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depot, while in the process of acquiring a new, similarly sized site in Southeast London. With 70 per cent of the business currently concentrated in and around the capital, restructuring London operations around two core depots is a priority – one made sharper by the three reactive contracts BUKO holds in the city, each requiring a two-hour response.
BUKO’ s rebrand reflects a broader effort to unify the business.“ We’ ve been busy integrating new systems, so the whole business runs on the same ERP platform, alongside bringing all of the financial systems together to ensure we’ ve got one operating platform and one financial platform in the UK,” says Mark. The group’ s drive for consistency also extends to strategy, through a new European initiative adopted in the UK, known as the BUKO Way of Working. This is designed to develop and share best practices aligned with BUKO’ s ambition to become both the UK’ s number one provider and Europe’ s next-generation market leader.
One shared identity
Emerging from that initiative is 100 % BUKO – an internal communications platform serving as the company’ s primary channel for staff engagement. For a business built around field-based operatives and depots spread across the country, consistent messaging has previously been a challenge.“ Whether you’ re an operative or part of the senior management group, you get the same message at the same time, but you’ re also able to interact with colleagues,” Mark notes. Supporting both department and teamspecific communication, the platform’ s flexibility has resulted in a positive shift.“ It has really changed the landscape for this business, in terms of bringing everybody together as 88