How EHS is meant to be used

EHS is not something organisations 'run'. It’s something leaders look at.

Once introduced, EHS becomes part of the organisation’s management view, a simple, shared signal that shows how people feel over time. It adds visibility where there was none.

That’s the role of the KPI.

 

Start with the number

The primary output of EHS is the score.

Leaders use the EHS score in the same way they use other core metrics: to understand direction, movement, and potential risk. The absolute number matters less than how it changes over time.

A stable score tells one story. A sustained shift tells another.

EHS provides that signal continuously, rather than waiting for an annual or post-event moment.

Use it to see patterns, not incidents

EHS is designed to reveal patterns.

By viewing the score across teams, roles, sites, or other groups, leaders can see where sentiment differs and where pressure is building relative to the rest of the organisation.

This makes it possible to distinguish between isolated noise and something more structural, without relying on anecdote or assumption.
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Treat it like any other KPI

EHS works when it is treated like a core metric, not a programme.

It isn’t checked only when there’s a problem, and it isn’t monitored obsessively day to day. Like financial or operational metrics, it’s reviewed regularly to understand trend, movement, and emerging risk.

Used this way, EHS helps leaders answer a small number of important questions:

  • Is sentiment stable, improving, or deteriorating?

  • Where is pressure building relative to the rest of the organisation?

  • Is this a short-term fluctuation or a sustained trend?

Those questions are enough.

EHS makes one thing visible: how people feel.

EHS exists to remove the excuse of not knowing how people feel.

When sentiment becomes visible, management behaviour tends to change naturally.

  • pressure becomes visible earlier

  • discussion moves from anecdote to fact

  • surprises reduce

  • avoidable people cost often falls

Not because EHS enforces action, but because what is measured starts to get managed.

Using EHS isn’t about being more emotional or more reactive.

It’s about being earlier and more deliberate.

EHS gives leaders a clearer view of how people feel while there is still time to act, or to consciously decide that nothing needs doing at all.
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Why engagement is the wrong lens
Engagement is a lagging, abstract concept.
Emotion is immediate and actionable.
Leaders don’t need more scores about engagement.

 
They need to know what’s happening inside teams right now.

Why annual surveys arrive too late

Annual and quarterly surveys describe the past. By the time results are shared, people have already disengaged and problems have hardened.

Late insight leads to late action. Late action increases cost and disruption.

EHS captures reality while leaders can still influence outcomes.
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Emotion as a leading indicator

Emotion predicts how people work. It affects focus, energy, collaboration, and decision quality.

When emotion shifts, performance follows. Measuring emotion gives leaders earlier control over results.
What leaders miss today

Without real-time emotional data, leaders miss silent burnout, team-level stress, and localised friction.

These gaps create surprises.

Surprises damage confidence and consistency. EHS closes those gaps.

What Our Customers Say

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John Smith
Director of Marketing
★★★★★
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John Smith
Director of Marketing
★★★★★
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John Smith
Director of Marketing
★★★★★
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John Smith
Director of Marketing
★★★★★

Put the missing KPI to work

Start measuring how your people feel, early enough to manage it properly.

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