Associate Feature: Positive signs

In the quest for a more sustainable future, Coca-Cola Europacific Partners (CCEP) is recognised for its leadership in sustainability by global environmental non-profit CDP, for tackling climate change and acting to enhance water security. 

However, in a world facing numerous existential crises, environmental and economic, prioritising sustainability can be challenging for many businesses.

So what does the current political environment mean for the company?

“In the wake of the UK general election we’re hoping for two things,” says Sam Jones, CCEP’s head of climate and sustainability in Great Britain. “One is stability, which was part of Sir Keir Starmer’s pitch to the electorate.

“Let’s be honest, after 10 tumultuous years with Brexit, the pandemic, conflict in Ukraine and lots of prime ministers in a short period of time, some stability will be good for Scottish business – you can predict and plan and invest. Even things like saying there’s going to be no change to corporation tax in this parliament gives some level of stability. 

“The second one would be a national sense of optimism in change: that things are going to improve. It’s really important for people to feel hopeful the future will be better and be able to invest on the back of that. 

“Related to both of these is maybe we will see some more progressive, confident and future-thinking policies that will deliver to new businesses, as well as new business opportunities.”
Jones believes people across a wide range of communities and political spectrums can now find common ground in shared goals and ambitions. He points to the deposit return scheme (DRS) as a good example.

“If we’re really going to get DRS to work for everyone and have a successful scheme, ultimately it’s not about the scheme itself; it’s about increasing recycling rates, getting hold of the recycled content, reducing carbon emissions, reducing litter. It’s an absolutely golden policy – it’s just getting it so it works for everyone,” he says.

“The mood music feels more positive now. I think it’s helpful we have England, Scotland and Wales at least trying to move in lockstep. I know there are some differences there around glass in Wales, which is a challenge, but it feels like the intent is there.

“It’s good to sense an increased appetite to get to a point of interoperability – so we have effectively one scheme or interoperable schemes across Great Britain. That’s the key to success.”

Jones points out that understanding the issues that drive retail partners across the sector is essential to achieving this collaboration. He cites as a prime example CCEP’s championing of the Federation of Independent Retailer’s 2024 Rising Star, Glasgow-based grocer Sophie Williams. 

“Theirs is a family-run business, of which Sophie is a third-generation grocer and making a big difference in her local community, such as providing healthy meals for schoolchildren,” he says. “We previously collaborated with the Association of Convenience Stores at a parliamentary event to highlight the role convenience stores play in their communities. It will take similar collaboration and leadership efforts to get DRS off the ground across the retail sector.”

With advertising and multibuy restrictions on high fat, salt and sugar (HFSS) products also coming in next year and talks of a broader HFSS tax, Jones notes that just over 85 per cent of the Coca-Cola product portfolio is already HFSS-compliant. This means the company is well positioned to navigate regulation that could help improve society. 

He says: “What we’d really like to see here is consistency. There is some divergence at the moment between the Scottish regulations, the proposals in Wales and where England already is, having rolled out regulation. Having consistency is really important for Scottish producers who provide across the national lines, but for retailers as well, because it reduces cost and complexity.”

As he helps steer CCEP through these next steps, Jones is keen to pay tribute to the transition of responsibilities from Jim Fox, head of public affairs GB. He says: “It feels like Jim is handing on the baton to me. It’s a huge responsibility for me and I’m very aware of that. Jim being the chair of the Scottish Food and Drink Federation says everything you need to know about his experience, skills, knowledge and stature within the Scottish food and drink industry.”

This reflects the fact that the greatest driver of change and innovation will always be people, and CCEP has a strong focus on ensuring its workforce remain the beating heart of operations, with investment in future leaders a priority.

This is particularly evident in East Kilbride, where the company will soon be celebrating a major milestone, having been embedded in local manufacturing and the wider community for 60 years. 

From a total operational investment in GB of £254m since 2019, CCEP has invested £12m in East Kilbride alone since 2017 and its site currently operates four production lines, producing 1,100 bottles, cans and pouches every minute.

“The team there are planning a nice celebration for everyone,” says Jones.

“One of the biggest things we’re very committed to is the Scottish Apprenticeship Programme. We currently have more than 200 employees at the East Kilbride site, including 13 apprentices on our early career and career builder programme. We have people of all ages doing apprenticeships on all kinds of different functions – not just in operations but also sales. I work in a sustainability team so we’ve also had a conversation about whether we can look at a sustainability apprenticeship.

“We have a graduate programme where people tend to do three or four one-year rotations, so they will get a taste of manufacturing, the supply chain, procurement, sales strategy functions, whatever it might be.

“A very high proportion of apprentices who qualify through us stay with us.

“The real testament to how the business delivers for people is you go to East Kilbride and there are always two generations of people there: parents with their kids working there. We’ve manufacturing sites where there have been three generations of the same family. 

“You don’t tell your kids to work somewhere, if the opportunities to thrive and develop and move into leadership roles are not there.”

With roots firmly in the communities where it does business, Jones says CCEP is determined to be a force for good by championing inclusion, diversity and economic development. The company has supported 25 charities in East Kilbride in the past four years and donated £40,000 through its community fund since 2019 as part of that. 

In tandem, a longstanding partnership with Keep Scotland Beautiful (KSB), as part of efforts to improve recycling, helps in its responsibilities to the physical impact on the local environment. It has also teamed up with KSB, Forth Valley College students, staff and the community, launching a campaign across Stirling, Clackmannanshire and Falkirk to encourage people to consider how they dispose of their food and drink on the go. 

With such a strong impetus for responsible business and community engagement, Jones admits to feeling personally positive about the prospect of a green future where sustainability is a prime motivator.

“I do feel optimistic. It’s important Scotland pushes the conversation about net zero forward faster. We all need to do more and more quickly. 

“The technologies are there in many cases. If we have the political will and the investment to do it, I don’t see any reason why businesses and industry can’t hit the goals we need to hit from a carbon point of view, a water point of view, and a nature point of view.

“It’s in our gift and countries like Scotland will drive all of us forward.” 

Sam Jones is head of climate and sustainability in Great Britain for Coca-Cola Europacific Partners

This article is sponsored by CCEP (Coca-Cola Europacific Partners)

www.cocacolaep.com