Wellbeing is the human side of system reliability. We help organisations in high-risk industries measure it, build it, and sustain it.
Our Approach
Most safety dashboards count what has already gone wrong. They tell you nothing about the conditions that decide whether the next shift goes well. Wellbeing Daily measures those conditions. The methodology applies Human and Organisational Performance principles and aligns to ISO 45003. The work connects directly to incident rates, retention, quality, and production. It is built for environments where the cost of getting it wrong is measured in lives, not engagement scores.
Around 80% of workplace incidents trace to human factors. Fatigue. Cognitive overload. Stress. Disengagement. The standard response treats these as personal weaknesses to be trained away. They are not. Every one of them is a system condition.
When the system depletes the human, the human depletes the system. The cost runs in a predictable chain. Stress leads to fatigue, fatigue to error, error to incident, incident to quality deviation, deviation to production loss. The absorber, almost always, is a person.
Wellbeing Daily measures the conditions that produce that chain, before it runs. Fatigue, cognitive load, recovery time, psychological safety, and role clarity are not feelings. They are leading indicators of system reliability. Measure them, and you can act while intervention is still possible. Wait for the incident, and you are working from the rear-view mirror.
We Measure
Diagnostics that surface system risk before it becomes an incident.
We Educate
Programmes that build the organisation’s capacity to support its people.
We Support
Tools and reporting that hold the gains, including offshore and on rotation.
THE FOUNDATION
Measurement, education, and support are how the work gets done. Strategy is what decides which of them a client needs, in what order, and to what end. Employee wellbeing consulting is the layer that sets the direction. We diagnose what is driving wellbeing in an operation, or undermining it, then design a roadmap tied to the outcomes the business already cares about: incident rate, retention, quality, production, and regulatory exposure. Everything downstream, every diagnostic, programme, and tool, traces back to that plan.
It is not a fixed package. The engagement meets the organisation where it is, across three modes.
Diagnose and design
The starting point for most engagements. We assess the current state, establish a baseline against the Six Drivers, and build a prioritised roadmap aligned to business goals. The output is a plan a CEO can read in twenty minutes and act on, not a report that sits on a shelf.
Embedded advisory
An ongoing strategic partner rather than a one-off project. We work alongside your HSE, Operations, and People leaders through the two to three year horizon that real change requires, adjusting the plan as conditions shift and holding the organisation to the moves that matter.
Board and executive strategy
Psychosocial risk as a board-level concern, not an HR line item. We help executive teams build the risk narrative, meet their obligations under ISO 45003, and answer the question a board member will eventually ask: where is our psychosocial risk register, and who owns it.
WHAT SETS IT APART
The specificity is earned from operational experience, not performed. Recommendations are direct enough to be useful. The methodology is rigorous but stays invisible to the client. There is always a clear point of view, never a menu of options to choose between.
WHO IT’S FOR
Organisations that need more than a diagnostic or a programme. Leaders who want a partner to shape the strategy, not a vendor to deliver a package.
Pillar One
You cannot manage a system you cannot see. Most safety metrics measure the wrong thing.
Across seventeen years of OSHA data and 3.2 trillion worker hours, the Total Recordable Incident Rate shows no correlation with fatality rates. Between 96 and 98% of the variation in a typical TRIR is statistical noise. Texas City, Macondo, and Pike River all happened while recordable rates were trending down. The chart that looks best is often the chart hiding the most.
A low injury count is not evidence of a safe system. It tells you what has not happened yet. Around 13% of workplace injuries are attributable to fatigue alone. Our diagnostics measure the organisational conditions that decide what happens next, scored, structured, and aligned to ISO 45003.
Each instrument is banded against what it actually measures. The Six Drivers use three bands, because a system condition asks one question: whether to act. The Psychosocial Risk Assessment and the Individual Wellbeing Assessment use five, because the distance between struggling and thriving matters. Forcing one scale across all three would flatten the signal.
Two frameworks. One operational picture.
One reads the organisation. One reads the individual. Together, they connect human indicators to operational outcomes.
THE ORGANISATION
The Six Drivers
01 Leadership and Relationships
02 Work Design and Demands
03 Flexibility and Balance
04 Recognition and Growth
05 Purpose and Meaning
06 Culture and Safety
THE INDIVIDUAL
Seven dimensions of wellbeing
Sleep · Physical · Mental · Work · Self-care · Social · Life Joy
Together, the two assessments show where the system is depleting people before depletion becomes an incident.
Six Drivers Diagnostic
A Diagnostic, Not a Survey
The Six Drivers are the system conditions that produce capacity or deplete it: Leadership and Relationships, Work Design and Demands, Flexibility and Balance, Recognition and Growth, Purpose and Meaning, and Culture and Safety. They map directly to the psychosocial hazards listed in ISO 45003.
An engagement survey asks how people feel and produces a percentile rank owned by HR. The Six Drivers Diagnostic asks how the system is designed and produces a maturity band per driver, owned by operations, with HR and EHS as partners. One drives a communications plan. The other drives a change in how work is structured. They sit at different levels of the hierarchy of controls, and they produce different results.
Each driver is scored zero to one hundred and placed in one of three bands: At Risk (below 50), Monitor (50 to 74), or Strong (75 to 100). Three bands, because a system condition asks one question: whether to act. The output is a written report with a maturity map, the specific conditions behind each score, and a prioritised twelve-month roadmap.
A low score for an operation you know well is not a judgment. It is a starting point. The operations that improve fastest are the ones honest enough to start low.
AT RISK
Below 50
MONITOR
50–74
STRONG
75–100
WHAT YOU GET
Scored assessment across all six drivers. Three-band rating per driver. Written report with findings and the operational conditions behind them. Prioritised twelve-month roadmap. A baseline for tracking change.
WHO IT’S FOR
HSE Directors, Operations Leaders, and senior HR partners who need to understand why their wellbeing and safety outcomes are what they are, and where to act first.
Want a sense of where one of your operations sits before talking to us? The Six Drivers Mini Assessment takes ten minutes. Pick the operation you most want to fix, answer honestly, and get a score and a short narrative per driver. No login.
THE EVIDENCE
A low injury rate is not a safe system
Recordable rates tell you what has not happened yet, not whether your barriers are holding. The chart that looks best is often the chart hiding the most.
17 years
of OSHA data and 3.2 trillion worker hours analysed
No link
between total recordable incident rates and fatality rates
96–98%
of the variation in a typical TRIR is statistical noise
INDIVIDUAL WELLBEING ASSESSMENT
The Human Side of the Dashboard
The Individual Wellbeing Assessment is a confidential fifteen to twenty minute self-assessment scoring each employee across seven dimensions: Sleep, Physical, Mental, Work, Self-care, Social, and Life Joy. Every participant receives an immediate personalised report with practical strategies. Aggregate anonymous data rolls up to a dashboard configurable by team, location, rank, and department.
For the individual, it is useful on its own terms. For the organisation, it is early warning. Fatigue index by roster. Cognitive load on critical tasks. Recovery time against roster cycle. These are leading indicators of where the system is depleting people, visible before the depletion turns into an incident.
CRITICAL
0–19
CONCERNING
20–39
SURVIVING
40–59
MANAGING
60–79
THRIVING
80–100
WHAT YOU GET
Personalised reports for every participant. Anonymous aggregate dashboard, configurable by team, role, location, or department. Trend tracking over time. Early signals on fatigue, stress, and burnout risk.
WHO IT’S FOR
Organisations that want visibility into workforce wellbeing and the evidence to direct effort where it changes outcomes.
PSYCHOSOCIAL RISK ASSESSMENT
The Psychosocial Risk Assessment is a clause-by-clause review against ISO 45003, producing a psychosocial risk register and a hazard-to-control matrix structured for audit, tender, and board reporting. Six domains are scored against Clauses 5 to 10, each placed on a five-stage maturity ladder from Critical to Proactive.
It is built for the moment a board member asks where the organisation’s psychosocial risk register is. The output sits alongside the safety management system, not beneath it, and gives organisations pursuing certification or audit readiness a structured evidence base for risk identification, control, monitoring, and review.
CRITICAL
0–19
INACTIVE
20–39
REACTIVE
40–59
ACTIVE
60–79
PROACTIVE
80–100
WHAT YOU GET
Clause-by-clause review against ISO 45003. Psychosocial risk register. Hazard-to-control matrix. Five-stage maturity rating per domain. Outputs structured for audit, tender, and board reporting.
WHO IT’S FOR
Organisations in regulated industries, those pursuing ISO 45003 alignment, and safety leaders who need a defensible evidence base for psychosocial risk.
CAPACITY INDEX
Capacity is the ability of a system to absorb variability and recover from failure. The Capacity Index measures it directly, instead of inferring system health from the absence of recorded injuries.
The framework draws on the six elements of organisational capacity from Dekker and Tooma (2022): the ability to Know, to Understand work as it is actually done, to Resource the work properly, to Monitor for early deviation, to Comply through evidence rather than paperwork, and to Verify that operational learning is happening. The Six Drivers diagnostic provides the human sub-index within this structure.
At the centre of the Index is a measure most dashboards never capture: the gap between actual severity and potential severity. Actual Severity Rate records what did happen. Potential Severity Rate records what could have happened. When the two are close, your barriers are doing the work. When potential severity climbs while actual severity stays flat, the system is hiding a deterioration. TRIR will not show it. The Index will, often weeks before an incident makes it obvious.
SEVERITY GAP
ACTUAL SEVERITY ───────────
POTENTIAL SEVERITY ────╱────╱──
Divergence signals barrier deterioration before the incident.
WHAT YOU GET
Composite Capacity Index score. Assessment across the six elements of organisational capacity. Actual and potential severity tracking with barrier-health analysis. Integration with Six Drivers data. A board-level performance narrative that does not depend on injury counts.
WHO IT’S FOR
Senior leaders, HSE directors, and operations executives who want a rigorous alternative to lagging safety metrics.
PILLAR TWO
Not resilience training. The capacity to recognise system stress and respond to it before it costs you.
Most safety training targets the individual while the system stays the same. It asks people to be more careful, more resilient, more switched on, inside conditions that guarantee the opposite. That is why it fails.
ISO 45003 places the redesign of work at the top of the hierarchy of controls. Training and communication sit below it. Our programmes respect that order. They build genuine understanding of how fatigue, cognitive load, and stress shape behaviour, and they equip leaders to change the conditions, not just the briefings. The diagnostic work addresses the system in parallel. Education without redesign is a campaign. We do not sell campaigns.
THE BALANCED PROGRAMME
BALANCED is the flagship programme. Eight modules cover the seven dimensions of wellbeing, Sleep, Physical, Mental, Work, Self-care, Social, and Life Joy, plus the practice of building habits that survive operational reality.
It is designed for the conditions your people actually work in. Rotational rosters. Night shifts. Offshore deployments. Sessions fit the roster cycle rather than fighting it.
DELIVERY
In person on site · Live online · Self-paced platform · SCORM licensing · Facilitator licensing
WHAT IT PRODUCES
People who understand the science behind their own performance, and leaders who understand the conditions that determine it.
STANDALONE WORKSHOPS
Each workshop covers one dimension of wellbeing in depth. They run independently or sequence across a roster cycle, in person or online. Unlike generic corporate wellbeing workshops, each one connects to a specific driver of operational risk.
01 Sleep Hacking 101
The science of sleep quality and how to protect it for shift workers and rotational crews.
02 The Neuroscience of Stress
How stress operates in the brain, why standard advice backfires, and what holds up under pressure.
03 Work/Life Harmony
Practical recovery in demanding work. Recovery time is a system variable, not a personal indulgence.
04 Self-Care at Work
Time-efficient practices that fit a real workday. No yoga mats, no fruit bowls.
05 Healthy Habits That Stick
The science of building routines that survive travel, shift work, and pressure.
06 Conscious Communication
Clearer communication to reduce conflict and improve handover quality in crew environments.
07 Optimal Productivity
Sustaining focus and performance without burning through cognitive reserves.
08 Refinding Joy
Reconnecting work to an outcome that matters where purpose erodes under chronic pressure.
Sector-adapted programmes
BALANCED becomes sector-specific for Maritime, Mining, and Oil & Gas, reflecting watch-keeping, FIFO rosters, and offshore rotation.
Licensing and train-the-trainer
Take the content in house. Your own personnel trained and qualified to deliver it, or a licence for another consulting organisation. Available via LMS, SCORM file, or a certified partner network.
HUMAN AND ORGANISATIONAL PERFORMANCE
Human and Organisational Performance is the operational counterpart to BALANCED. Where BALANCED builds the seven dimensions of individual wellbeing, HOP builds the leadership and system capability that determines whether people can work safely at all.
Wellbeing Daily is a proud partner of Fisher Improvement Technologies, licensed to deliver FIT’s Human and Organisational Performance content. Ian Collins delivers it as a certified FIT consultant, under the Wellbeing Daily brand. That means the programme is not a secondhand interpretation of HOP. It is the established FIT curriculum, delivered by a licensed partner and grounded in real operational experience.
Leadership and Relationships is the first of the Six Drivers, and the most influential. How a leader reacts to a mistake determines whether the next mistake is surfaced or buried. Punitive responses suppress reporting and learning. They do not change the system that produced the error. HOP gives leaders the tools to change the conditions, not just the briefings.
Proud partner of Fisher Improvement Technologies. Licensed to deliver FIT’s Human and Organisational Performance programme.
FOUR MODULES
01 Leader engagement and deployment
02 Human performance and error reduction
03 Learning teams and incident analysis
04 Procedure and process excellence
WHO IT’S FOR
Frontline supervisors, operational leaders, and senior teams in safety-critical environments.
PILLAR THREE
Lasting change happens between sessions, not during them. We embed the work, support the people, and keep the signal live.
A single diagnostic is a snapshot. Capacity is built and lost over time, which means the work is continuous, not a project with an end date. We embed HOP into the systems you already run, put daily support in people’s hands including offshore, coach the leaders who set the conditions, and track the trend so you can see whether it is holding.
INTEGRATION
Knowledge fades. Habits do not form without reinforcement, and a workshop on its own leaves the system untouched. We embed HOP into the systems that already exist: learning teams working live operational problems, incident analysis redesigned around conditions rather than blame, critical step identification on high-consequence tasks, and field coaching for leaders. This is where education becomes a change in how work is done, not a change in what people were told.
DIGITAL TOOLS
Daily Support, Built Offline-First
Daily habits, learning, and self-assessment live in the Wellbeing Daily app. Offline-first for vessels and remote sites where connectivity is limited and operational risk is highest.
ALWAYS ON
Personalised Guidance, Around the Clock
AI wellbeing coaching gives each person guidance between sessions, at any hour and tuned to their wellbeing data—especially when scheduled training cannot reach them.
PEOPLE
Coaching for the People Who Set the Conditions
One-to-one coaching for safety-critical leaders, plus on-site team coaching for operational leaders. This is where the capability behind the Six Drivers is built and held.
CONTINUITY
A Score Is Only Useful as a Trend
Secure dashboards sit alongside safety and HR reporting, with structured review, re-diagnosis at twelve and twenty-four months, and consulting access as conditions change.
THE SYSTEM
A good operations dashboard carries three classes of indicator, reviewed at the same cadence as production. Most organisations track only the third column. That is operating on the rear-view mirror. The two leading columns are where intervention is still possible, and that is where our work sits.
Leading · system
Six Drivers maturity per site. Critical control verification. Procedure currency.
Leading · human
Fatigue index by roster. Cognitive load on critical tasks. Psychological safety. Recovery time.
Lagging · outcome
Actual and potential severity. Serious injury and fatality rate. Quality and rework.
01 Diagnose
Strategic consulting and a diagnostic—Six Drivers or Psychosocial Risk Assessment—to set the baseline and the plan.
02 Build
BALANCED, workshops, or the HOP leadership programme to change the conditions behind the lowest-scoring drivers.
03 Sustain
Reporting dashboards and ongoing review to track the trend and hold the gains.
TIMELINE
Diagnostic and initial action plan: four to six weeks. Full BALANCED rollout: six to twelve months. Sustained shift in the Six Drivers: a two to three year horizon with quarterly reviews.
INDUSTRIES
The methodology applies wherever people work. The deepest expertise sits where the consequences of human error are most severe, and where shift patterns, rotational crews, and remote operations make psychosocial risk hardest to see.
Oil and Gas
Maritime and Offshore
Mining and Resources
Construction
Renewable Energy
Manufacturing and Utilities
If your people work in conditions where fatigue, stress, and cognitive load carry operational consequences, the work applies.
TRUSTED BY
FREQUENTLY ASKED QUESTIONS
Quick answers on the work, the methodology, and what to expect.
What makes Wellbeing Daily different from a standard wellness provider?
The methodology applies Human and Organisational Performance principles and aligns to ISO 45003. The system is held accountable, not the worker. Every intervention connects to a measurable operational outcome: incident rate, retention, unplanned absence, quality, or production loss. There are no posters, no fruit bowls, and no resilience workshops sold as a fix for system failure.
Why does Wellbeing Daily argue against TRIR?
Across seventeen years of OSHA data, the Total Recordable Incident Rate shows no correlation with fatality rates, and most of the variation in a typical rate is statistical noise. A low recordable count tells you what has not happened yet, not whether the system is safe. We measure the conditions that produce outcomes, not just the outcomes themselves.
Do you offer strategic consulting, or only diagnostics and programmes?
Strategic consulting is the foundation of the work, not an add-on. Most engagements begin there. We diagnose what is driving wellbeing in an operation and design a roadmap tied to business outcomes, then the diagnostics, programmes, and tools deliver against that plan. The consulting runs across three modes: diagnose and design, embedded advisory over the two to three year horizon that real change requires, and board-level psychosocial risk strategy.
What is the Capacity Index?
A composite measure of an organisation’s ability to absorb variability and recover from failure. It draws on the six elements of organisational capacity from Dekker and Tooma, uses the Six Drivers as the human sub-index, and tracks the gap between actual and potential severity as a measure of barrier health. It is designed for leaders who need a forward-looking alternative to lagging safety metrics.
What is the Six Drivers framework?
The six system conditions that produce or deplete capacity: Leadership and Relationships, Work Design and Demands, Flexibility and Balance, Recognition and Growth, Purpose and Meaning, and Culture and Safety. They map to the psychosocial hazards in ISO 45003. The Six Drivers Diagnostic scores each one, places it in a band, and produces a prioritised action plan.
Why do the assessments use different band scales?
Each instrument is banded against what it actually measures. The Six Drivers use three bands, because a system condition asks one question: whether to act. The Individual Wellbeing Assessment and the Psychosocial Risk Assessment use five, because the distance between struggling and thriving, or between reactive and proactive, carries real information. Forcing a single scale across all three would flatten the signal.
Is the Human and Organisational Performance programme delivered by Wellbeing Daily?
Yes, under the Wellbeing Daily brand and as a certified partner of Fisher Improvement Technologies. The programme covers leader engagement and deployment, human performance and error reduction, learning teams and incident analysis, and procedure and process excellence.
Which industries does Wellbeing Daily work with?
The work applies across all industries. The deepest specialism is in safety-critical and high-risk operational environments: oil and gas, mining, construction, marine, renewable energy, manufacturing, and utilities. That focus shapes how the diagnostics and BALANCED handle shift patterns, rotational crews, and remote workforces.
What diagnostic tools does Wellbeing Daily use?
Three diagnostics work as a system. The Individual Wellbeing Assessment scores each employee across seven dimensions on a five-band scale, with anonymous aggregate dashboards. The Six Drivers Organisational Diagnostic assesses the system conditions producing wellbeing outcomes across three bands. The Psychosocial Risk Assessment is a clause-by-clause review against ISO 45003, producing a risk register and hazard-to-control matrix. Each can stand alone or layer with the others.
What is the BALANCED programme?
The flagship workshop programme. Eight modules cover the seven dimensions of wellbeing plus sustainable habit formation. Sessions fit shift patterns and crew rotations, delivered in person, online, self-paced through the Wellbeing Daily LMS, or licensed as SCORM for an organisation’s own platform.
How do we get started?
Most engagements begin with a scoping call followed by one of the diagnostics. The diagnostic produces a maturity map and prioritised action plan within four to six weeks. From there, BALANCED, workshops, the HOP leadership programme, or targeted system interventions are sequenced by risk and operational readiness. Contact us through the website form or email hello@wellbeingdaily.com.
How long does a typical engagement run?
A diagnostic and initial action plan: four to six weeks. A full BALANCED rollout: six to twelve months, depending on site count and crew size. Sustained shift in the Six Drivers usually requires a two to three year horizon, supported by quarterly reviews and reassessment at twelve and twenty-four months.
Does the work comply with ISO 45003?
The diagnostic tools, the Six Drivers framework, and BALANCED map directly to ISO 45003. Organisations pursuing certification or audit readiness can use the outputs as evidence of psychosocial risk identification, control, monitoring, and review. ISO 45003 is a guidance document, not a certifiable standard in its own right.
Who inside an organisation typically owns this work?
HSE leads, Operations Directors, and senior HR partners. The work sits alongside safety management, not below it. Joint ownership across HSE, Operations, and HR delivers the strongest results, particularly on sites with rotational or remote crews where competing reporting lines dilute single-function programmes.
What outcomes can we expect?
Outcomes are measured against operational metrics, not engagement scores. Clients track incident frequency, near-miss reporting, unplanned absence, voluntary attrition in safety-critical roles, and rework or quality variance. Psychosocial risk maturity improvements typically appear within twelve months. Operational metrics shift over the following twelve to twenty-four months as the system changes hold.
PRICING
Pricing depends on what an organisation needs, but the model is straightforward and we are happy to talk numbers early.
The assessments are productised, so they carry indicative pricing. The Individual Wellbeing Assessment is priced per participant, with volume rates for larger workforces. The Six Drivers Organisational Diagnostic and the Psychosocial Risk Assessment are priced per engagement, scaled to the number of sites and the depth of review. Workshops and the BALANCED programme are priced per session or per cohort, with licensing and train-the-trainer options for organisations that want to deliver in house.
Strategic consulting, embedded advisory, and the HOP leadership programme are scoped to the operation. The cost of a two to three year change programme across a fleet is a different conversation from a single-site diagnostic, and we would rather understand what you are dealing with than quote a number that means nothing. A scoping call gives you an indicative figure quickly.
We do not discount to win work, and we do not compete on price. The premium sits in the rigour, the standards alignment, and the fact that every engagement connects to an operational outcome you can measure. If a cheaper option is what you need, we are probably not the right partner.
Most engagements begin with a scoping call. You leave it with a clear sense of scope and cost.
Every organisation chooses, every day, which system it is running. One reacts, complies, and survives. The other anticipates, adapts, and absorbs surprise without breaking. The difference is capacity, and capacity can be measured. Most engagements begin with a single conversation.