NEWCASTLE have produced a 32-page document defining the seemingly indefinable - the Knights' culture - in an attempt to return to the club's core values.

The Sun-Herald has obtained the final draft of Newcastle Knights Culture - Values, Ethics and Conduct, a handbook which every Knights employee will receive and whose rules they must observe when it is officially released this week.

The brainchild of Knights CEO Steve Burraston, the document demands that Knights players, management and staff show "unwavering courage" in their pursuit of the club's new mission statement - long-term financial stability and continuous on-field competitiveness.

"When I was brought on board about a year ago the board was clear they wanted a new culture in the club, they felt we had got away from the culture the Knights had been built upon 20 years before," Burraston said.

"They wanted to reintroduce some of those qualities the club was founded on, so that was one of the charters I had.

"I'd been racking my brain about what culture meant and it eventually became clear it was about the personal values people hold and the type of people we want at the club. Other clubs have a 'no dickheads' policy and this means the same thing."

Many of the Knights' aims are summed up in one paragraph: "Our philosophy is the creation of an organisation that sets the benchmark for Australian sport, provides opportunity for employees and stakeholders, has strong community values, exceptional standards of integrity and long-term sustainability."

It also sums up the club's vision as being "proud, passionate and part of the team" and details the standards expected of employees, from being a team player to respecting the law.

The document is sure to spark much discussion and debate. Since the club's inception in 1988, the buzzword at Newcastle has been "culture". The Newcastle rugby league side has been the heartbeat of the city. The Knights' favourite sons - Paul Harragon, Tony Butterfield and the Johns brothers, Andrew and Matthew - have often spoken of a culture that is unique to the region.

"We know we're not the biggest organisation in Newcastle but we certainly have the most influence," said Burraston, who spent six months working on the project.

"We have an opportunity to lead the community and to do that we most uphold some very good values.

"We do say at one point, 'If you don't like this, you really shouldn't be at our club'. We realise not everyone is going to be 100 per cent perfect, but it gives us something to shoot for.

"We weren't being as professional as we could be in any part of the business [in recent seasons]. I'm not being critical of any of the people before me, but the board felt there was a huge improvement to be had in our administration, coaching and on-field performances.

"We almost got the wooden spoon last year, and a $1.3 million loss."

When Brian Smith took over as coach, some critics claimed he was a poor fit for the club. But Burraston said Smith and club management embodied the desired ethos.

"I really believe in this," Burraston said. "If you get the right people with the right characteristics, the business can really grow and prosper."