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It drafts a workable security policy for your organisation in plain English, covering the areas a small or medium UK organisation is actually asked about: acceptable use, passwords and access, devices, data handling, and what staff should do when something looks wrong.
It writes for the people who have to follow the policy rather than for a filing cabinet, which is the difference between a policy that changes behaviour and one that gets signed and forgotten.
Cut it down
The most common failure is length. A policy nobody reads protects nobody. Remove anything that does not describe a behaviour you will actually enforce.
Make each rule checkable
Replace "staff should use strong passwords" with something you can verify, such as which systems enforce multi-factor authentication and who checks.
Name an owner and a review date
An unowned policy goes stale within a year. Put a name and a date on the front page.
Tell people it exists, and why
Circulating a PDF is not communication. The policy only works if staff know the two or three things it asks of them and why those things matter.
It is not legal advice and it does not know your regulatory obligations. It cannot tell you what your sector regulator expects, what your contracts commit you to, or what your insurer requires. If you operate under DORA, NIS2 or the NCSC Cyber Assessment Framework, have a specialist check the result against those requirements.
It is a drafting aid, not legal advice. It produces a sensible structure covering the areas most UK organisations are asked about, but it cannot know your contractual commitments, your sector regulator’s expectations or your insurer’s requirements. Have a qualified person review it before you rely on it.
Shorter than you think. The purpose is to change what people do, and a document nobody finishes reading changes nothing. If it runs beyond a few pages, split the detailed procedures out and keep the policy itself to the behaviours you will actually enforce.
A policy states what must happen and why; a procedure states how. Keeping them separate lets you update the practical steps when a system changes without reopening a document the board has approved.
Only if people follow it. A written policy is evidence of intent and is often what a customer or insurer asks to see, but the survey data is clear that documentation and behaviour are different things. Pair the policy with training and with exercising the decisions it describes.