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placed a huge emphasis on quality. We have a new Quality Manager who is developing new systems to optimize our processes. Additionally, our new Health and Safety Manager has put this critical area at the center of our thinking and ensures that all the safety protocols are followed, from wearing the correct PPE to regular lead blood monitoring.
“ Furthermore, we have revitalized our work with the mining sector,” Frank continues.“ This used to be a huge part of our business, making up around 80 percent of our revenue, but following the pandemic and Russia-Ukraine conflict, the industry declined. While it has been tough, we are seeing a material uplift in the last 12 months especially in Europe.”
Increasing efficiency has also been on the agenda, and as Frank confirms, a variety of new approaches have been introduced across the business.“ For example, when you’ re in the lead sector, you need to have a shower and change your clothes when you have a break, and this can quickly add up in terms of hours spent on these tasks. So, we looked at shift
patterns and have recently changed from a five to four-day work week to decrease the number of breaks that everybody needs,” Frank details.“ This also gives us a day for maintenance projects.” Further staff improvements include the introduction of clear salary brackets that reflect the addition of extra skills.
“ Since I joined three and a half years ago,” Frank elaborates,“ IMI has always been open to investment. If you put together a clear plan of what is needed and what the payoff will be, they’ ll back it.” As a result, Royston Lead has upgraded both technology and equipment.“ We’ ve brought in new presses, casters, even robot welders; if it makes sense and pays off, IMI is on board.
“ A lot of what we do is still one-off work.
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