What it means for your business and how to prepare
The UK Deposit Return Scheme (DRS) is due to launch in October 2027, but for drinks producers, the real challenge isn’t just regulatory compliance, It’s the commercial and operational change that the scheme can create.
DRS affects far more than packaging or compliance.
The scheme introduces new product and packaging, artwork and labelling, deposit related financial flows, data and reporting obligations, customer pricing and invoicing, and internal ownership and programme governance across the organisation.
Many producers do not fail because they ignore DRS completely. They get caught out because they underestimate where complexity sits.
This is why the DRS should not be treated as a narrow packaging or compliance project. It is a cross-functional business change programme.
Exchange For Change has already started issuing readiness materials, including producer-facing logo requirements, material specifications, and confirmation of a flat rate deposit of 20p / container. The availability of this information reinforces that producers should be using the time between now and October 2027 to prepare rather than wait for perfect detail.
The businesses that move earlier tend to have a clearer view of:
- Where systems and data gaps sit,
- Where systems and data gaps sit,
- How deposit and scheme-related flows affect finance,
- What customer decisions need to be made,
- The interdependencies,
- Who owns delivery internally.
How DRS Impacts Your Business
Finance
IT & Data
Supply chain and Operations
Commercial strategy
Customer relationships
Not sure where your biggest impacts sit?
Common Challenges Producers Face
Early design
From early design through to go-live and optimisation, we support organisations at every stage of DRS implementation.
Scheme Design
Define operating models, governance structures and how the scheme works in practice.
Implementation & Programme Delivery
Embed into teams to plan, coordinate and deliver DRS readiness across stakeholders and functions
Go-Live & Operational Support
Support launch, manage complexity and ensure the scheme operates effectively from day one.
Performance & Optimisation
Improve scheme performance, stakeholder engagement and operational efficiency post-launch.
What Producers are Asking
Why should we act now if details are still evolving?
Because the hardest producer decisions are usually about ownership, scope, data, systems, pack transition and customer treatment. Those issues do not depend on every final operational detail being settled.
Isn’t October 2027 enough time to prepare?
It can be, but only if work starts early enough. Packaging lead times, data fixes, governance setup and cross-functional alignment all take longer than teams first assume. Exchange For Change is already issuing producer guidance and assets to support readiness that producers can act on.
Where do implementation problems usually start?
When businesses begin to connect finance, systems, operations, and customer processes. What looks simple in isolation becomes complex when combined.
Who should own DRS internally?
DRS needs clear programme ownership with executive sponsorship, and functional accountability Without it, progress becomes fragmented.
What costs are easiest to underestimate?
There are several costs other than scheme fees that are often overlooked. Systems work, data fixes, internal resources, process redesign, pack transition complexity, customer change effort. and cross-functional coordination all need to be accounted for.
What are the signs we’re underprepared?
Some telltale signs include no clear owner for the programme, limited involvement from finance or IT teams, unresolved scope questions, and an over-reliance on waiting for more details to emerge.
What’s the best first step?
A strong first step is to establish a structured view of your readiness. This will help you understand the scope, impacts, and any risks before moving into detailed planning.
How DRS International Supports Producers
DRS International helps drinks producers move from understanding regulation to delivering real operational readiness [GM4] via a managed business change programme.
We work across finance, IT, supply chain, commercial, and customer functions to give you the complete picture. We can help you:
- identify where impacts sit across your business
- clarify ownership and governance
- assess cross-functional readiness
- expose operational, financial and data risks early
- prioritise decisions and actions that cannot be left too late
- support delivery from early planning through to go-live and post implementation
With experience across scheme design, operations, finance, and technology, we translate policy into practical business action.
Typical support areas
Producer readiness reviews
Impact assessment workshops
Leadership and board briefings
Cross-functional mobilisation
Function-specific support across finance, IT, operations and commercial teams