HEATING, LIGHTING & PLUMBING John McKinlay
Thomas Dudley drives water-saving innovation into 2026
BKU’sMatt Broughton speaks with Thomas Dudley’s Specifications Sales Manager, John McKinlay, about new product launches, strategic acquisitions and the company’s ongoing commitment to sustainability and UK manufacturing.
British manufacturing, Thomas Dudley continues to invest across both product innovation and business infrastructure. The first quarter of 2026 has already delivered
A
severalmajor developments for Thomas Dudley, with product innovation and strategic growth setting the tone for the year ahead. “A major highlight has been the launch of the eco-cistem™, our most efficient concealed cistern to date,” John explains. “It’s designed to significantly reduce mains water consumption by using recovered air-conditioning condensate for flushing.” Alongside this, the company has introduced the
Turbo Edge Quantum – “a next-generation push button syphon developed as a water-saving alternative to leaky flush valves.” The business has also expanded through the acquisitions of Bailey Products and Angel Guard, broadening Thomas Dudley’s reach across both traditional and digital water-management solutions. “Bailey brings a long-established range of UK-made drainage and testing products that customers already trust, while Angel Guard adds a completely different strength with its digital water-safety technology,” says John. “Together, they broaden what we can offer – from traditional, hands-on products to innovative, data-driven solutions.”
s the industry places greater focus on sustainability, water stewardship and
As a long-established UKmanufacturer and family-owned business, ThomasDudley believes its structure plays an important role in how it operates and supports customers. “UKmanufacturing is important to our customers because we are able to service their needs and are always there when we are needed,” John says. “At the same time, we remain committed to recruiting and developing people from our local communities, ensuring that the benefits of sustainablemanufacturing are felt close to home.” That long-term outlook also shapes the company’s environmental strategy, particularly around water conservation. “Wesee water stewardship as both a business responsibility and a local priority,” he explains. “We continually invest in processes and products that reduce water consumption, increase recycling, and minimise waste across our operations.” Water-saving product development remains a particular focus, including “leak-free toilet flushing, reduced waste from filling cisterns and using recycled water in toilet cisterns.” The Thomas Dudley Specification team has
also recently achieved Waterwise 'Water Literate' accreditation, something John says aligns naturally with Thomas Dudley's wider objectives. Being Water Literate will help us spread the message about the water issues we face in the UK now and how actions we take now can affect
our future,” he says. “This is a great fit for Thomas Dudley with our push into water-saving products.” Sustainability initiatives extend well beyond
product development, with the company continuing to invest heavily across its operations. “Environmental responsibility and sustainability are embedded across our operations,” John says. “We continue to reduce our environmental impact by investing in efficient processes and modern machinery that minimise power consumption without compromising performance or quality.” Among the measures introduced are motion- activated lighting systems, hybrid and fully electric company vehicles, rooftop solar panels and a zero-waste plastics policy. “Anymaterial left over from normal production is re-ground and reintroduced into the process, eliminating plastic waste and maximisingmaterial efficiency,” he explains. “This closed-loop approach not only reduces landfill but also lowers the demand for virgin rawmaterials.” Looking ahead, John says ThomasDudley’s
focus remains firmly on its people, products and continued investment in the future: “For us, 2026 and the years ahead are about people and innovation,” he says. “As a family-owned business, we think in terms of generations rather than quarters, so investing in our local workforce – through training, apprenticeships and secure employment – remains central to what we do. “We want to create a workplace where
people feel involved and proud of the work we do, the products we make, and the impact we have on our environment.”
30 BKU JUNE 2026
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52
