2024 CCEP Sustainability Country Data
This article was sponsored by Coca-Cola EuroPacific Partners
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