On 11 February the company held its 2025 annual review, bringing department heads, workshop teams and management into one room for a day of reporting, planning and awards.
What the year looked like
Each department lead reported in turn: what was delivered, what fell short, and what the next twelve months have to absorb. Sales held and grew through a softer market; the R&D programme produced several granted patents; project applications came back with results; production and quality carried a heavier load without adding headcount; the purification service business opened new accounts; and recruitment filled the technical roles that had been open longest.
Three shifts in how the business measures itself
The chairman framed the year around a change of scoreboard rather than a change of target. The company, he said, is moving from asking how to sell more machines to asking how to make zero waste oil real for a customer; from asking how to beat a competitor to asking how to remove more contamination from the cycle; and from measuring profit alone to measuring whether the team is better off in both material and non-material terms.
For 2026 that translates into three programmes: extending membrane service life and separation efficiency, pushing the zero-consumable programme through the product range, and moving into international oil and gas supply chains.
Five workstreams for 2026
The general manager set out the operating plan: market work across model, territory and promotion; R&D that puts as much weight on translating existing results into products as on new research; quality control running through design, purchasing, production, finished goods and service as one chain; project applications sequenced by urgency rather than ambition; and team building around integration and capability.
Recognition
Twenty employees, two sales champions, two outstanding-contribution awards and eight teams were recognised on the day. The afternoon moved to a staff suggestion session, where production, technical, process and management proposals were put forward directly, followed by team activities.
The message that closed the day was deliberately unglamorous: the technology is proven, the market is open, and the work left is execution.
