How LondonEnergy strengthened trust and safety through culture measurement and management

LondonEnergy began using the Culture15 platform during a period of significant organisational transformation. The business needed a clearer understanding of its organisational culture, a consistent language for discussing workplace behaviours and better insight into how work was actually being done across the organisation.

Within 12 months of introducing regular culture measurement, LondonEnergy increased survey participation from 46% to 73% and improved trust from 63% to 73%. Across three consecutive surveys, the business also saw a 21% decline in the perceived need for large-scale culture change.

Why did LondonEnergy move beyond traditional engagement scores?

“Rather than simply asking whether people feel engaged, we wanted to understand employee experience through a behavioural lens,” says Vivienne Morris, HR Director at LondonEnergy.

This meant exploring what daily working life was really like for employees. Can people ask questions? Is accountability visible in practice? Do colleagues experience helpfulness and collaboration? Are leaders listening, communicating clearly and creating the conditions for trust?

Culture15 provided the culture measurement platform that LondonEnergy needed to examine these experiences consistently and turn employee feedback into focused action.

How did Culture15 create a shared language for culture management?

“The reason we started working with Culture15 was because we recognised that we were a business with a significant transformation in front of us. We needed to better understand our culture and be able to talk about what we wanted it to be, but we didn’t necessarily have the right tools. Culture15 stepped in and filled that gap by helping us think about culture through the lens of behaviour.” says Edward Brown, Operations Director at LondonEnergy.

In many transformations, culture stays abstract. It shows up in values statements and leadership offsites, but not in day-to-day decisions. By shifting the conversation from vague values to observable behaviours, Culture15 turned culture into something leaders could operationalise.

Culture15 gave LondonEnergy a consistent framework and language for understanding organisational culture across the business. This strengthened alignment across the leadership team and the functions reporting into it. It also made culture transformation easier to discuss in practical, business-focused terms.

Leaders now spend less time aligning on definitions and more time designing interventions. Managers can translate high-level transformation goals into concrete behavioural changes for their teams. Expectations cascade with clarity, confidence and less friction.

What culture measurement metrics did LondonEnergy track over three years?

For three years, LondonEnergy has been using the Culture15 platform to regularly track how its organisational culture is developing. Their data has shown a sustained improvement in trust, alongside stronger sentiment and advocacy.

“What has become apparent to us as a leadership team is the importance of trust,” says Edward. “As our trust scores have consistently improved every six months, that has started to be reflected in the individual behaviours we want to see shifting as well.”

As a result, Culture15 data gave the business a clearer view of where behaviours are strengthening and where further action is needed.

Trust is often treated as a “soft” outcome. In culture analytics, it functions as a leading indicator of performance. Higher perceived trust is associated with stronger collaboration, retention and performance outcomes. By tracking trust over time, LondonEnergy can see whether cultural interventions are moving the needle on a metric that correlates with business results.

What business results did LondonEnergy achieve with Culture15?

The impact of LondonEnergy’s culture work is particularly visible in safety.

Vivienne positively highlights a reduction in safety incidents, alongside a greater willingness among employees to question and challenge decisions. People are increasingly prepared to ask: “Is this safe?” “Is this the right thing for us to do?”

Culture measurement and management do not replace operational safety processes. They help make the behavioural conditions behind safer performance visible. LondonEnergy’s experience shows how treating culture as a managed strategic outcome through Culture15 can support stronger leadership, safer day-to-day decisions and sustained business outcomes.

Regular measurement has enabled the business to identify where leadership behaviours are strengthening and where further attention may be needed. It has also given leaders an ongoing view of how employees experience changes across the organisation.

Ready to observe your culture?

Culture15 is an AI-enabled culture measurement and management platform that turns verbatim speech and text into clear culture metrics. It helps organisations understand organisational culture through observable behaviours, baseline their Culture Gap® and track progress over time.