Our values

You’ll find our Healthy Linney Values listed in every room of every Linney building. They’re the principles we’ve built our business on, reflecting our aspirations for our customers, our people and our community. Discover the foundations that we think make Linney different.

Healthy Linney Values

This statement illustrates our values. These values are those we apply to our life as a
business. They reflect our aspirations for our customers, ourselves and our community.

  1. We must do everything reasonably possible to ensure that whenever an internal or
    external customer is dealing with any of us, it is a real pleasure. We want to provide
    legendary customer service.
  2. We must strive for, and achieve, constant improvement in everything about our work,
    questioning how we do things, why we do things and where we do things.
  3. We want to be a responsible and contributing member of our community.
  4. We want to ensure that we all share in setting the targets to which we aspire;
    we must do this by knowing what we are doing and where we are going.
  5. We must remember and demonstrate Linney Group’s six key words –
    helpfulness, honesty, friendliness, co-operation, security and prosperity.
  6. We must never let a customer down.
  7. We must never let a colleague down
  8. We must never forget point one, i.e. that we must do everything reasonably
    possible to ensure that dealing with any of us is a real pleasure. We want to
    provide a legendary customer service.
  9. We must always seek more cost-effective quality.
  10. We must remember that if we don’t improve things on an ongoing basis we risk
    the prosperity and the security of ourselves and our working colleagues.

Healthy Linney Person

A Healthy Linney person will help us be a world-class business. Not being world-class means you come to work, do the job, don’t break rules and then go home.

In this ever-changing world this will not take your career or your earnings anywhere. Being part of a world-class company means you helping us achieve our world-class status. This involves a different mindset and you should:

  1. Share ownership of continuously improving the efficiency in your own work area.
  2. Ensure your team has meaningful KPIs and aspirations and that you understand them.
  3. Understand the main costs in your work area. You must help to eliminate waste where you work. Waste of time (inefficiency), waste of materials (rework) and waste of people (poor manpower usage) are all killers and must be continuously challenged.
  4. Attend and participate fully in team meetings. Use them to continuously improve workplace performance.
  5. Challenge, in a constructive way, any inefficiency that you observe. No matter what anyone says, inefficiency kills businesses and careers — (That is your earnings and your future).
  6. Be aware that things cannot stay the same because the world is changing – change is inevitable. Be comfortable with change. Don’t be negative about change, we are changing to survive. Help introduce change, it is the only way to safeguard our security and our prosperity.
  7. Use your appraisal to develop yourself. Make it count and make sure it happens on time. Don’t ignore the benefits of the appraisal system.
  8. Understand that you are responsible for exceeding your customers’ expectations whatever you are working on.
  9. Understand that poor performance by you does not just affect you. It jeopardises the security and prosperity of everyone in the Group. Make sure you are pulling your weight.
  10. Never be political, involved in issues of race, colour, creed, size and you should never let a colleague or a customer down.
  11. Be brave, there will always be others trying to stop you – keep pushing, get to the top.

Healthy Linney Manager

If you are responsible for organising other people’s time, processes or assets
(including customers and suppliers) then by definition you are a Manager.

If you don’t do that, you are still responsible for managing your own time
and use of Company assets as efficiently as possible.

Managers must:

  1. Be outstanding at their job and inspire a world-class workforce that is versatile, innovative,
    quality driven, cost-effective and accountable
  2. Understand the Healthy Linney Person, Healthy Linney Manager, Healthy Linney Company,
    Healthy Linney Values and Federal Structure.
  3. Be admired by our people but must not seek that admiration by caving in with policies of
    appeasement. It must be achieved because they are admirable.
  4. Be decisive and fast movers, they must be able to change things fast and get a total
    Company result.
  5. Add value to the people they manage and support, they have a duty to improve our people.
  6. Train our people to be outstanding at their jobs, they must help them become very clever
    at innovating and managing to satisfactory outcomes.
  7. Train our people to be able to analyse their own performance and to satisfactorily
    interpret it using KPIs and aspirations, where appropriate.
  8. Must bring on our people, enabling them to suggest improvements, implement these
    improvements and prove that what they plan did or did not happen. Continuous
    improvement is vital and needs to be constant.
  9. Must accept their, and their work area’s role, in the creation of profit and cash flow
  10. Never be political and never let a colleague or customer down.

Healthy Linney Company

This statement illustrates what we take into account to decide whether a company is healthy or not. You can see only three out of the ten are direct financial measures.

The remainder are about our people and what they are achieving.

  1. Right proportional relationship between sales and costs.
  2. Right return on capital in the business.
  3. Right efforts and results in generating enough cash to protect and develop the business.
  4. Right people attitudes prevailing throughout to constantly improve the business, especially with regard to quality, waste reduction, education, training, knowledge of best practice, teamwork* and workplace knowledge†.
  5. Right implementation rate of constantly improved processes, systems and techniques, especially with regard to quality, waste reduction, education, training, knowledge of best practice, teamwork* and workplace knowledge†.
  6. Right position of products and company in the market.
  7. Right appreciation of short and mid-term plant/equipment requirements.
  8. Right image of the company in the market especially with regard to customer service.
  9. Right level of proficiency on standard housekeeping requirements.
  10. Right levels of staff turnover to ensure the continuity, development and prosperity of the business.

*Teamwork is defined as groups of staff meeting regularly, reviewing workplace knowledge, interpreting and acting on it. Teams should also be experimenting to continually improve quality, performance and their own knowledge.

†Workplace knowledge is defined as knowledge of performance data relevant to an individual’s work area. There is no future in our people not understanding and interpreting work area performance data. If our people don’t know where they are, they cannot improve. They must be trained to record, understand and interpret data.