Coca-Cola Europacific Partners Creates One Global Internal Communications Platform — and Wins Gold for It

Exciting news! We’re thrilled to announce that our client Coca-Cola Europacific Partners (CCEP) has won Gold in the 2026 Step Two Intranet & Digital Workplace Awards for the rollout of Redline, its global communications platform powered by Sociabble.

The bigger story is not that CCEP launched another employee platform. It’s how the organization extended an experience already used in Europe across countries with different cultures, channel habits, access constraints and expectations, while successfully replacing a platform that many employees already valued.

That is a harder test than launching into an empty space. CCEP had to answer a question familiar to every international communications team: how do you create one global employee experience without dismantling what works locally? The Gold recognizes the quality of that answer.

The Challenge: One Company, Very Different Communication Realities

CCEP’s ambition was to reduce fragmentation and connect employees across 18 countries through one communications ecosystem. More than 41,000 employees now use Redline, including approximately 5,000 people migrated from Workplace from Meta in Asia-Pacific markets.

Scale was only one part of the challenge. Around 70% of CCEP employees work in frontline roles, where access to a corporate email address, a laptop or a shared set of digital tools cannot be assumed. Mobile access and relevant content were therefore operating requirements, not optional features.

The existing landscape also varied sharply by market. Teams used combinations of Workplace, Microsoft Teams, email, WhatsApp, Viber, SharePoint, SMS and digital screens. In some countries, Workplace adoption was limited. In Australia, it was mature, active and supported by leaders and field sales teams.

CCEP did not frame that attachment as resistance to be overcome. It treated it as evidence that employees had built communities and habits worth protecting. The real task was to move those communities into a common environment without flattening the reasons they worked in the first place.

Discovery Before Deployment

The rollout began with employee behavior, not platform configuration. CCEP and Sociabble interviewed more than 70 employees and stakeholders across over 20 departments, spanning countries, functions and organizational levels. The research mapped what each channel was actually doing for people, including the unofficial workarounds that formal channel maps often miss.

Those findings changed the rollout design. Instead of forcing every market through the same migration sequence, the program adapted sponsorship, onboarding, content preparation and support to local conditions. CCEP also chose to launch in Australia, the most demanding market, first. That decision put the central assumption under pressure early and gave the wider rollout evidence it could use.

Step Two singled this out in its verdict, praising the emphasis on discovery and user research around real employee needs. The lesson is direct: when a platform is already embedded in working life, adoption begins with understanding what people would lose, not simply explaining what they will gain.

Think Global, Act Local

Redline’s mission captured the balance CCEP was trying to achieve: a globally supported, locally-led communications platform for the sharing of news and information.

In practice, global did not mean identical. Central communications teams gained governance and organization-wide reach, while countries and functions retained the ability to communicate with their own audiences. Segmentation, targeted channels, mobile access, multilingual publishing and personalization helped employees receive information shaped by their role, location and language.

This matters because a single platform can still produce a fragmented experience if every employee must filter irrelevant content for themselves. Conversely, local autonomy without common governance recreates the channel sprawl the transformation was meant to solve.

CCEP’s model joined the two. The technology provided shared infrastructure; local teams supplied context, credibility and the judgment to make communication useful. That is how standardization became a common foundation rather than a one-size-fits-all communications model.

Treating Migration as a Human Change Program

CCEP treated the migration as a change in behavior, not a transfer of content. Together, CCEP and Sociabble built a program around stakeholder mapping, local sponsorship, change ambassadors, end-user champions, pilot phases, training, tutorials, launch communications, gamification and post-launch support.

The methodology followed an unfreeze, change and refreeze journey. First, teams explained why the move was happening and what it would preserve or improve. Next, they supported employees while routines changed. Finally, they reinforced the new behavior so communities did not drift back to familiar channels once the launch campaign ended.

Local execution remained essential throughout. Launch materials were adapted rather than merely translated, and ambassadors helped turn a global program into a credible local invitation. Sociabble teams worked alongside CCEP on the discovery, methodology and activation, while CCEP’s teams owned the relationships and local knowledge that made the change believable.

Step Two described the result as a “very well executed change management campaign with a strong, well-thought-through methodology.” That praise goes to the discipline behind the launch, not only its visibility.

From Adoption to Genuine Employee Participation

The strongest result is not that employees registered. It is that they participated. By the end of June 2025, Redline had reached a 96% adoption rate across more than 41,000 employees in 18 countries, while approximately 5,000 employees had moved from Workplace.

In Australia and the wider APS region, the first year produced:

• more than 2.5 million unique impressions
• over 150,000 likes and 33,000 comments
• more than 18,500 pieces of employee-generated content
• user-generated content that accounted for 85% of the total, compared with corporate communications content

Field sales offers a particularly useful test. After onboarding, the group reached 100% activity. Employees shared store execution examples, merchandising ideas, team wins and practical knowledge from the field. 

Those figures show a platform functioning as a working community, not a broadcast archive. Content moved laterally between employees, and local practice became visible to colleagues who could reuse it. For communications teams, that distinction is crucial. Login rates show access; employee-created content, comments and repeated contribution show that the environment has earned a role in daily work.

The move also reduced fragmentation while increasing adoption, precisely the combination Step Two highlighted. CCEP did not trade local energy for global order. It created a system in which both could reinforce each other.

The Lesson Behind the Gold

CCEP’s Gold validates more than the successful deployment of a communications platform. It shows that global standardization does not have to mean uniformity, even when the workforce is large, predominantly frontline and spread across very different communications environments.

Congratulations to the CCEP teams, local sponsors, ambassadors and everyone involved in the Redline transformation. The award is a fitting recognition of a project that created a less fragmented communications landscape without losing the communities that give it life.

And to learn more about how Sociabble can help your company achieve similar results, sign up for a free, personalized demo today.