Evolving a Quality Culture – combining established practices with new perspectives

In a regulated environment, quality is often described in terms of systems, procedures, and compliance. At a contract testing facilityoperating within a GMP framework, those elements are fundamental. However, robust quality systems alone do not define a strong organisation. It is the culture behind those systems; the shared values, behaviours, and mindset of the people who operate them, that ultimately determines how effectively quality is delivered.

Here at Broughton, we are actively and rapidly growing our teams in order to meet our clients’ needs whilst continuing to maintain the required levels of compliance. During such a period of growth, I have often considered how companies such as Broughton recruit and identify individuals to join their teams. Yes, we recruit for technical skills, often taking candidates through technical and quality tests to confirm their understanding and knowledge in theareas relevant to the specific role.

As our organisation grows, however, welcoming new teammembers is not simply a matter of filling roles or expanding capacity. Each new hire represents an opportunity to reinforce our quality culture whilst also enriching it with fresh experience and new perspectives. For me, a key question here is how to utilise new team member experiences without losing a sense of company identity?

Maintaining a clear sense of company identity during this growth phase is a deliberate and ongoing effort, and one that sits firmly within the remit of our Quality Management System.

From a quality perspective, recruitment is the first stage of integration into the QMS. Technical competence and regulatory knowledge are essential, but they are only part of the picture. Equally important is an individual’s approach to quality: their attitude to data integrity, their willingness to speak up, and their understanding of personal responsibility within a regulated environment.

By setting expectations early, through recruitment conversations, onboarding, and training, we communicate that quality is not owned by the Quality department alone, but by every individual. This helps ensure that new team members understand not just what we do, but how and why we do it.

A well-designed QMS provides the framework that anchors thecompany identity. Standardised processes, clear roles and responsibilities, and controlled documentation ensure consistency in how work is performed, regardless of who performs it. This consistency is critical in a contract testing environment, where reliability, traceability, and regulatory confidence are non-negotiable.

At the same time, consistency does not mean rigidity. Our systems are designed to support good judgement, not replace it. New team members are encouraged to understand the intent behind procedures, to ask questions, and to engage with the rationale for controls. This approach helps maintain alignment with our established quality principles while avoiding a “checklist” mentality.

An effective quality culture is not static. New team members bring experience from other organisations, sectors, and regulatory environments, often highlighting alternative approaches or identifying opportunities for improvement. When channelled appropriately, these insights can strengthen the QMS and reinforce a culture of continuous improvement without making the QMS a copy of that from where the new member was previously employed. What works in one environment may not translate as well to another.

Creating space for constructive challenge, through deviation investigations, CAPA discussions, internal audits, and management reviews, allows new perspectives to be heard without compromising compliance. In this way, the QMS becomes not only a control mechanism but a tool for learning and evolution.

We encourage our new team members to question why a processis performed in a given way. We do this as an outside perspective can often shedlight on new and alternative ways of approaching a challenge that existing members may have become blind to. Existing processes may work adequately; however, the efficiency or inefficiency of a process can easily be overlooked once that process is well established. Allowing new members of the team to lookat these processes should not be something that a company should be wary of. Instead, it should be embraced as it allows for those inefficiencies and potential failure points to be highlighted and addressed before they become a problem.

Key though, is the mechanism by which new team members can highlight and discuss these ideas. Changing for the sake of changing is not necessarily what is needed. “At my old work, we used to do it like this” can have a place if it is building upon an existing procedure and allowing it to operate to its fullest. However, a company’s established culture can be diluted if there is free rein to make changes without reason.

At Broughton, we have effectively banned the phrase “We’ve always done it that way”. If a new member of the team asks why we do something in a particular way, and a reason cannot be provided, that process should automatically be up for further consideration.

Ultimately, a strong quality culture is one that respects what has been built, while remaining open to challenge and improvement. “We’ve always done it that way” may feel comfortable, but comfort alone is not a justification in a regulated environment. Processes should exist because they are understood, proven to be effective, and fit for their intended purpose, not simply because they are familiar.

During my time at Broughton, I have implemented and overseen the development of many of our systems. I take great pride in the fact that these systems provide a robust foundation for continuous improvement. They are not designed to be protected from challenge; rather, I actively welcome discussion and scrutiny, as this is how systems remain relevant and effective.

Our Quality Management System provides the structure that preserves who we are, whilst also enabling thoughtful, controlled change. By encouraging new team members to ask questions and by ensuring there are robust mechanisms to assess and implement improvement, we strengthen our identity rather than dilute it.

Quality culture is not defined by how long a process hasexisted, but by how well it continues to serve its purpose. By combining established ways of working with fresh perspectives, we ensure that our systems remain compliant, efficient, and fit for the future - supporting our teams, our clients, and ultimately the patients and consumers who rely on the integrity of our work.

Discover how a strong quality culture supports compliant growth. Get in touch with our team to learn how Broughton can support your regulatory and testing needs.