Rather than becoming UK’s first-of-its-kind recycling initiative, Scotland’s Deposit Return Scheme (DRS) has become a victim of political agendas and hidden motives, Asian Trader has learnt, leaving retailers to bear the brunt of this half-baked government policy.
Scotland's DRS has now been pushed back to October 2025, in line with the rest of the UK. It was supposed to come into effect in March 2024. The decision to delay the scheme was announced on June 7 by minister for green skills, circular economy and biodiversity Lorna Slater.
In May 2019, the Scottish government revealed its design for a deposit return scheme, including the proposed 20p deposit and target materials. In May 2020, the Scottish Parliament voted to approve these regulations, establishing Scotland’s national deposit return scheme.
Two years later, UK government published its response to a formal request from Scottish ministers, under which it granted a partial exemption to the Internal Market Act which would exclude glass containers from the DRS.
UK government's move sparked a political row between Edinburgh and London. In a letter to prime minister Rishi Sunak, first minister Humza Yousaf urged to grant a full exclusion for Scotland's DRS. Giving an ultimatum of a few days to the UK for a response, he also cited that excluding glass would put Scottish businesses at a competitive disadvantage.
As London did not budge in response to his request, Slater delayed the scheme altogether for more than two years, thus putting a screeching brake on the progress made by retailers, makers and other stakeholders in this regard.
Circularity Scotland, which was appointed as DRS administrator by the Scottish government, reportedly claims the scheme has become “mired” in political differences which have obscured the environmental and financial benefits of DRS. Interestingly, Circularity Scotland was still “optimistic” it can proceed without glass.
In a glass darkly
The UK government had received a formal request for an exemption under the UK Internal Market Act for this on March 6 this year. Westminster said the exemption was being granted in “good faith” though the decision to withhold glass from this scheme did not go down well in Scotland.
Rest of the UK’s DRS does not include glass after a consultation raised concerns that mixing different glasses would lead to poorer quality glass when recycled, safety concerns for those handling the material, concerns over the weight of the material for transport, and the potential for an increase in handling costs and equipment complexity.
Noteworthy here is that the government’s decision of excluding glass from DRS in England and Northern Ireland (and now Scotland) was actually a blatant U-turn from the 2019 Conservative manifesto that promised introduction of a deposit return scheme “to incentivise people to recycle plastic and glass”.
Serious allegations are now being raised, indicating that government and businesses were hands-in-glove to safeguard their vested interest, making sure glass (and thus wine and whiskey firms) is removed from this scheme.
The word on the grapevine is that a leading Scottish Conservative Party politician, who has openly backed calls for glass to be taken out of the Scottish Government’s DRS, is a major shareholder in a whisky distillery and holds shares in a bottler company as well.
Also, there are reports that the UK government is being urged to explain the “striking coincidence” of a £20,000 donation from a trade body after changing their position over glass in deposit return schemes.
In the words of Scottish Greens environment spokesperson Mark Ruskell MSP, “We have a Scotland Office Minister who owns shares in the whisky industry, an MSP who on multiple occasions accepted hospitality from a beer manufacturer, and a party that accepted tens of thousands of pounds of donations from the wine and spirits industry.”
“All of which has been properly recorded. But it begs the very serious question- who stands to benefit from the Tories dropping their manifesto commitment to glass and why did they decide to do so at a time when we so urgently need action to protect the environment?”
Mo Razzaq from the Federation of Independent Retailers agrees that it is politics that spoiled things.
“There are concerns about communication, and the two governments should be more in partnership with detail,” Razzaq told Asian Trader.
Fed National VP Mo Razzaq near the reverse vending machine installed at his Premier Store in Blantyre (Photo: The Fed)
“Earlier there were no concerns raised by the Westminster Government. And all of a sudden, they decided to take glass out of the equation altogether! What we are now seeing is that politics got involved in this which clearly did not help at all.”
“The Westminster government did not agree that glass should be included. But they have not given any answers too to what they’re going to do with glass- which is even more disappointing. If you’re going to take glass out of the scheme, also inform what are you going to do with glass,” Razzaq told Asian Trader.
Colin Wilkinson from Scottish Licensed Trade Association (SLTA) has stated that it is hugely disappointing that DRS – something that should be a force for good – has been reduced to “a tardy political battle”.
“Businesses deserve better than this,” Wilkinson said.
Compensation
Now that all is said and done, it clearly seems a political mess as someone out there- either in UK or in Scotland or at both the places- failed to do his homework properly. Like, clarifications over regulations could have been sought earlier, way before retailers and other industry stakeholders invested in the reverse vending machines and other requirements.
Pete Cheema, chief executive of the Scottish Grocers Federation, said the delay was expected but the government "should have clarified all of these points well before imposing regulations of the producers and the retailers" and the “blame lies within the Scottish government”.
"We always said this deposit return scheme is not industry-led, and had it been industry-led, they would've listened to us in the first place. Businesses will have machines that have glass in scope and now it's out of scope," he said.
For next two years with no major use, Scottish retailers are now "trapped in contracts with reverse vending companies" which cost an average of almost £4,000 a year. Cherry on the top here is some of these machines also include glass recycling. Some even had to make changes and renovations around the shop to fit these machines.
Razzaq has said he is considering the legal route in this matter to seek compensation.
"We are expecting Scottish government to pay us as we were told the scheme will go ahead and now it won't be going ahead for a couple of years. A lot of retailers took Scottish government in good faith and made arrangement,” Razzaq told Asian Trader.
Michael Topham, Chief Executive of BIFFA, said that, as the logistics partner for the scheme, Biffa has already invested £65 million under the assumption that glass will be included. He has also declared that Biffa would seek to “claw back at least some of the £65 million it has invested in the DRS”.
British Soft Drinks Association, trade association which represents many major soft drinks companies including Coco-Cola, A.G. Barr and Innocent Drinks, too has confirmed to Asian Trader that it’s seeking compensation from the Scottish government over the delay. The association has also demanded the UK government to publish a blueprint for how it intends to achieve an October 2025 start date, particularly regarding how it intends to fulfill the conditions set out in its letter to the Scottish government.
Scottish First Minister Humza Yousaf (Photo by Fraser Bremner - Pool/Getty Images)
Meanwhile, Yousaf seems to be now washing hands over what the government seemingly owes to businesses, saying the fault lies with the UK government.
“We don’t believe there’s a case for the Scottish Government to need to compensate because the action we’ve had to take is because of that eleventh, last-minute intervention from the UK Government, which has meant that a Scottish scheme, unfortunately, isn’t viable,” Yousaf said in BBC’s Sunday with Laura Kuenssberg show on June 11.
Yousaf’s statement has drawn a strong criticism from retailers.
Reacting sharply to his comments, Razzaq from Fed said that the Scottish government’s claim to seek an improved relationship with businesses will have “faint credibility if it seeks to evade paying compensation”.
“How can the Scottish government claim that there is no case to answer? It told us repeatedly to get ready for this scheme. Shopkeepers who took out leasing contracts are paying almost £4,000 a year for now-redundant machines to process returned bottles and cans,” he said.
What next?
With too many twists and turns and surprises to keep a tab on, Scotland’s DRS seems no less than a fast-paced dramatic soap opera. Also, on the other hand, the delay until a UK-wide scheme has given a breathing space for the small producers and local retailers, some of whom are not very enthusiastic about the scheme anyway.
In the words of Glasgow-based retailer Girish Jeeva, he is among the “safe ones” who thought to wait until a couple of months more and that is why, he did not buy any equipment or paid any money for a reverse vending machine.
“I am, along with most of the retailers, kind of against the scheme as it is expected to affect the business quite a lot with multipack sales decreasing and the whole complicated system of customers having to pay extra money. To be honest, I'm just glad that it hasn't gone ahead,” Jeeva told Asian Trader.
SLTA is now calling on to take “grown-up” approach to DRS and leave “politics out of it”.
“The next steps must be the right steps with both the Scottish and UK governments and industry taking a grown-up approach – focusing on what is right for businesses and consumers – and leaving politics out of it,” he added.
October 2025 seems far as of now, but Razzaq feels that England needs to speed up if they want to meet the deadline.
“Unless England speeds up, it will be difficult to meet October 2025 deadline. They are expecting a lot of work to be done in a very short space of time.
“There are so many learning from Scottish scheme showing there is a lot of work to be done. A company that will run the deposit return scheme in England has not signed off yet and is only going to be nominated next year. With that timeline, that company will have just over a year to set up the scheme and I think that that’s not long enough. The company will need much more time as it needs to get things streamlined under regulations. We also got a general election next year. So like I said, there’s a lot of work to be done in a very less time,” he concluded.
However, the latest twist in this soap opera throws up another important question- will the UK be able to clear its differences, buckle up and actually be able to implement the scheme by October 2025 or this all is just a mirage?
East of England Co-op said it has improved labour productivity whilst improving customer service delivery in-store with an Electronic Shelf Label (ESL) solution from Pricer, the leading in-store automation and communication solutions provider.
Established in 1861, East of England Co-op is now the largest independent retailer operating in the East of England. In addition to the 120 food stores it operates in the region, the regional cooperative also offers customers specialist services, such as funerals, security, travel agents and petrol filling stations across Essex, Suffolk, Norfolk, Cambridgeshire and Hertfordshire.
Having announced the roll-out of Pricer’s ESLs to its entire store estate in March, East of England Co-op now uses Pricer’s solution, powered by its cloud-based Plaza platform, to centrally manage and control pricing, product information and promotions across all its ESLs.
Eliminating the need for manual updates, the ESLs deliver real-time price and promotions updates, reducing the risk of pricing errors and ensuring accuracy and efficiency in shelf-edge operations.
The solution also drives overall store efficiency by enabling store colleagues to focus their efforts on customer-focused and value-adding tasks that deliver store performance.
With the new ESL solution now deployed in around 40 per cent of its retail estate, East of England Co-op has already seen significant boosts to labour productivity, drastically reducing the manual effort of store colleagues in maintaining shelf-edge processes, including printing and tearing label strips as well as replacing paper labels.
Before it was spending tens of thousands of labour hours each year completing manual shelf-edge processes, now it estimates labour time that would have been spent on maintaining traditional paper labels has been reduced by 70 per cent.
This also allows store associates to focus time on customer-facing, service-oriented tasks to improved customer experience in-store. Additionally, the move to ESLs has also helped East of England Co-op reduced store printing costs by 50 per cent as well as saving paper use and waste from traditional physical labels.
“The standout aspect of our ESLs Programme is the collaborative spirit Pricer has fostered within the delivery team,” Stephen Lamb, head of program delivery, East of England Co-op, commented.
“This partnership has navigated the challenges of an intensive change programme, demonstrating resilience and adaptability while exceeding the original scope of price and promotion for tangible benefits. Built on a foundation of trust, the feedback from our Co-op technical teams, business units, store colleagues and Pricer highlights how we’ve worked together to seize opportunities.”
Peter Ward, UK country manager at Pricer, said: “We know driving labour productivity in-store is a key focus for retailers, who want to be able to leverage one of their most important and valuable assets – their store staff – to those tasks that drive the most value to customers. Through ESLs, East of England Co-op has freed store associates to serve, deliver efficiency gains and customer experience enhancement, whilst still achieving all the automated operational requirements to effectively merchandise and maintain the shelf-edge.”
PayPoint Plc has on Thursday has announced a robust financial performance for the half year ending 30 September, making continued progress towards achieving an underlying EBITDA of £100 million by the end of FY26.
The company’s UK retail network increased to 30,151 sites during the period, from 29,149 at the end of the previous fiscal year. 70 per cent of these are independent retailers, and the rest in multiple retail groups.
The group reported a 20.6 per cent year-on-year increase in underlying EBITDA, reaching £37.5m, and a 23.4 per cent rise in underlying profit before tax to £26.9m.
“This has been a strong half year for PayPoint where we have delivered a positive financial performance,” Nick Wiles, chief executive, said.
“The resilience of our businesses combined with the growing opportunities to deliver value-add solutions to our clients, continue to underline our confidence in building further momentum in our key growth building blocks.”
Wiles said consumer behaviour has improved from a slow start in April although remains subdued, with broader economic indicators demonstrating the continuing challenging environment for UK consumers.
“We are now putting greater focus on harnessing our enhanced platform through better connecting our increased capabilities and achieving greater collaboration across the business as a whole, opening up more revenue opportunities to the benefit of our clients and customers,” he added.
Total revenue rose by 6.7 per cent to £135m, with net revenue increasing by 6.0 per cent to £84.6m. PayPoint's Shopping division, a cornerstone of the business, saw net revenue grow by 2.5 per cent to £32.9m, supported by a 10.3 per cent increase in service fees. Card payment revenue also grew marginally by 1.2 per cent to £16.6m, despite a 2.8 per cent dip in total card processed values to £3.6 billion.
The UK retail network increased to 30,151 sites (31 March 2024: 29,149), with 70.0 per cent in independent retailer partners and 30.0 per cent in multiple retail groups
The E-commerce division reported the most substantial growth, with net revenue surging 56.9 per cent to £8.0 million. Parcel transactions soared by 47 per cent to 61.9 million, buoyed by the expanded Collect+ network, which now spans over 13,400 sites, with further expansion planned to support volume growth and the rollout of Royal Mail partnership.
The Love2shop segment saw net revenue climbing 7.4 per cent to £18.m. The division processed £67 million in billings during the period, reflecting the success of corporate API integrations and a restructured new business team.
The Payments and Banking division experienced a slight decline, with net revenue dipping by 0.8 per cent to £24.9m, attributed to the phasing out of legacy energy bill payments and reduced cash transactions.
The group has also introduced a new strategic focus, described as the “seventh building block,” which aims to connect PayPoint’s diverse capabilities across payments, rewards, gifting, and loyalty solutions to drive growth.
Despite the challenges posed by a subdued consumer environment in the UK, Wiles said the business remains confident in its growth trajectory.
“Our core characteristics of strong earnings growth, cash flow generation, and capital discipline, along with the continued growth across the group, give the board confidence in delivering further progress in the year and meeting expectations,” he said.
UK claimants announced Wednesday legal action against US pharmaceutical and cosmetics giant Johnson & Johnson, alleging that women diagnosed with cancers were exposed to asbestos in the company's talcum powder.
J&J risks UK court action for the first time over the allegations, having faced a series of similar lawsuits in North America.
KP Law, the firm representing about 2,000 claimants, said "women who have been diagnosed with life-changing and life-limiting cancers were exposed to asbestos contained within the company’s talcum powder".
In response Erik Haas, J&J's worldwide vice president of litigation, said "Johnson & Johnson takes the issue of talc safety incredibly seriously and always has".
Haas added that J&J's own analysis found an absence of asbestos contamination in its products and said "independent science makes clear that talc is not associated with the risk of ovarian cancer nor mesothelioma".
J&J has until the end of the year to respond to a letter sent on behalf of KP Law's clients, following which documents will be filed in the High Court.
The law firm is representing predominantly women regarding the case, and says it has been contacted by thousands more, adding that some have died of their cancers.
Lawyers claim that the US-based corporation knew "as early as the 1970s that asbestos in its talc products was dangerous but failed to warn consumers and carried on producing and selling the products in the UK until as recently as 2022".
J&J said that Kenvue, its former consumer-health division that it separated out in 2023, is responsible for "any alleged talc liability that arises outside the US or Canada".
"Decades of testing by experts... demonstrates that the product is safe, does not contain asbestos, and does not cause cancer,” Kenvue said in a statement.
However, in September, J&J increased its offer to settle talc claims relating to ovarian cancer in the US to around $8 billion (£6.32bn) to be paid over 25 years.
Earlier this year, the company agreed to pay $700 million to settle allegations it misled customers about the safety of its talcum-based powder products in North America.
The company did not admit wrongdoing in its settlement but withdrew the product from the North American market in 2020.
The World Health Organisation's cancer agency in July classified talc as "probably carcinogenic" for humans.
A summary of studies published in 2020 covering 250,000 women in the US did not find a statistical link between the use of talc on the genitals and the risk of ovarian cancer.
Glebe Farm Foods has announced that its site has been awarded AA+ grade following the recent unannounced audit against the BRCGS V9 standard.
The BRCGS Global Food Safety Standard is a globally recognised certification program designed to ensure the safety, quality, legality and authenticity of food products. This was the first unannounced audit for the site and included all the production facilities; de-hulling, flaking and flour, oat drink manufacturing and Tetrapak filling, and new to the scope was the manufacturing and packing of Granola.
The audit covered not only the Global Food Safety Standard but also the BRCGS Gluten Free Programme. The recognition comes following a consistent dedication to excellence and the meticulous efforts of Glebe's technical team and supportive operatives, led by Glebe’s Head of Technical, Serena Woolland, who joined the manufacturer in November 2023, bringing with her a wealth of expertise.
As well as awarding Glebe Farm Foods Grade AA+, it also commended the company for its progress, British farming, investments and innovation, and the unwavering commitment demonstrated by its staff.
"The result is a testament to the hard work of our exceptional production staff and the technical team, keeping both site and systems in impeccable order," said Philip Rayner, Founder and Managing Director of Glebe Farm Foods. " At Glebe Farm Foods, we strive to deliver nothing but the highest standard – whether that’s in taste or product experience, sustainable practices, or food safety. We’re delighted with this status – but we were always confident we’d achieve it!”
InPost, the leading provider of parcel locker solutions, has announced the next phase in its rapid expansion with the opening of new Locker Shops in key urban areas. Following the success of its first Locker Shop in Camden, InPost is accelerating its Locker Shop opening programme and targeting hyper urban areas where there is huge demand for its lockers to provide greater access to its parcel locker network.
Kicking off with new locations in London, including Liverpool Street and London Bridge in 2024, as well as Manchester and further London locations from 2025 as part of a strategic rollout.
InPost is leading the locker revolution as more and more people choose out-of-home delivery options. With over 8,400 locker locations across the country and demand continuing to grow the InPost Locker Shops offer a quick, easy and convenient delivery solution for consumers in busy urban areas.
InPost’s Camden Locker Shop pilot, which launched in April 2024, was a hit with London locals and proved the value of dedicated stores with a large number of locker compartments. Based on this encouraging response, InPost is now bringing the concept to even more areas. The new shops will feature InPost’s eye-catching branding with localised design elements to further engage with local consumers.
“The results of our Camden trial showed us that consumers love our InPost Locker Shops," said Neil Kuschel, CEO, InPost UK. "We know that locker lovers are seeking convenience - that’s the number one reason they’re choosing out-of-home delivery[ii] - and what’s more convenient than having a store in your neighbourhood? We are committed to making parcel collection and returns as simple as possible for our customers. By expanding our network of Locker Shop locations to more urban areas, even more consumers will now be able to pop in and pick up or drop off their parcels with ease, taking us one step closer to our goal of ensuring every consumer has access to an InPost Locker.”
Current locations:
5 Pratt St., London NW1 0AE
11 Wentworth Street, London, E1 7TB
Unit 4, Larch Court, Glass Boutique, Bermondsey Street, SE1 3GB
Full details of further InPost Locker Shop locations will soon be announced.