Making the Deposit Return Scheme Work: Why Collaboration is Key to Lasting Change

With the Deposit Return Scheme on the horizon again, this time round it feels different – there’s a real sense of shared purpose and collaboration. Having industry voices at the table, represented on the Deposit Management Organisation’s (DMO) board, adds vital weight and experience to make sure this scheme works for everyone – from producers and retailers delivering the funding and jobs that will power green economic growth, to the public who want to do the right thing.

We’ve been here before. The previous attempt at a Deposit Return Scheme didn’t make it to launch, and the recent Biffa court case has shown how damaging that false start was for business confidence. It’s a reminder that environmental ambition must go hand-in-hand with joined-up policy. The lesson is clear: if the four nations don’t move in lockstep, we risk losing the environmental benefits, as well as the promise of investment and the creation of new jobs, that come from a consistent, UK-wide system. Getting it right this time is essential, not just for recycling rates, but for rebuilding trust and momentum.

At Coca-Cola Europacific Partners, we’ve seen first-hand how the right incentives and partnerships can change behaviour. Earlier this year, we worked with Keep Scotland Beautiful and New College Lanarkshire on a five-week trial using Reverse Vending Machines (RVMs) to test how small financial rewards can drive big change. By offering a 20p incentive redeemable on campus, students recycled more than 20,000 bottles and cans. When the incentive ended, recycling dropped by over 90 per cent – a striking illustration of how even modest deposits can nudge people towards positive habits.

These kinds of insights underline why the Deposit Return Scheme matters. It’s not just about waste reduction; it’s about re-engaging people in the recycling process and creating the right mix of motivation and convenience. With a clear, interoperable scheme across the UK, we can scale that success and make circularity second nature.
Progress, though, doesn’t just come from national policy – it’s built on local commitment too. Our site in East Kilbride is one of the cornerstones of our Scottish operations, employing more than 200 people, including 13 apprenticeships and graduates. It celebrated its 60th anniversary last year, and as our first site in Great Britain to produce bottles with attached caps, it represents our ongoing commitment to sustainable manufacturing, which matters both to our business and the communities we serve. 

That local connection is also reflected in our recent Bosses campaign, which celebrates the people behind the counters of local corner shops across the nation. Sophie Williams, who runs one of our partner stores in Edinburgh – founded by her parents in 1983 – is a great example of how heritage and innovation can thrive side by side. Her passion for bringing fresh energy to the store while continuing her parents’ legacy shows how small, local actions can help shape the kind of recycling habits and community engagement that will be vital to the success of the Deposit Return Scheme. 

When I look ahead to the next chapter for DRS, I see a unique opportunity for collaboration: government, business, and consumers working together to create real, lasting change. The spirit of co-operation and expertise are at the ready; what we need now is alignment and ambition.

It’s been said before that change takes time but momentum, once built, is powerful. We’ve learned from the past, we’re working together, and we’re ready to deliver a system that drives investment, job-creation and environmental gains for Scotland and beyond.

This article is sponsored by Coca-Cola.

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