When Graham Roberts arrived at the Royal Oldham Laundry in 2023, he inherited a facility showing clear signs of years of underinvestment…

Three years on, the picture is very different. From new washers, dryers, ironers and finishing equipment to upgraded infrastructure, data systems and staff facilities, the NHS laundry has undergone a wide-ranging programme of investment and improvement.

In this article, Graham Roberts looks back at the journey so far, outlining how a facility once at risk of being overlooked has been transformed into a more productive, efficient and sustainable operation – and making the case for continued investment in NHS laundries.

“In 2023 when I started at the Royal Oldham Laundry, I found a neglected and underappreciated facility, faulty machines, leaking pipes, towels on the floor collecting water and aged equipment – the types of things you expect to see in a facility that is earmarked for closure, except this one wasn’t.

In July 2023 we commenced the start of our improvement journey by replacing one of 35kg batch washers with a new Girbau 50kg batch washer and press and an additional 100kg dryer. Now we had two operational 50kg batch washers and presses on the site meaning we could improve production output overnight, this as everyone knows doesn’t always go to plan. We had to have some alterations made to the aerial bag system in order to improve the back end. We also replaced some Kent standalone dryers with 4 new ED1250 machines.

We did keep one Kent dryer and gave it a bit of TLC and it’s still operational now. In September 2023 we then had to make some changes on the front end in order to align the demands with output. This came in the form of upgraded ironer chests and folders where we replaced one complete chest and one folder, which then changed our output performance. Electric boards, lighting and pipework were the next upgrades to take place over a phased period of time taking us into 2024. These necessary upgrades were typical examples of the NHS disregarding a valued asset and the common story in NHS facilities of being overlooked as CapEX (capital expenditure) and OpEx (operational expenditure) is often relocated to more important areas. One of the most important parts of this set of upgrades was a new steam meter allowing us to accurately monitor our usage and align our Key Performance Indicators (KPIs).

Interestingly there were no set KPIs in operation as the facility was never thought of as a business unit- just another department within the NHS. This wasn’t something I was accustomed to and it didn’t last long. It wasn’t all about operational need as we went through 2023 – we needed improvements for the employees too. A much-needed renovation of the rest room facilities, showers and changing rooms took place as well as the building getting an internal coat of paint and new signage outside. Moving into mid-2024 we then replaced out our small wash house, comprising machines of varying sizes, 17kg, 28kg, 50kg and domestic machinery.

We also acquired two JLA 50kg dryers that were operational in the basement of one of the hospital sites and moved them into our small wash house. These upgrades allowed us to ensure we could deliver the best possible service to the small clients and smaller and specialised areas of our NHS operations. We managed to acquire a Weir 35 suction box from the old Tibard facility not that far away in Ashton.

With a bit of renovation the machine was added to the front of our Vega ironer to improve production on pillowcases and smaller items, something which was massively overlooked and also shows equipment doesn’t have to be new to provide what you need. We then moved in to replacing our laundry data system as the one we had in operation was old and being phased out, we then implemented Bundle’s laundry management system as it was the natural successor the one we had. Even though I had used other systems within other roles this was the best option for our operation. With the help of John and Michael from Bundle we changed this over and totally changed the way our data is used.

Another Girbau installation followed, with a further ironer chest and two folders. This brought three of the four ironer lines on site to Girbau chest and folder systems. We also carried out some internal machinery moves to improve the flow of production and ensure the most efficient route through the laundry. The Vega ironer and Foltex towel folders were repositioned and brought into line with the other ironer lines. An ageing garment machine was also removed, as the cost of repairing it was no longer considered viable. Late 2024 saw Andy Robinson and Bryant Plastics leading the next improvement which was the move to more sustainable plastic roll cages.

The improved cages allowed us to reduce our reliance on single-use plastic cage covers while providing a more presentable, secure and weatherproof solution, helping us to meet our sustainability objectives. Infection control was a big advocate of this change as this was an approach they had not expected. Revalidation work on our ISO9001 and BSEN14065 accreditations were the biggest improvement works and we utilised the services of Steve Anderton at LTC Worldwide to validate our processes. By 2025, the focus of our improvement programme began to shift.

While it was a quieter year in terms of new machinery, there was still plenty happening behind the scenes, with continued investment in the building and infrastructure. Electrical and steam pipework upgrades were carried out, alongside much-needed floor replacements in several areas of the laundry. 2025 also marked the end of an era, with the last Cherry Tree machine leaving the facility. This effectively drew a line under a generation of equipment that was outdated and allowed us to continue moving towards a more modern and efficient operation.

The end of the year brought another significant step forward, with a new 110kg washer-extractor and DRE feeder replacing ageing equipment.

However, our focus during 2025 wasn’t solely on machinery. We concentrated heavily on improving production and distribution, developing our employees and encouraging the sharing of ideas across the operation. We also secured a very quick and successful finance negotiation with the Deputy Director of Estates and Facilities, helping to support the continued progress of the laundry. As we entered 2026, the momentum continued. January brought another 110kg washer-extractor, a further Foltex towel folder and two additional DRE feeders.

The new feeders made a noticeable difference to our production output and operational capabilities, offering flexibility that the fixed-head machines could not, although those machines had certainly served us well during their time at the facility.

The improvements weren’t confined to the production floor. Additional lighting was installed across the back end of the folders, improving visibility and helping with quality control. One of the most anticipated upgrades finally followed with the replacement of our chemical dosing system.

After almost 20 years of service, the old pumps and soap machines were replaced with a new automatic liquid dosing and monitoring system from Christeyns.

It was another important step in bringing the laundry’s infrastructure and processes up to the standard we are aiming for. The project list is far from complete and continues to grow. As with all laundries continuous improvement is a must – alongside energy and water savings. It’s fair to say that three years on, the facility is more vibrant, productive and a more pleasant working environment to be in.

It also demonstrates that NHS laundry facilities are not to be written off and the remaining ones, given the right support and investment can be a valuable asset to their trusts but also to external revenue customers.

We at Royal Oldham Laundry have been fortunate to secure the support and investment needed to make these improvements, but to continue receiving that support, we have to demonstrate that we can deliver the best possible service. I’m incredibly grateful to the team for their hard work and commitment in making that happen every day.

There are countless people I could thank for their contribution to our journey so far, but we would not be where we are today without the support of Paul Waite; Rob Fenton at Girbau; Martin Wood at MTS; Martin Speed at MGS; Andy Robinson and Jackie Smith at Bryant Plastics; Nick Carter at LaundryQuip/Foltex; Rick Welburn; John Knight and Justin Kerslake at Christeyns; Steve Anderton at LTC; and all of our suppliers, whose continued support and expertise have been invaluable.

Christeyns dosing system was handed over by deputy managing director and operations director Justin Kerslake (r)