Energy & Carbon Reduction
Sustainability Report 2025
County Linen is a leading laundry service provider in the Southeast of England, with a heritage spanning over 200 years. This report sets out our progress across energy, water, waste, people and responsible business, while highlighting the areas where we continue to improve.
Table of Contents
This report is structured around the main areas of our sustainability work, including environmental performance, governance, people, community impact and future improvement.
🏢 About County Linen
3. Who We Are
4. Our History
5. Statement from Tim and Oliver
6. At a Glance
🌿 Environmental Impact
7. How We Deliver Sustainability
8. Greenhouse Gas Emissions (Scopes 1, 2 & 3)
9. Energy & Carbon Reduction
10. Solar Energy Generation
11. Carbon Neutrality & Offsetting
12. Water Stewardship
13. Waste Management
14. Circular Economy
🛡️ Governance & Compliance
15. Sustainability Governance & Compliance
16. Modern Slavery Statement
17. Sustainable Procurement & Supply Chain Due Diligence
18. Direct Engagement & Site Visits
👥 Our People
19. Our Workforce
20. Ruth's Story
21. Training & Development
22. Fair Pay
23. People & Community Impact
24. Health, Safety & Risk Management
🏆 Progress & Certifications
26. Water & Energy Optimisation
27. Our Commitment to Sustainability
28. Roadmap: Practical & Achievable Progress
29. Accreditations, Certifications & Industry Recognition
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About County Linen
Who We Are
County Linen is a commercial laundry and linen rental provider, supporting customers across a range of sectors including hospitality, food production and specialist garment processing.
Operating from two sites, the business is designed to balance efficiency with flexibility, enabling both high-volume processing and the handling of more specialised items, including garments and higher-specification linen.
We process approximately 19,000 tonnes of linen each year, supported by a workforce of around 240 employees. Our scale, combined with long-standing operational expertise, allows us to deliver a consistent and reliable service to our customers.
The business remains family owned, led by Tim Moore (seventh generation) and Oliver Moore (eighth generation). This continuity supports a long-term approach to decision-making, with a focus on steady investment, operational improvement, and maintaining strong customer relationships.
Ongoing investment in modern equipment, digital systems, and process improvements continues to strengthen efficiency across the business. This includes the use of RFID technology, data-led performance monitoring, and targeted upgrades to reduce energy and water consumption.
Our approach is practical and focused — improving how we operate day to day, maintaining high standards of service, and ensuring the business remains resilient and sustainable over the long term.
We are also taking a careful and ethical approach to using AI as a business tool, recognising its rapid growth and the opportunities it presents when applied responsibly.
About This Report
This report represents the next stage in our sustainability journey.
Our first report focused on setting clear commitments and direction. This year, we have taken a significant step forward, with improved data, clearer measurement and greater visibility across our operations. This allows us to better demonstrate both the progress we are making and the areas where further work is required.
Within this report, we provide a transparent overview of our environmental, social and governance performance. This includes measurable progress across key areas such as energy, water, waste and responsible sourcing, alongside the operational changes driving these improvements.
Sustainability forms part of our day-to-day operations and decision-making, rather than being managed as a separate function. This report reflects both current performance and how we will continue to improve over time.
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Our History
County Linen's story spans over 200 years, rooted in the Moore family and shaped by generations who have adapted the business to meet changing demands.
What began in the early 19th century as part of wider family enterprise gradually evolved into a dedicated laundry operation, supporting local businesses and communities. By the early 20th century, this had developed into a formal commercial laundry, laying the foundations for the business we know today.
Growth has never been driven by sudden change, but by steady progression. As demand increased, so did the scale and capability of the operation - from expanding facilities in Chelmsford in the 1930s, to supporting American bases during the Second World War, and later moving into contract laundry and linen rental services.
Each generation has played a role in modernising the business while maintaining the same core principles: reliability, quality, and doing things properly. The move to the Robjohns Road site in 2004 marked a significant step forward, bringing operations together into a more efficient and scalable environment.
Today, County Linen is led by Tim Moore and his son, Oliver Moore. The business continues to invest in technology, automation and sustainability, while remaining grounded in the same values that have supported it for over two centuries.
Rather than a single defining moment, our history is built on continuous improvement — adapting to new challenges, investing where it matters, and building long-term relationships with both customers and employees.
1815
Edward William Moore establishes the foundations of the family's business activities.
1844
William Moore continues to develop and expand the business.
1865
Charles and Edward Moore take over operations, supporting further growth.
1879
The Moore family establishes the Temperance Hotel, creating early demand for laundry services.
1919
Eric, Harold, and Percy Moore establish the Coggeshall and Kelvedon District Laundry, marking the transition into commercial laundering.
1936
A second, larger laundry plant is built in Chelmsford, significantly increasing capacity.
1940s
During World War II, the business supports American bases, driving further growth.
1950s
Dudley Moore joins the business alongside Eric Moore, expanding into contract laundering and introducing linen rental.
1980s
Timothy, Anthony, and Jeremy Moore join, continuing the development and expansion of the business.
2004
Operations consolidate at the Robjohns Road site, improving efficiency and capacity.
2017
Oliver Moore joins the business, representing the eighth generation.
Today
County Linen remains a leading independent commercial laundry, led by Tim and Oliver Moore, and continues to invest in modernisation, operational efficiency, and long-term sustainability.
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Statement from Tim and Oliver
Tim Moore
CEO
As we present our second sustainability report, I’m reminded that real progress comes from staying true to your principles while adapting to change.
County Linen has always been built on strong foundations: quality workmanship, reliable service, and doing the right thing. These values haven’t changed, but how we apply them has evolved.
Many of the practices we have followed for years: maintaining equipment, using resources carefully, and taking pride in doing things properly; naturally reflect today’s sustainability expectations.
We haven’t followed trends; we’ve focused on doing what we believe is right.
Our customers value that consistency, and this report shows how traditional values and responsible business practices can go hand in hand.
Ultimately, our strength lies in our team and the relationships we’ve built over time, which continue to support the way we operate today.
Oliver Moore
Managing Director
Our latest sustainability report feels like a real milestone for me and for everyone at County Linen. Our first report was about setting out our intentions and building a solid foundation. This time, I can genuinely see how far we have come, and how innovation is shaping the way we think and operate every day. What stands out most to me is how technology is no longer something separate from our work; it’s becoming part of how we operate day to day. Real-time systems are helping us reduce waste, improve efficiency and make better decisions. This is not just about meeting environmental expectations, it is about continuing to improve how we work. Looking ahead, we will continue to invest in areas that make a meaningful difference. This includes capturing and reusing excess heat, lowering wash temperatures, reducing water consumption, and removing more microplastics from our processes. With water and energy under increasing pressure, it is essential that we keep making steady, practical improvements across our operations.
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📊 At a Glance – Performance Summary
The tables below summarise key environmental, operational and workforce performance indicators across the reporting period. All data is monitored through internal systems and supports ongoing performance review and improvement.
Environmental & Operational Performance
Increased production in 2025 was supported by improved carbon efficiency, with intensity reducing year on year.
Waste & Circular Economy
Workforce, Training & Safety
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How We Deliver Sustainability
We focus on responsible sourcing, energy-efficient laundering and reducing environmental impact across all areas of the business. Our focus is not only on current performance, but on making decisions that support long-term resilience and responsible growth.
This is built into how we operate, rather than managed as a separate function.
Responsibility sits with our leadership team, supported by operational managers who oversee day-to-day performance across areas such as energy use, water efficiency, waste management and compliance. This ensures that priorities are reflected in both strategic decisions and daily operations.
Karl Bueggeln
Finance Director
As Finance Director, I’m proud of the progress we’ve made as a business.
This second sustainability report shows how our investment in efficiency and better data is supporting both operational performance and long-term stability.
A key focus has been building resilience into the business.
While market conditions remain uncertain, improvements in efficiency, combined with long-standing customer relationships, provide a more stable and predictable foundation.
Sustainability is increasingly linked to how businesses are measured and managed. For us, it is not treated as a separate initiative, but as part of how we run the business day to day: balancing cost, risk and long-term performance.
This report reflects a practical approach: continuing to invest where it makes sense, improving how we operate, and ensuring we are well positioned for the future.
We maintain certified management systems, including ISO 9001 (Quality Management) and ISO 14001 (Environmental Management), providing a structured framework for monitoring performance, managing risk and driving improvement.
Progress is reviewed regularly through internal audits, management reviews and performance tracking, supported by digital systems that improve data accuracy and visibility. This enables us to identify opportunities, address challenges and maintain accountability across the business.
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Greenhouse Gas Emissions (Scopes 1, 2 & 3)
County Linen reports emissions across Scope 1, Scope 2 and Scope 3, providing a full view of its carbon footprint.
Emissions by Scope (tCO₂e)
Data for earlier years has been restated to ensure consistency.
- Scope 1 emissions increased in 2025, reflecting higher production levels and associated fuel use.
- Scope 2 emissions are reported as zero in 2025 under the market-based reporting method, reflecting the purchase of REGO-backed renewable electricity. Electricity use continues to be monitored separately as part of our energy management.
- Scope 3 emissions have reduced year on year, indicating improved understanding and management of indirect emissions.
When viewed alongside production data, overall carbon efficiency has improved, even as total emissions have increased.
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Energy & Carbon Reduction
Reducing energy use remains a key focus across both sites. Rather than relying on a single initiative, improvements are being delivered through a combination of equipment upgrades, better process control and ongoing monitoring.
—
Reduction
Over 40% reduction in energy consumption per tonne processed since 2009, reflecting sustained improvements in operational efficiency supported by targeted investment.
Drying Technology
Modern drying systems have been introduced to improve efficiency, using better temperature control and air recirculation to avoid unnecessary energy use.
Boiler and Heat Recovery
On the boiler side, heat recovery systems capture energy that would otherwise be lost, reducing fuel demand. Combustion controls help maintain consistent performance as production levels change.
Transport and Logistics
Transport is also part of the picture. The fleet continues to move towards more efficient vehicles, including Euro 6 engines and the gradual introduction of electric vehicles where practical.
Continuous Improvement
These changes are incremental, but together they contribute to a steady improvement in overall energy performance.
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Solar Energy Generation
On-site solar generation continues to play an important role in reducing reliance on grid electricity.
78,911 kWh
Renewable Electricity Generated in 2025
93%
Increase compared with 2024
In 2025, generation reached 78,911 kWh — a significant increase compared with previous years, following additional installed capacity.
Electricity generated is used directly within operations, supporting day-to-day energy demand and contributing to lower overall emissions.
Since installation began, the system has generated over 418,000 kWh, providing a consistent and growing source of renewable energy.
Solar Electricity Generation
The line chart illustrates the annual solar electricity generation, showing a significant increase in 2025 after a period of fluctuation.
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Carbon Neutrality & Offsetting
We maintain a carbon neutral certification for Scope 1 and Scope 2 emissions through independently verified offsetting. However, our priority remains reducing emissions at source wherever practical..
Carbon credits are purchased and retired to balance emissions that cannot currently be eliminated.
While this supports overall carbon neutrality, the main focus remains on reducing emissions at source through:
Improved energy efficiency
Increased renewable energy generation
Better data and monitoring
Ongoing work to reduce Scope 3 emissions
Offsetting is used to balance emissions that cannot currently be eliminated, while reduction remains the main focus.
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Water Stewardship
Water is a critical resource within laundry operations, and its use is closely monitored.
Water Performance
Water use has increased in line with production, particularly in 2025. However, when measured against output, efficiency has remained relatively stable.
The increase in 2025 reflects both higher volumes and a change in the type of items processed. Specialist garments and higher-specification linen require more intensive wash cycles to meet hygiene standards.
Efficiency improvements continue to be supported through heat recovery and water reuse systems, which reduce overall demand while maintaining required quality levels.
Water & Energy Optimisation
In 2026, we have commenced a significant investment in water and energy optimisation at our Pegasus facility, building on existing systems already in place across the business.
This project introduces a fully integrated approach to resource efficiency, combining water recycling, heat recovery, and low-temperature washing technologies to reduce both environmental impact and operational demand.
Key Elements of the System
Water Recycling Technology
Enabling process water to be filtered and reused within the wash cycle, reducing reliance on fresh water supplies.
Microplastic & Lint Filtration
Capturing fibres and solid waste before discharge, improving effluent quality and reducing environmental impact.
Wastewater Heat Recovery
Capturing heat from discharged wash water and reusing it to pre-heat incoming water.
Exhaust Air Heat Recovery
Recovering thermal energy from ironers and dryers that would otherwise be lost, redirecting it back into the wash process.
Centralised Warm Water Storage
Ensuring recovered heat is efficiently distributed and reused across operations through centralised control systems.
Low-Temperature Washing
Enabling effective cleaning at reduced temperatures, lowering overall energy demand.
Together, these technologies reduce the need for fresh water and gas consumption while improving overall process efficiency.
Projected Benefits
Significant reductions in water consumption, supported by large-scale process water reuse
Reduced energy demand, through multiple heat recovery streams
Lower carbon emissions, driven by decreased reliance on gas-fired heating
Improved effluent quality, including the capture of microplastics and lint
Enhanced operational efficiency, with more consistent and controlled wash processes
This investment represents a key step in our approach to continuous improvement, supporting both environmental performance and long-term operational resilience. As this work commenced in 2026, the benefits will be reflected in future reporting periods.
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Waste Management
Waste management is an established part of daily operations, supported by licensed contractors and structured monitoring processes. Waste is segregated on site into clearly defined streams, including recycling and general waste. This allows for more effective handling and improves overall recycling performance. Data is collected and reviewed annually, providing visibility of trends and supporting continuous improvement.
Operational Waste Performance
Total waste increased slightly in 2025, in line with higher production volumes. However, when measured against output, waste per tonne reduced. This indicates that waste is being managed more efficiently as the business grows.
Improved contractor reporting during the year has also provided clearer insight into waste streams, particularly in distinguishing recycling from general waste.
2025 Waste Breakdown
2025 Operational Recycling Rate: 78.86%
The majority of waste is diverted through recycling routes, with a smaller proportion remaining as residual waste.
Construction & Project Waste
In addition to operational waste, site improvements during 2025 generated construction-related waste.
24.50
Tonnes
Total construction waste
23.35
Tonnes
Recycled or recovered
95%+
Diversion Rate
Construction waste diverted from landfill
The majority of construction waste was managed through recycling or recovery routes. Construction waste is disclosed separately to ensure like-for-like comparison of operational performance.
Ongoing Focus
Improved on-site segregation
Reducing contamination within waste streams
Working closely with contractors to improve reporting
Minimising packaging where possible
Maintaining WEEE compliance
Waste management performance is monitored and reviewed through our ISO 14001 Environmental Management System.
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Circular Economy
We take a practical approach to managing textiles, with a focus on extending product life and reducing unnecessary waste.
Linen is selected for durability and suitability for commercial laundering, ensuring it can withstand repeated use. However, how linen is handled throughout its life cycle is just as important. Through clear processes and ongoing engagement with customers, we aim to reduce premature loss and maximise the useful life of each item.
Where items reach the end of their usable life, they are carefully segregated and diverted for reuse rather than disposal.
Circular Economy Performance
2023 vs 2025
Reuse levels were higher in 2023, dipped in 2024 due to inconsistencies in capturing reusable material, and recovered in 2025 with both tonnage and reuse rate increasing.
Improved Processes
The increase in 2025 reflects improved segregation processes and better visibility of reusable materials within operations.
All suitable end-of-life linen is sent to approved reuse partners, ensuring it remains in circulation rather than entering the waste stream.
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Governance & Compliance
Sustainability Governance & Compliance
We maintain a structured governance framework to support responsible operations, legal compliance and ongoing improvement.
Governance Framework
Management systems are certified to ISO 9001 and ISO 14001 and are embedded into day-to-day operations. Senior management retain oversight, with performance and objectives reviewed through formal management review processes.
Legal & Regulatory Compliance
We work with a specialist compliance partner to maintain an up-to-date legal register covering relevant environmental and regulatory requirements. Legislative updates are communicated as they arise and reviewed to ensure appropriate actions are implemented where required.
Risk Management & Internal Controls
Risks and opportunities are identified and assessed across environmental, operational and regulatory areas. These are monitored through structured processes, enabling the business to respond to emerging risks and maintain appropriate controls.
Audits & Continuous Improvement
Internal audits assess compliance and identify improvement opportunities, with actions tracked through to completion. External audits provide independent verification of management systems and processes, helping ensure governance remains effective and relevant to the business.
LEGISLATION SERVICE:Through our partnership with The Compliance People, County Linen maintains an up-to-date legal register and navigates complex legislation using their online compliance management system. This supports regulatory compliance and helps protect the business against emerging risks.
Ethics & Business Integrity
We are committed to conducting business in a fair, honest and transparent manner. This is supported through day-to-day practices, alongside internal policies, procedures and management oversight.
Key areas of focus include anti-bribery, conflicts of interest and appropriate conduct. These are considered as part of the wider business risk framework, helping to ensure that controls remain appropriate to the size and nature of the business.
Employees are made aware of expected standards of behaviour through induction and ongoing training. Clear processes are in place to support decision-making, backed by financial controls and management oversight.
Where relevant, records are maintained to support transparency, including gifts and hospitality. Employees are also required to declare any potential conflicts of interest.
We continue to develop our approach to ethics and governance, with a focus on strengthening documentation and ensuring that processes remain effective as the business grows.
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Modern Slavery Statement
We are committed to preventing modern slavery and human trafficking in all aspects of our business and supply chain. We operate in line with the UK Modern Slavery Act 2015 and take a zero-tolerance approach to any form of forced or exploitative labour.
We apply a risk-based approach to our supply chain, working with suppliers who share our expectations on ethical standards, labour practices and respect for human rights. These expectations are supported through supplier onboarding, contractual requirements and ongoing review. We also reference recognised frameworks such as SEDEX and OEKO-TEX® to support transparency and responsible sourcing.
Responsibility for managing modern slavery risk sits within our wider governance and compliance framework. We monitor relevant legal and regulatory developments and review our policies periodically to ensure they remain effective and appropriate to our operations.
We provide training to relevant employees to help identify and manage potential risks, and we maintain a confidential whistleblowing process to support the reporting of any concerns.
We are committed to continuous improvement in this area and will continue to review and strengthen our approach to managing modern slavery risks.
This statement has been approved by senior management and reflects our ongoing commitment to ethical business practices.
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Sustainable Procurement & Supply Chain Due Diligence
We are committed to responsible sourcing and ensuring our supply chain meets appropriate ethical, environmental and operational standards. Our approach combines structured supplier assessment, ongoing monitoring and direct engagement.
Supplier Onboarding & Assessment
Suppliers are required to complete a sustainability questionnaire as part of onboarding. This reviews areas including labour standards, environmental management, ethical sourcing and relevant certifications.
Recognised standards such as ISO 9001, ISO 14001, OEKO-TEX® and Better Cotton Initiative (BCI) may be considered where appropriate. This provides a consistent framework for supplier evaluation at the point of engagement.
Supplier Selection & Tender Process
In 2025, a formal tender process was undertaken for linen supply, given linen is our primary operational asset and a key contributor to our environmental impact.
Prospective suppliers were assessed across areas including environmental management, labour standards, material sourcing, resource use and product durability.
Including sustainability criteria within the tender process ensures environmental and ethical considerations are factored alongside quality, service and cost.
1
Environmental management practices and certifications
2
Ethical labour standards and policies
3
Material sourcing and traceability
4
Energy, water and waste management practices
5
Quality and durability considerations
Risk Assessment & Classification
Suppliers are categorised as low, medium or high risk based on compliance status, geographic factors and industry considerations. This allows higher-risk suppliers to be prioritised for further review where needed.
Ethical Compliance
We maintain a zero-tolerance approach to modern slavery, human trafficking and child labour. Suppliers are expected to meet recognised standards including:
UK Modern Slavery Act 2015
ILO principles
Sedex standards
UN Guiding Principles on Business and Human Rights
These requirements form a core part of our supplier due diligence and governance framework.
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Direct Engagement & Site Visits
Senior management conduct periodic site visits to key international suppliers, including our primary textile partner in Egypt.
These visits allow us to review working conditions, environmental performance and engage directly with supplier management on improvement areas.
Ongoing Monitoring
Supplier certifications are reviewed periodically to identify any gaps or expired documentation, with corrective actions agreed where required.
This approach supports a supply chain that meets our ethical, environmental and operational expectations.
Sustainable Product Options
During 2025, eco-friendly chef wear made from recycled materials was trialled. These products met durability and performance standards and are available on request where customers require more sustainable options.
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Our Workforce
People are central to the long-term success of our business. We are committed to providing a safe, inclusive and supportive working environment, while continuing to invest in the development and wellbeing of our employees.
Our workforce reflects a diverse range of backgrounds and skills, with employees from 26 nationalities contributing to the operation of the business.
Workforce Highlights (2025)
67%
Male
33%
Female
5 years
Average employee tenure
19%
Employees with 10+ years' service
26
Nationalities represented
1
Apprenticeship supported during the year
Workforce Diversity & Inclusion
We recognise the value a diverse workforce brings to the business. Women represent 33% of our workforce and contribute across all areas of the organisation, from operations through to management roles.
Our employees come from a wide range of national and cultural backgrounds, supporting collaboration, problem-solving and a broader range of perspectives across the business.
We are committed to equal opportunities for all employees, ensuring fair access to recruitment, development and progression based on skills, experience and capability.
At senior level, we recognise that gender balance requires continued focus. Our senior management team, including Directors, consists of 11 individuals, of which 2 are female, representing 18% female representation.
While this reflects the current structure and stability of the leadership team, we recognise the need to improve gender balance over time through recruitment, development and succession planning.
Progress in this area will continue to be reviewed as part of our wider workforce planning, ensuring that any future targets are realistic, measurable and aligned with the long-term direction of the business.
Experience and Retention
We value the long-term commitment of our employees. 19% of our workforce have more than ten years' service, reflecting a stable and experienced core workforce.
The company's leadership team brings significant industry experience, with over 300 years of combined experience across senior management. This supports consistent decision-making and long-term stability across the business.
Alongside this, County Linen maintains an experienced and committed workforce, with an average employee tenure of five years. Ongoing investment in training, development and workplace improvements remains focused on supporting retention and long-term workforce stability.
Employee Turnover
Employee turnover has been analysed in more detail during 2025 to provide a clearer understanding of workforce movement across the business.
Employee Turnover by Department (2025)
Turnover figures have been calculated using data from the Time & Attendance system for the period 1 January 2025 to 1 January 2026. Overall turnover is based on the number of employees who left during the period divided by the average workforce size, calculated using opening and closing headcount.
To provide a more meaningful view of long-term retention, a core turnover measure has also been applied. This includes only employees with a minimum of two years' continuous service at the point of leaving.
This approach removes short-term and probationary leavers, which are more common in operational and seasonal roles, and instead focuses on the stability of the established workforce.
Where a single representative figure is required, County Linen reports a core turnover rate of 6.9%, which provides the most accurate reflection of long-term workforce retention.
Workplace
We are committed to maintaining safe working conditions across its factories, offices and operational areas.
Regular risk assessments, training and established procedures support high safety standards throughout the organisation. Employees are provided with appropriate personal protective equipment (PPE), well-maintained facilities and the resources needed to perform their roles safely and effectively.
Employees are encouraged to report hazards, maintenance needs or workplace concerns so they can be addressed promptly. A Whistleblowing Policy is also in place, allowing employees and stakeholders to raise concerns confidentially.
Developing Our People
Ongoing investment in training and development is a key part of maintaining a safe, skilled and engaged workforce. Further detail on training programmes, compliance requirements and employee development is provided in the following section.
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Ruth's Story
Joining County Linen at just 17 years old, Ruth's 43-year journey — from the factory floor to her current role as Finance Manager — reflects the evolution of the business from its earlier operations to the more technology-driven organisation it is today.
"I'm sure many people think 43 years in the same job is very boring — if you had asked my 17-year-old self, I would not have believed it. But there is never a dull moment in laundry — it's always evolving."
A Career Journey
1
The Early Days
Ruth joined County Linen at 17 on a six-week cover role, working across multiple areas of the business including the launderette, Super Wash, and the sorting room, before becoming a permanent member of the team. These early experiences provided a strong foundation in operations and a deep understanding of the business from the ground up.
2
The Digital Transition
Moving into the office in 1983, Ruth played a key role in the transition from manual, paper-based processes to computerised systems. From early platforms such as Saracen and Paris to today's ABS system and RFID-enabled processes, she has been closely involved in the company's digital evolution, supporting improvements in efficiency, accuracy and operational control as her role developed.
3
Resilience and Growth
Throughout her career, Ruth has supported the business through significant challenges, including three major fires, the rebuild of the Pegasus and Phoenix sites, and the operational complexities of the 2020 pandemic. Now serving as Finance Manager, her experience reflects not only the resilience of the business but also the strength of its people, who have helped shape County Linen into the organisation it is today.
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Training & Development
We continue to invest in the development and competence of its workforce through a combination of operational training, compliance programmes and role-specific development.
Training Overview
Training delivery remains consistent year on year, with:
- 4,105 hours delivered in 2023
- 4,310 hours delivered in 2024
- 4,362 hours delivered in 2025
This reflects a stable and structured approach to training across the business, supporting both operational performance and compliance requirements.
4,362
Total Training Hours
Comprehensive learning across all departments
18.0
Average Hours/Employee
Commitment to continuous professional growth
243
Workforce Size
Investing in every team member's journey
700
Cyber Apprenticeship Hours
Specialized learning for digital resilience
During 2025, 4,362 hours of training were delivered across the business. This includes internal operational training focused on systems, processes and continuous improvement, alongside compliance-based activities such as health and safety, risk assessments, HACCP and driver requirements.
Training also supports role-specific development, including engineering activities such as boiler training, forklift certification and supervisory programmes, ensuring that key roles are equipped with the appropriate skills and qualifications.
All employees complete a structured induction programme, including health and safety training, and receive ongoing refresher training through internal communications, audit-led retraining and system updates. Training also takes place day-to-day as part of normal operations, supporting consistency and continuous improvement across the business.
This equates to an average of 18 hours of training per employee in 2025.
Alongside core operational training, the business continues to invest in developing internal capability. This includes a dedicated IT and Cyber Security apprenticeship, providing approximately 700 hours of structured learning annually and supporting the increasing importance of digital systems and data protection.
Training requirements are reviewed regularly to ensure they remain appropriate to operational risks and business needs. Completion and effectiveness are monitored through internal systems, supporting ongoing improvement and clearer reporting over time.
Training Breakdown (2025)
The table below provides a breakdown of training delivered across key operational and compliance areas.
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Fair Pay
We are committed to fair and equitable pay for all employees in line with the company's Labour & Human Rights Policy and Employee Support & Wellbeing Policy.
All employees receive at least the UK Living Wage, regardless of age, ensuring a consistent and equitable minimum pay standard across the workforce.
The company conducts an annual pay review to maintain competitive salary levels, taking into account cost-of-living changes, experience and role-specific responsibilities. This supports employee progression while maintaining fairness and transparency across the organisation.
County Linen is also committed to equal opportunities, ensuring employees have access to fair wages, career progression and development opportunities regardless of background or circumstance.
Workplace
We are committed to maintaining safe working conditions across its factories, offices and operational areas.
Regular risk assessments, training and operational procedures support high safety standards throughout the organisation. Employees are provided with appropriate personal protective equipment (PPE), well-maintained facilities and the resources needed to perform their roles safely and effectively.
Employees are encouraged to report hazards, maintenance needs or workplace concerns so they can be addressed promptly. County Linen also operates a Whistleblowing Policy, allowing employees and stakeholders to report unethical behaviour or breaches of company policies confidentially and without fear of reprisal.
Living Wage
All employees receive at least a living wage regardless of age
Annual Review
Comprehensive pay review considering cost-of-living changes
Equal Opportunity
Fair wages and progression regardless of background
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People & Community Impact
Supporting Our People
We are committed to creating a positive and supportive working environment where employees feel valued, listened to and safe.
In 2025, several improvements were made directly in response to employee feedback submitted through our confidential communication channels. These systems enable employees to raise suggestions or concerns directly with the Compliance team, ensuring feedback is reviewed and escalated where appropriate.
As a result of employee feedback:
- Staff canteen facilities were upgraded across both sites
- A new secure bike storage area was introduced, with plans for EV bike charging
- Large digital screens were installed in canteen areas to improve communication, providing real-time updates, company news and key messages
Digital screens in staff areas also display key safety and wellbeing information, including trained fire marshals, first aiders and mental health support contacts, along with their availability on site. This ensures employees can quickly access support when needed and reinforces a safe and responsive working environment.
In addition to workplace improvements, employees have access to a health support plan, providing financial support and access to a range of everyday healthcare services. This helps employees manage routine health needs and supports overall wellbeing.
We also introduced a number of wellbeing initiatives throughout the year:
- During the summer months, free ice creams were provided to staff, helping them stay comfortable in a warm working environment
- A Christmas Jumper Day event alongside a staff hog roast provided for employees, supporting Save the Children and encouraging team engagement
- Installation of a defibrillator to further support employee health and safety
Our company football team, now running for over a year, brings together employees from across the business, including senior managers. It gives people a chance to step away from day-to-day roles, mix with different teams and spend time together outside of their usual roles. It's a simple initiative, but it helps build stronger relationships and improves communication across the business.
2
employees
With over 40 years' service
11
employees
With more than 20 years' service
Our workforce reflects a diverse range of backgrounds, with employees representing over 25 nationalities.
We are also in the early stages of establishing a Staff Council, which will provide a structured forum for employee representation. This will strengthen communication between employees and senior management, support transparency, and help ensure that employee feedback continues to drive meaningful improvements across the business.
Community Impact
The Pachamama Project
We are proud to support The Pachamama Project, a charity working to tackle global period poverty by providing reusable menstrual products to refugees and vulnerable communities.
The charity addresses a significant global issue affecting over 500 million women and girls, where lack of access to period products can impact education, health and dignity.
Our contribution focuses on giving new purpose to materials generated through our operations. End-of-life towels are repurposed into reusable period pads, creating a practical and sustainable solution that delivers both environmental and social value.
Through this partnership, County Linen has directly contributed to:
80,000
Reusable period pads produced using recycled County Linen towels
~10,000
Women and girls supported out of period poverty over the next five years
1,500+
County Linen boxes reused to safely pack and transport essential aid
12 Countries
Distribution across Lebanon, Syria, Uganda, Ukraine, Pakistan and the UK
This initiative shows how operational by-products can be repurposed to deliver meaningful social impact. By extending the life of textiles and supporting global communities, we contribute to improved access to education, health and dignity for women and girls.
www.thepachamamaproject.org
Creating a Positive Workplace Culture
Employee wellbeing and engagement are closely linked. By listening to our workforce, investing in workplace improvements and encouraging participation across the business, we aim to create an environment where employees feel supported, involved and valued.
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Health, Safety & Risk Management
Health and safety is embedded into day-to-day operations across both sites. The focus is on identifying risks early, applying appropriate controls, and maintaining a safe working environment for all employees.
This is supported through structured systems under ISO 9001 and ISO 14001, ensuring risks are consistently identified, assessed and managed.
Risk Management & Compliance
A framework of risk assessments, procedures and operational controls is in place across all areas of the business.
Key risk areas include:
- Manual handling
- Machinery and equipment safety
- Hazardous substances (COSHH)
- Fire safety
- Workplace transport
Compliance obligations are monitored through a maintained legal register, ensuring all relevant legislation is kept up to date, including the Health and Safety at Work Act 1974.
Regular inspections and maintenance programmes support safe working conditions and help prevent issues before they arise.
Digital & Cyber Risk Management
Risk management also extends to digital systems and data security.
County Linen holds Cyber Essentials Plus certification, providing independent verification that appropriate controls are in place to protect systems, data and operations from common cyber threats.
This includes:
Secure network configuration and firewall management
Access controls and user permissions
Regular system updates and patching
Malware protection and monitoring
As operations become increasingly digital, maintaining strong cyber security is an important part of overall business risk management, helping to protect both internal systems and customer data.
Training & Awareness
Employees are provided with appropriate training to support safe working practices and ensure they understand the risks associated with their roles.
This includes induction training, role-specific instruction and refresher training where required.
Employees are encouraged to report hazards and near misses, supporting early intervention and continuous improvement.
Training and competence are supported more broadly through the company's Training & Development programme, which covers both operational and compliance requirements.
Monitoring & Continuous Improvement
Performance is monitored through:
- Internal audits
- Workplace inspections
- Management review processes
- KPI tracking
Findings are used to drive improvements and ensure standards are maintained as the business continues to grow.
Emergency Preparedness
Clear procedures are in place to respond to emergency situations, including fire, spills and first aid incidents.
These are regularly reviewed and tested to ensure they remain effective and appropriate for the operational environment.
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Our Sustainability Roadmap
Our sustainability approach is built on practical, measurable action, not broad ambitions. As our data and visibility have improved, so has our ability to deliver and track real results.
Progress to Date
In recent years, we have strengthened both our operational efficiency and our sustainability performance.
Key developments include:
- Transition to renewable electricity procurement, supporting market-based Scope 2 reporting
- Investment in solar PV, with significantly increased generation in 2025
- Replacement of legacy drying equipment with more energy-efficient systems
- Installation of heat recovery systems to reduce energy and water demand
- Improvements in process control, including moisture monitoring in dryers
- Expansion of linen reuse initiatives, increasing diversion from disposal
- Improved systems for tracking production, water use, energy consumption, and emissions
We have also improved the consistency of our environmental data, including aligning greenhouse gas reporting and restating prior years to allow for clearer comparison.
Current Focus (2025–2026)
Our focus is on improving efficiency, using better data to support decision-making, and making sustainability part of everyday operations.
Measurement and KPI Development
We have introduced clearer KPI tracking across energy, water, waste, and emissions. This allows us to monitor performance more consistently and identify where further improvements can be made.
Energy Efficiency and Carbon Reduction
Energy use remains the main driver of our carbon footprint, particularly gas consumption. Our priority is to maximise the benefit of recent investments, including more efficient dryers and heat recovery, while continuing to reduce avoidable energy use. Our company car fleet is now fully electric or hybrid, supporting a reduction in transport-related emissions.
Water Efficiency
Water use remains closely linked to production volumes and processing requirements. While total consumption has increased alongside growth, we are working to improve efficiency through tighter process control and effective use of recovery systems.
Operational Visibility
Improved data capture and reporting provide a clearer view of performance across both sites, supporting quicker and more informed operational decisions.
People and Culture
Our people are central to how we operate. We continue to invest in training and development to support safe, efficient, and responsible working practices. We support employee wellbeing through practical initiatives and team engagement activities, helping to maintain a positive working environment.
Next Steps
Our focus remains on practical improvements that build on the progress already made.
Key areas of ongoing development include:
- Further improving energy and water efficiency through continued process improvements
- Strengthening KPI tracking to improve consistency across all operational areas
- Improving Scope 3 data through closer engagement with suppliers and service partners
- Expanding circular economy initiatives, including increased textile reuse
- Maintaining strong governance through ISO 9001 and ISO 14001 management systems
- Continuing to develop employee awareness, training, and engagement
- Continuing to support local communities through charitable activity and wider engagement
Looking Ahead
We will continue to build on our progress by strengthening the link between sustainability and day-to-day operations. By focusing on measurable improvements, supported by reliable data and clear accountability, we ensure our approach remains practical, transparent, and relevant to how we operate as a business.
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Roadmap: Practical & Achievable Progress
Our roadmap focuses on steady, measurable improvements built on existing operations, systems, and investments. Rather than setting unrealistic targets, we prioritise practical changes that deliver long term impact across energy, water, waste, and supply chain performance.
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Accreditations, Certifications & Industry Recognition
We maintain a range of recognised certifications, memberships, and external assessments to support quality, environmental performance, and responsible business practices. These frameworks provide independent assurance and help guide continuous improvement across our operations.
Ecovadis - Silver - Top 15%
EcoVadis assesses our sustainability performance across environmental, labour, ethics, and sustainable procurement practices, recognising us in the top 15% with a Silver rating.
Carbon Neutral Britain
Certified by Carbon Neutral Britain, we actively offset our carbon footprint and support global decarbonisation initiatives.
Sedex
As a Sedex member, we maintain ethical supply chain standards, ensuring responsible sourcing and fair labour practices throughout our operations.
Cyber Essentials Plus
Cyber Essentials Plus confirms that our cybersecurity controls have been independently tested and meet recognised standards, protecting sensitive data and ensuring secure day to day operations.
FORS
FORS (Fleet Operator Recognition Scheme) accredited, we operate our fleet to the highest standards of safety, efficiency, and environmental protection.
TSA
As a Textile Services Association member, we uphold industry-leading standards in textile care and laundry services, ensuring quality and professionalism.
ISO 9001
ISO 9001 certified, we maintain rigorous quality management systems to ensure consistent service excellence and continuous improvement.
ISO 14001
ISO 14001 certified, we maintain comprehensive environmental management systems to minimise our ecological impact.
Housekeepers Association
As a member of the UK Housekeepers Association, we actively contribute to professional standards and best practices in the hospitality industry.
Commercial Laundry of the year
Winner of the LADAS Commercial Laundry of the Year award, recognising our excellence and innovation in the laundry services industry.
Most Innovative company
LADAS Most Innovative Company award winner, demonstrating our commitment to pioneering solutions and industry leadership.
Green Impact award
LADAS Green Impact Award recipient, acknowledging our dedication to environmental sustainability and eco-friendly practices.
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