Building control has never been a box-ticking exercise — and in today’s regulatory environment, it matters more than ever that it isn’t treated as one.
At Salus, we exist because we believe building control should be carried out by trusted professionals, exercising sound judgement, supported by the right systems and the right people. Not driven by volume, targets, or speed for the sake of it.
As our Director, Andrew Wignall, puts it:
“We never set out to be the biggest. We set out to be really, really good at what we do — with the best people, the right facilities, and the confidence to say no to the wrong work.”
That belief underpins how we work with clients, how we support our teams, and how we think about the long-term future of the profession.
Best, not biggest
Salus was founded on a simple but deliberate principle: we wanted to be the best, not necessarily the biggest.
That means being choosy about the work we take on. It means recognising that clients aren’t just numbers, and projects aren’t just fees. It also means having the confidence to walk away from work that doesn’t align with how we believe building control should be delivered.
Unlike local authorities, which must take on all work that comes through the door, private practice gives us the freedom to choose. We use that freedom carefully — not to chase growth at any cost, but to focus on work where we can genuinely add value.
“We’re not stacking it high and selling it cheap. We’re not just ticking boxes. We’re providing a professional audit service that people can have confidence in.”
That distinction matters more now than ever.
Trusting professionals in practice
Trust is a word that gets used a lot — but at Salus, it has very real, practical meaning.
Trust works both ways. From our side, it means employing people who are competent, curious, and aligned with our ethos. From the professional’s side, it means trusting that when we offer guidance or challenge a design decision, it’s grounded in knowledge, experience, and integrity.
Crucially, autonomy doesn’t mean isolation.
We give our Inspectors the freedom to exercise judgement, but they are never left on their own. Open communication is fundamental to how we work. Anyone can ask anyone else a question — without fear of being belittled or judged.
“Our role isn’t a memory test. It’s knowing where the answers are, and knowing how to apply the guidance properly.”
That mindset encourages better decisions, continuous learning, and safer outcomes. It also recognises an important truth: no one has all the answers, and good building control relies on collaboration as much as competence.
Autonomy with accountability — not micromanagement
Balancing autonomy with accountability is one of the biggest challenges in any regulated profession. At Salus, we start with the right foundations.
We employ people who understand the regulations, the guidance, and our company ethos. We have clear procedures in place, but we also recognise that not every project — or every client — is the same.
Some clients require rigid timelines and strict communication structures. Others need persuasion, reassurance, and a different approach altogether. Our people are trusted to adapt their style while still achieving the correct legal outcome.
Accountability doesn’t come from micromanagement. It comes from clarity, support, and shared responsibility.
Sustainable workload isn’t theory
“Sustainable workload” is often talked about in theory. At Salus, it’s built into how the business operates day to day.
Inspectors are supported by strong administration and technical teams who handle invoicing, coordination, and the many tasks that can otherwise overwhelm fee earners. This isn’t incidental — it’s essential.
“If Inspectors had to do their own admin, invoicing and analysis, they wouldn’t be able to do the surveying job properly.”
We’re also deliberate about avoiding scope creep and the race to the bottom on fees. Our work is priced properly, and expectations are set clearly. That protects both our people and the quality of service our clients receive.
Sustainability isn’t about doing less — it’s about doing the right work, in the right way.
Employee ownership and long-term thinking
Our move to employee ownership wasn’t symbolic. It was about protecting the future of Salus.
“Employee ownership protects who we are. It means we can’t be taken over, diluted, or driven by short-term decisions.”
Becoming employee-owned ensures independence and long-term stability. It means decisions are made with the whole business in mind — not just immediate returns. Directors are accountable not only to the board, but to the trust that represents the people who make Salus what it is.
In an industry facing uncertainty, skills shortages, and regulatory change, that stability matters.
What this means for surveyors considering Salus
For experienced Inspectors, working at Salus means being trusted to do the job properly — and being supported to do it well.
It means variety of work across England and Wales, the opportunity to specialise in areas that genuinely interest you, and the ability to build long-term relationships with clients who value what you bring.
It also means stability, respect, and a culture where asking questions is encouraged — not discouraged.
“People stay because they’re trusted to do their job properly, and supported to do it well.”
That’s not an accident. It’s a deliberate choice — and one we intend to protect for the long term.