Royston Lead combines decades of expertise with cutting-edge technology to deliver safe, sustainable lead solutions
With roots going back to the 1920s and formal incorporation in 1946, Royston Lead has evolved from a heavy-steel fabricator into a UK-based specialist manufacturer of engineered lead and lead-alloy products. Now recognized for its commitment to the highest standards of quality, safety, and sustainability, Royston Lead produces more than 50,000 tons of lead every year and has provided innovative lead products to some of the world’s biggest names.
Delivering both standard and fully bespoke lead solutions, tailored to sector-specific requirements, the organization serves critical sectors worldwide, including nuclear, medical, marine and offshore, mining, construction and petrochemical. Today, Royston Lead offers a broad portfolio. Its products support highly demanding and safety-critical applications, from x-ray and radiology shielding in hospitals to ballast for ships as well as critical parts for the nuclear industry.
Now part of International Metal Industries Limited (IMI), a wider group of companies specializing in lead products, Royston Lead is equipped with cutting-edge technologies and a state-of-the-art smelting plant in South Wales. The company’s three core strengths are centered around lead plate, extrusions, anodes, and healthcare, which have been key in maintaining its dynamic growth and sustained success.
It’s been five years since Manufacturing Today last spoke with the business, so to get a more recent update, in December 2025, we joined Frank Lynch, Commercial Director, to gain insights into how the company has progressed. “About 14 months ago we made some changes in senior management, and subsequently focused on our key strengths in rolling, extrusion, anodes and healthcare, rather than being spread too thinly across multiple sectors,” he begins. “We have also 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. Even in mining and healthcare, every project is a variation on a theme, and we still get the occasional completely bespoke
cast or machined part. Wherever possible, we stick to extrusion, cutting and palletizing because it streamlines everything. In terms of major projects, we’ve supplied ballast for ships, and delivered complex cast, machined and assembled components for facilities like CERN and ESS. In healthcare, we’ve completed 234 installations in three years, including full PET and CT suites at Guy’s and the Royal Free, with projects ranging from £2000 to £500,000.”
Environmental responsibility plays a huge part in Royston Lead’s operation. “Most of our raw material comes from car batteries,” Frank continues. “In our processing plants, every component is reused. Even the plastic casings are broken down for products like washing-powder additives, and other elements are repurposed elsewhere. Just over 99 percent of each battery is recycled, so waste is extremely minimal. Energy efficiency is another big focus across all our sites. On the health and safety side, lead exposure is tightly controlled. And because we operate near homes, a school and a park in Barnsley, we’re especially conscious of our environmental impact. We don’t just meet regulatory requirements; we exceed them.”
Looking to the future, Frank shares Royston Lead’s plans to concentrate on its three core growth areas. “The anode sector is expanding,” Frank explains, “and there aren’t many manufacturers in Europe, so our decades of experience give us an advantage. We also provide a full recycling loop. Anodes are typically in service for 2-10 years, and when customers return them, going forwards we will be recycling the material and use it to produce new ones. It’s cost-effective for them and sustainable for us.
“Healthcare is another area where we’ve built real momentum. Last year was quiet for major projects, but the pipeline for the next two to three years looks extremely strong, with several large installs on the horizon. We’re also starting to grow into Europe, working with the Department for Business and Trade to raise our profile. A big part of that is refreshing our website and putting more energy into marketing, which we’ve admittedly neglected while focusing on delivery.
“Finally, extrusions remain a key pillar. We already supply a lot of extrusion work into Europe and with the new press and billet caster, we can significantly increase our efficiency and capacity. Between anodes, healthcare, and extrusions, that’s where we see the future growth of the business.”
Customer service will also be a major focus for the business with more office staff and a customer-focused sales team. “Over the past two years, we’ve worked hard to improve communication,” Frank shares. “Being transparent and keeping customers informed is critical. Quality has also been a key area, with new managers and stricter processes reducing rework and ensuring everything leaving the factory meets high standards. Alongside this,” he concludes, “we’re exploring ways to grow the factory, utilizing available space for future projects, all while maintaining focus on multi-skilled operatives, structured shifts, and continuous improvement across the business.”