BUSINESS


to new heights and strengthened our position in a competitive market. It’s not just about internal performance; it’s about creating long-term value for our customers and stakeholders. With a clear roadmap for growth, I’m confi dent that these principles will continue to drive commercial success and support our strategic ambitions for the future.


Early wins and tangible benefi ts Although the UK launch is still in its early stages, the benefi ts of BEx are already visible. Teams have reported faster turnaround times on customer orders, improved stock visibility, and clearer internal communication. These wins are more than just numbers on a dashboard —


they refl ect a shift in mindset. A-Gas employees in the UK are increasingly confi dent in taking ownership of problems and proactive in fi nding solutions. Departments are working more closely together, breaking down silos and creating a more joined-up approach to fulfi lling the needs of their customers. In addition to this, BEx supports a culture where learning is continuous. Mistakes are treated as opportunities to improve, and success stories are shared widely so that everyone can benefi t from what works.


A long-term commitment The roll-out of Business Excellence in the UK is not a short-term project with a fi xed end date. It is a long-term commitment to doing things better — both now and in the future. As the programme matures, A-Gas plans to build on its early successes by expanding training, refi ning processes, and integrating new technologies where appropriate. The focus will remain fi rmly on enabling people to work smarter, deliver greater value, and continually raise the bar on performance. For customers, this means a more responsive and reliable service. For employees, it means being part of a culture where contributions are valued, development is encouraged, and


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achievements are recognised. And for A-Gas as a whole, it means building a stronger, more resilient business — one that is well-equipped to meet the challenges of a rapidly changing world.


The road ahead Looking ahead, A-Gas is confi dent that the UK will follow the successes seen in the US and the Netherlands. The combination of global best practice and local expertise is a powerful one, and the commitment from both leadership and frontline teams is clear.


The goal is not simply to implement a set of tools, but to


create a culture where continuous improvement becomes second nature. Over time, this will allow A-Gas to adapt more quickly to market changes, respond more eff ectively to customer needs, and seize new opportunities as they arise. As the roll-out continues, more teams will complete Lean


training, more processes will be streamlined, and more value will be created for customers and stakeholders alike. The journey will involve challenges, but the company is prepared to face them head-on, armed with the principles and practices of Business Excellence.


At its heart, BEx is about much more than processes and metrics. It’s about people, purpose, and potential. By investing in both its workforce and its ways of working, A-Gas is building a better version of itself — one that can achieve exceptional results by doing what it does best, only better. The ambition is clear: to create a culture where


improvement never stops, where everyone has the tools and confi dence to make a diff erence, and where the benefi ts are felt not only within the company but also by customers, partners, and the wider community. As the company continues on this journey, one thing is certain: Business Excellence in the UK is here to stay, and its impact is only just beginning.


www.acr-news.com • October 2025 31


If you’re wondering where to start, we’re not


talking about a huge digital transformation overnight. It’s small, consistent shifts that embed


compliance into the way you already work.


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