—
/100
Overall SQCP+C Score
S
—
Q
—
C
—
P
—
+C
—
Strong (70–100)
Needs attention (40–69)
Priority action (0–39)
Business Details
S
Safety & Legal Compliance
"Are you sitting on a claim you can't defend?"
—
/ 100
A written H&S policy exists, is current, and staff are aware of it
Legally required if 5+ employees. Ask to see it — check date, signature, and whether it reflects current activities. A 2019 template that has never been touched is not compliance.
+ Add note
Risk assessments have been completed for core activities and reviewed in the last 12 months
Ask to see one for a primary activity. Is it specific to this business — or a generic download? Has it been reviewed since it was written?
+ Add note
A Fire Risk Assessment has been completed by a competent person and is current
Separate legal requirement from general risk assessments (Regulatory Reform Fire Safety Order 2005). Ask to see it — check who completed it and when. Enforced by Fire & Rescue Service, not HSE.
+ Add note
First aid provision is adequate — there is a trained first aider and a stocked kit on site
Ask to see the kit — is it stocked and in date? Is the first aider certificate current? Proportionate to workforce size and risk level.
+ Add note
There is a named competent person responsible for H&S — with genuine knowledge, not just a job title
Could be internal or external. Ask who it is and when they last provided advice or conducted a review. "That's me" from an untrained owner is a finding.
+ Add note
Employer's Liability Insurance is valid, in date, and the certificate is accessible on site
Legally required for any business with employees — a criminal offence not to hold it. Certificate must be displayed physically or digitally. Ask to see it and check the expiry date. Other business insurances (Public Liability, Product Liability, Professional Indemnity where applicable) will also be reviewed.
+ Add note
Welfare Facilities — Site Observation
Toilets, washbasins, drinking water, rest facilities — observe on the visit. Legal requirement under Workplace Regulations 1992.
Tier 1–2
Tier 1–2 · Date-based verification of live safety records — Paid Diagnostic & Retained
Risk Assessments
Are they suitable and sufficient for the actual activities on site? Ask to see one — check it is signed, dated, and matches what actually happens. Generic downloaded RAs are a red flag.
— Not Set
Written H&S Policy
Legally required if 5+ employees. Must be signed by the most senior person, dated, and communicated to all staff. Check it reflects current business activities — not a template from 2018.
— Not Set
Competent H&S Advice
Does the business have access to a competent H&S advisor — internal or external? Who is it? When did they last provide advice or conduct a review? A retainer with no activity is not compliance.
— Not Set
Safe Systems of Work
Written procedures for high-risk tasks — do they match what actually happens on the floor? Ask an operator to describe how they do a task, then compare to the written SSOW. The gap between the two is the risk.
— Not Set
Training & Competency Records
Records exist per person per role — not just induction. Evidence of refresher training where required (manual handling, COSHH, equipment). Ask: who tracks this, and how do they know when someone is overdue?
— Not Set
Incident Reporting & RIDDOR Compliance
Accident book current and accessible. Near-miss reporting actively encouraged — not just accidents. RIDDOR reportable incidents correctly identified and submitted to HSE within legal timeframes. When was the last entry?
— Not Set
Equipment Safety — PUWER / LOLER / Maintenance
PUWER inspections for all work equipment. LOLER thorough examinations for any lifting equipment (6-monthly for lifting accessories, annually for most lifting equipment). Planned preventative maintenance records. Check dates on the actual equipment.
— Not Set
Fire Safety — FRA, Drills & Equipment
Fire Risk Assessment current and reviewed after any significant change. Fire drill completed and recorded — minimum annually, 6-monthly for higher-risk sites. Fire extinguisher and alarm servicing up to date. Check stickers on equipment.
— Not Set
COSHH Assessments & Controls
COSHH assessments completed for all hazardous substances in use. Assessments match what is actually on site — check storage areas and material safety data sheets. Substitution considered where possible. PPE specified and available.
— Not Set
Contractor Management
Process for checking contractor competence before they arrive on site. Permits to work for high-risk activities. Site inductions completed and recorded. Insurance and accreditations verified. Who owns this process?
— Not Set
Monitoring — Inspections & Audit Schedule
Planned workplace inspections happening at defined intervals. Internal audit programme live and current — not just filed. Findings recorded with actions, owners, and due dates. When was the last inspection and what did it find?
— Not Set
Safety Action Tracker
Is there a live log of all outstanding H&S actions from assessments, audits, incidents, and inspections? Each action must have a named owner and a due date. Ask to see it — a blank tracker or a tracker with overdue items tells you everything.
— Not Set
Welfare Facilities — Site Observation
Toilets, washbasins, drinking water, rest facilities — observe on the visit. Legal requirement under Workplace Regulations 1992.
Tier 1–2
Tier 1–2 · Date-based verification of live safety records — Paid Diagnostic & Retained
Risk Assessments
Are they suitable and sufficient for the actual activities on site? Ask to see one — check it is signed, dated, and matches what actually happens. Generic downloaded RAs are a red flag.
— Not Set
Written H&S Policy
Legally required if 5+ employees. Must be signed by the most senior person, dated, and communicated to all staff. Check it reflects current business activities — not a template from 2018.
— Not Set
Competent H&S Advice
Does the business have access to a competent H&S advisor — internal or external? Who is it? When did they last provide advice or conduct a review? A retainer with no activity is not compliance.
— Not Set
Safe Systems of Work
Written procedures for high-risk tasks — do they match what actually happens on the floor? Ask an operator to describe how they do a task, then compare to the written SSOW. The gap between the two is the risk.
— Not Set
Training & Competency Records
Records exist per person per role — not just induction. Evidence of refresher training where required (manual handling, COSHH, equipment). Ask: who tracks this, and how do they know when someone is overdue?
— Not Set
Incident Reporting & RIDDOR Compliance
Accident book current and accessible. Near-miss reporting actively encouraged — not just accidents. RIDDOR reportable incidents correctly identified and submitted to HSE within legal timeframes. When was the last entry?
— Not Set
Equipment Safety — PUWER / LOLER / Maintenance
PUWER inspections for all work equipment. LOLER thorough examinations for any lifting equipment (6-monthly for lifting accessories, annually for most lifting equipment). Planned preventative maintenance records. Check dates on the actual equipment.
— Not Set
Fire Safety — FRA, Drills & Equipment
Fire Risk Assessment current and reviewed after any significant change. Fire drill completed and recorded — minimum annually, 6-monthly for higher-risk sites. Fire extinguisher and alarm servicing up to date. Check stickers on equipment.
— Not Set
COSHH Assessments & Controls
COSHH assessments completed for all hazardous substances in use. Assessments match what is actually on site — check storage areas and material safety data sheets. Substitution considered where possible. PPE specified and available.
— Not Set
Contractor Management
Process for checking contractor competence before they arrive on site. Permits to work for high-risk activities. Site inductions completed and recorded. Insurance and accreditations verified. Who owns this process?
— Not Set
Monitoring — Inspections & Audit Schedule
Planned workplace inspections happening at defined intervals. Internal audit programme live and current — not just filed. Findings recorded with actions, owners, and due dates. When was the last inspection and what did it find?
— Not Set
Safety Action Tracker
Is there a live log of all outstanding H&S actions from assessments, audits, incidents, and inspections? Each action must have a named owner and a due date. Ask to see it — a blank tracker or a tracker with overdue items tells you everything.
— Not Set
Tier 1–2
Tier 1–2 · Date-based verification of live safety records — Paid Diagnostic & Retained
Risk Assessments
Are they suitable and sufficient for the actual activities on site? Ask to see one — check it is signed, dated, and matches what actually happens. Generic downloaded RAs are a red flag.
— Not Set
Written H&S Policy
Legally required if 5+ employees. Must be signed by the most senior person, dated, and communicated to all staff. Check it reflects current business activities — not a template from 2018.
— Not Set
Competent H&S Advice
Does the business have access to a competent H&S advisor — internal or external? Who is it? When did they last provide advice or conduct a review? A retainer with no activity is not compliance.
— Not Set
Safe Systems of Work
Written procedures for high-risk tasks — do they match what actually happens on the floor? Ask an operator to describe how they do a task, then compare to the written SSOW. The gap between the two is the risk.
— Not Set
Training & Competency Records
Records exist per person per role — not just induction. Evidence of refresher training where required (manual handling, COSHH, equipment). Ask: who tracks this, and how do they know when someone is overdue?
— Not Set
Incident Reporting & RIDDOR Compliance
Accident book current and accessible. Near-miss reporting actively encouraged — not just accidents. RIDDOR reportable incidents correctly identified and submitted to HSE within legal timeframes. When was the last entry?
— Not Set
Equipment Safety — PUWER / LOLER / Maintenance
PUWER inspections for all work equipment. LOLER thorough examinations for any lifting equipment (6-monthly for lifting accessories, annually for most lifting equipment). Planned preventative maintenance records. Check dates on the actual equipment.
— Not Set
Fire Safety — FRA, Drills & Equipment
Fire Risk Assessment current and reviewed after any significant change. Fire drill completed and recorded — minimum annually, 6-monthly for higher-risk sites. Fire extinguisher and alarm servicing up to date. Check stickers on equipment.
— Not Set
COSHH Assessments & Controls
COSHH assessments completed for all hazardous substances in use. Assessments match what is actually on site — check storage areas and material safety data sheets. Substitution considered where possible. PPE specified and available.
— Not Set
Contractor Management
Process for checking contractor competence before they arrive on site. Permits to work for high-risk activities. Site inductions completed and recorded. Insurance and accreditations verified. Who owns this process?
— Not Set
Monitoring — Inspections & Audit Schedule
Planned workplace inspections happening at defined intervals. Internal audit programme live and current — not just filed. Findings recorded with actions, owners, and due dates. When was the last inspection and what did it find?
— Not Set
Safety Action Tracker
Is there a live log of all outstanding H&S actions from assessments, audits, incidents, and inspections? Each action must have a named owner and a due date. Ask to see it — a blank tracker or a tracker with overdue items tells you everything.
— Not Set
Q
Quality & Process
"Is your business dependent on memory rather than process?"
—
/ 100
Core operational processes are documented and managed — in a system or database, not just written down
Processes should live in a quality management system, shared drive, or database — not just in a folder or someone's head. Ask to see how they access and update them. Also check: is there a licence management process in place? This includes operator licences (forklift, IPAF, crane etc.), professional certifications, and any regulatory licences required to operate. Expired licences are a legal and insurance risk.
+ Add note
There is a clear process for handling customer complaints
Is it logged? Is there a resolution timeframe?
+ Add note
Quality control checks happen at defined points in production/delivery
Not just at the end — in-process checks at defined stages. Quality control should drive traceability — every product or batch should be traceable from raw material to despatch. Ask: if a customer reported a defect tomorrow, could they identify the batch, operator, date and materials used?
+ Add note
Customer defect / return rates are tracked and trended
Does the owner know the number off the top of their head?
+ Add note
New staff can be trained from documentation, not just by shadowing
The acid test for process maturity
+ Add note
Environmental and waste obligations are identified and actively managed
Duty of care for waste disposal — waste must be transferred only to registered carriers. Ask to see waste transfer notes. Any relevant environmental permits or exemptions in place. Applies to all manufacturers regardless of size.
+ Add note
There is an active process for continuous improvement — issues are logged, reviewed and acted on
Not just an attitude — is there an actual mechanism? A regular review meeting, improvement log, or action tracker. Ask for an example of a process change made in the last 3 months that came from the floor.
+ Add note
Tier 1–2
Tier 1–2 · Date-based verification of live quality process records — Paid Diagnostic & Retained
SOP / Document Control
SOPs exist, are version-controlled, and have a review date. Ask to see the document register — not just one document.
— Not Set
Customer Complaints & Returns Log
Is there a live log with date, nature of complaint, root cause, and resolution? Check for trends — not just individual entries.
— Not Set
Internal Audit / Inspection Records
Scheduled quality audits with signed-off findings. Are actions from previous audits closed out?
— Not Set
Non-Conformance & Corrective Action Tracker
NCRs raised, root cause identified, corrective actions assigned with due dates. Is it live or filed and forgotten?
— Not Set
Approved Supplier List & Supplier Quality Reviews
Is there a documented approved supplier list? When was it last reviewed? Are supplier performance issues recorded?
— Not Set
Training & Competency Records
Are training records current and linked to specific roles? Competency sign-offs documented — not just attendance certificates.
— Not Set
Management Review Meetings
Formal review of quality performance at management level — minutes exist, actions assigned. ISO 9001 requirement if certified.
— Not Set
Quality KPI Dashboard / Scorecard
Key quality metrics tracked and reported — defect rate, first-pass yield, on-time delivery, customer satisfaction. Reviewed at what cadence?
— Not Set
Waste & Scrap Tracking
Is waste / scrap measured by volume, value, or percentage? Tracked per product line or process step? Trend data available?
— Not Set
Tier 1–2
Tier 1–2 · Date-based verification of live quality process records — Paid Diagnostic & Retained
SOP / Document Control
SOPs exist, are version-controlled, and have a review date. Ask to see the document register — not just one document.
— Not Set
Customer Complaints & Returns Log
Is there a live log with date, nature of complaint, root cause, and resolution? Check for trends — not just individual entries.
— Not Set
Internal Audit / Inspection Records
Scheduled quality audits with signed-off findings. Are actions from previous audits closed out?
— Not Set
Non-Conformance & Corrective Action Tracker
NCRs raised, root cause identified, corrective actions assigned with due dates. Is it live or filed and forgotten?
— Not Set
Approved Supplier List & Supplier Quality Reviews
Is there a documented approved supplier list? When was it last reviewed? Are supplier performance issues recorded?
— Not Set
Training & Competency Records
Are training records current and linked to specific roles? Competency sign-offs documented — not just attendance certificates.
— Not Set
Management Review Meetings
Formal review of quality performance at management level — minutes exist, actions assigned. ISO 9001 requirement if certified.
— Not Set
Quality KPI Dashboard / Scorecard
Key quality metrics tracked and reported — defect rate, first-pass yield, on-time delivery, customer satisfaction. Reviewed at what cadence?
— Not Set
Waste & Scrap Tracking
Is waste / scrap measured by volume, value, or percentage? Tracked per product line or process step? Trend data available?
— Not Set
Tier 1–2
Tier 1–2 · Date-based verification of live quality process records — Paid Diagnostic & Retained
SOP / Document Control
SOPs exist, are version-controlled, and have a review date. Ask to see the document register — not just one document.
— Not Set
Customer Complaints & Returns Log
Is there a live log with date, nature of complaint, root cause, and resolution? Check for trends — not just individual entries.
— Not Set
Internal Audit / Inspection Records
Scheduled quality audits with signed-off findings. Are actions from previous audits closed out?
— Not Set
Non-Conformance & Corrective Action Tracker
NCRs raised, root cause identified, corrective actions assigned with due dates. Is it live or filed and forgotten?
— Not Set
Approved Supplier List & Supplier Quality Reviews
Is there a documented approved supplier list? When was it last reviewed? Are supplier performance issues recorded?
— Not Set
Training & Competency Records
Are training records current and linked to specific roles? Competency sign-offs documented — not just attendance certificates.
— Not Set
Management Review Meetings
Formal review of quality performance at management level — minutes exist, actions assigned. ISO 9001 requirement if certified.
— Not Set
Quality KPI Dashboard / Scorecard
Key quality metrics tracked and reported — defect rate, first-pass yield, on-time delivery, customer satisfaction. Reviewed at what cadence?
— Not Set
Waste & Scrap Tracking
Is waste / scrap measured by volume, value, or percentage? Tracked per product line or process step? Trend data available?
— Not Set
C
Cost & Efficiency
"When did you last challenge every overhead in your business?"
—
/ 100
Owner knows their gross margin by product/service line
Not just overall GP — by line, if possible
+ Add note
Debtor days are tracked and actively managed
Average debtor days? Outstanding invoices actioned?
+ Add note
Supplier contracts have been reviewed in the last 12 months
Utilities, materials, services — are they still competitive?
+ Add note
Labour utilisation is understood — time on productive vs non-productive work
Any measure of idle time or inefficiency?
+ Add note
Stock / materials waste is tracked and within acceptable limits
Is there a shrinkage or wastage number known?
+ Add note
On Time In Full Invoiced Correctly (OTIFIC) is measured and tracked
The single most important customer service metric for a manufacturer. Do they know their OTIFIC %? Is it tracked consistently? Failure here drives complaints, late payment, and lost contracts — even if the product is good.
+ Add note
Tier 1–2
Tier 1–2 · Date-based verification of live financial controls — Paid Diagnostic & Retained
P&L Review — Management Accounts
Are management accounts produced and actually reviewed by the owner — not just filed by the accountant? Ask when they last sat down with the numbers. Monthly is good practice; quarterly is the minimum for a business with any complexity.
— Not Set
Balance Sheet Review
Does the owner understand their balance sheet — not just the P&L? Key questions: what is the current ratio, what is sitting in debtors, what is owed to creditors, and is the business solvent on paper? Many SME owners have never been walked through their balance sheet.
— Not Set
Cash Flow Forecast
Is there a forward-looking cashflow — not just a bank balance check? A 13-week rolling cashflow is the gold standard for SMEs. Ask to see it. If it does not exist, this is almost always a priority finding.
— Not Set
Aged Debtor Review
Is there a live aged debtors report? When was it last reviewed and acted on? Ask for the current debtors days figure — does the owner know it without looking it up? Outstanding invoices over 60 days should have a named action against them.
— Not Set
Overhead & Supplier Contract Review
When were fixed overheads last challenged line by line — utilities, insurance, telecoms, services? Supplier contracts renewed without renegotiation are a common leak. Ask: when did you last formally review your top 10 cost lines?
— Not Set
Annual Budget & Budget vs Actual Tracking
Is there a formal budget set at the start of each financial year? Is it tracked monthly against actuals — or produced once and forgotten? A budget with no variance analysis is not a management tool.
— Not Set
Payroll & Labour Cost Review
Is the total labour cost — including employer NIC, pension, and any agency spend — reviewed as a percentage of revenue? Has the impact of the April 2025 NIC increases been modelled? Many owners know their headcount but not their true employment cost.
— Not Set
Stock & Inventory Review
Is stock valued and reviewed at regular intervals? Is there slow-moving or obsolete stock that has never been written off? Cash tied up in stock that is not turning is one of the most common hidden costs in manufacturing.
— Not Set
Machinery Maintenance & Downtime Log
Is planned preventative maintenance scheduled and recorded? Is unplanned downtime logged with cost and cause? Reactive-only maintenance is almost always more expensive than a planned programme — ask if they know their downtime cost per hour.
— Not Set
Pricing & Margin Review
Are prices reviewed at defined intervals — or only when a customer pushes back? Does the owner know their margin by product or service line, not just overall? Ad-hoc discounting without a process is one of the most consistent profit leaks found on site visits.
— Not Set
Tier 1–2
Tier 1–2 · Date-based verification of live financial controls — Paid Diagnostic & Retained
P&L Review — Management Accounts
Are management accounts produced and actually reviewed by the owner — not just filed by the accountant? Ask when they last sat down with the numbers. Monthly is good practice; quarterly is the minimum for a business with any complexity.
— Not Set
Balance Sheet Review
Does the owner understand their balance sheet — not just the P&L? Key questions: what is the current ratio, what is sitting in debtors, what is owed to creditors, and is the business solvent on paper? Many SME owners have never been walked through their balance sheet.
— Not Set
Cash Flow Forecast
Is there a forward-looking cashflow — not just a bank balance check? A 13-week rolling cashflow is the gold standard for SMEs. Ask to see it. If it does not exist, this is almost always a priority finding.
— Not Set
Aged Debtor Review
Is there a live aged debtors report? When was it last reviewed and acted on? Ask for the current debtors days figure — does the owner know it without looking it up? Outstanding invoices over 60 days should have a named action against them.
— Not Set
Overhead & Supplier Contract Review
When were fixed overheads last challenged line by line — utilities, insurance, telecoms, services? Supplier contracts renewed without renegotiation are a common leak. Ask: when did you last formally review your top 10 cost lines?
— Not Set
Annual Budget & Budget vs Actual Tracking
Is there a formal budget set at the start of each financial year? Is it tracked monthly against actuals — or produced once and forgotten? A budget with no variance analysis is not a management tool.
— Not Set
Payroll & Labour Cost Review
Is the total labour cost — including employer NIC, pension, and any agency spend — reviewed as a percentage of revenue? Has the impact of the April 2025 NIC increases been modelled? Many owners know their headcount but not their true employment cost.
— Not Set
Stock & Inventory Review
Is stock valued and reviewed at regular intervals? Is there slow-moving or obsolete stock that has never been written off? Cash tied up in stock that is not turning is one of the most common hidden costs in manufacturing.
— Not Set
Machinery Maintenance & Downtime Log
Is planned preventative maintenance scheduled and recorded? Is unplanned downtime logged with cost and cause? Reactive-only maintenance is almost always more expensive than a planned programme — ask if they know their downtime cost per hour.
— Not Set
Pricing & Margin Review
Are prices reviewed at defined intervals — or only when a customer pushes back? Does the owner know their margin by product or service line, not just overall? Ad-hoc discounting without a process is one of the most consistent profit leaks found on site visits.
— Not Set
Tier 1–2
Tier 1–2 · Date-based verification of live financial controls — Paid Diagnostic & Retained
P&L Review — Management Accounts
Are management accounts produced and actually reviewed by the owner — not just filed by the accountant? Ask when they last sat down with the numbers. Monthly is good practice; quarterly is the minimum for a business with any complexity.
— Not Set
Balance Sheet Review
Does the owner understand their balance sheet — not just the P&L? Key questions: what is the current ratio, what is sitting in debtors, what is owed to creditors, and is the business solvent on paper? Many SME owners have never been walked through their balance sheet.
— Not Set
Cash Flow Forecast
Is there a forward-looking cashflow — not just a bank balance check? A 13-week rolling cashflow is the gold standard for SMEs. Ask to see it. If it does not exist, this is almost always a priority finding.
— Not Set
Aged Debtor Review
Is there a live aged debtors report? When was it last reviewed and acted on? Ask for the current debtors days figure — does the owner know it without looking it up? Outstanding invoices over 60 days should have a named action against them.
— Not Set
Overhead & Supplier Contract Review
When were fixed overheads last challenged line by line — utilities, insurance, telecoms, services? Supplier contracts renewed without renegotiation are a common leak. Ask: when did you last formally review your top 10 cost lines?
— Not Set
Annual Budget & Budget vs Actual Tracking
Is there a formal budget set at the start of each financial year? Is it tracked monthly against actuals — or produced once and forgotten? A budget with no variance analysis is not a management tool.
— Not Set
Payroll & Labour Cost Review
Is the total labour cost — including employer NIC, pension, and any agency spend — reviewed as a percentage of revenue? Has the impact of the April 2025 NIC increases been modelled? Many owners know their headcount but not their true employment cost.
— Not Set
Stock & Inventory Review
Is stock valued and reviewed at regular intervals? Is there slow-moving or obsolete stock that has never been written off? Cash tied up in stock that is not turning is one of the most common hidden costs in manufacturing.
— Not Set
Machinery Maintenance & Downtime Log
Is planned preventative maintenance scheduled and recorded? Is unplanned downtime logged with cost and cause? Reactive-only maintenance is almost always more expensive than a planned programme — ask if they know their downtime cost per hour.
— Not Set
Pricing & Margin Review
Are prices reviewed at defined intervals — or only when a customer pushes back? Does the owner know their margin by product or service line, not just overall? Ad-hoc discounting without a process is one of the most consistent profit leaks found on site visits.
— Not Set
P
People & Structure
"Does your business run without you?"
—
/ 100
There is an org chart — everyone knows who reports to whom
Doesn't need to be formal — but it needs to exist
+ Add note
There is a structured onboarding process for new starters — including a current role description from day one
Not just a show-round and a health and safety video. Ask to see the onboarding checklist or plan. Role descriptions should be accurate and handed over on day one — not weeks later. A good onboarding process reduces early turnover and sets performance expectations from the start.
+ Add note
Performance is reviewed formally at least once a year for all staff
Appraisal records exist?
+ Add note
A succession plan exists for key roles — including the owner
Not just "someone could cover" — is there a documented plan? Who steps up if the owner is ill for 3 months? Are key dependencies identified and being actively reduced? A business that cannot answer this question is a personal asset, not a transferable one.
+ Add note
Staff retention is reasonable — turnover is under control
What is the annual turnover rate? Is the owner aware?
+ Add note
A core HR policy set exists, is current, and has been communicated to all staff
Minimum required: disciplinary, grievance, equal opportunities, and data protection/GDPR. Also covers employment contracts and right to work checks. Not a policy folder no one has read — staff should know it exists and where to find it.
+ Add note
+C
Culture
"What stays when you leave?"
—
/ 100
Staff can articulate what the business stands for — there is a shared sense of purpose
Ask a team member informally — not just the owner
+ Add note
There is low friction between departments / functions
Do people blame each other, or solve problems together?
+ Add note
The owner models the behaviours they expect from staff
Does the leader live the values, or just state them?
+ Add note
Improvement suggestions from staff are welcomed and acted on
Is there a mechanism? Has it been used recently?
+ Add note
Good performance is recognised — people feel valued
Not necessarily financial — recognition takes many forms
+ Add note
There is a regular structured communication to all staff — people are kept informed, not left to guess
Could be a weekly team brief, monthly all-hands, or toolbox talk — but it must be regular and two-way. Ask a team member when they last heard from leadership about how the business is doing. Silence from the top is a culture finding.
+ Add note
When things go wrong, they are dealt with fairly, consistently and without blame culture
Ask how a recent mistake or near-miss was handled. Was it investigated and learned from, or was someone blamed and it was moved on from? A blame culture suppresses reporting, hides problems and drives good people out.
+ Add note