Your most valuable assets are your people. Every evening, they walk out the door.

Gallup's meta-analysis of 183,806 teams compares the most engaged quarter of teams with the least engaged. The most engaged are 23% more profitable, sell 18% more and keep 10% more customers loyal, with 78% less absenteeism and 51% less turnover in low-turnover organisations. To turn that into your own ROI, put a cautious number on two things you can already measure, turnover and absence, and compare it with the yearly cost of what you invest. Our turnover cost calculator, linked above, does the turnover part.

Gallup estimates that low engagement cost the world economy about $10 trillion in lost productivity in 2025, around 9% of global GDP. Inside one company, the cost shows up in places finance already tracks: replacing a leaver costs half to twice their yearly salary, absent days need cover, and errors, safety incidents and lost customers all carry a price. Our turnover cost calculator, linked above, shows what your leavers cost.

The studies show a strong and repeated link, not a laboratory proof. Gallup has repeated its analysis 11 times, across 53 industries and 90 countries, and the gap between the most and least engaged teams appears every time. Engagement is one of several drivers of profit; the honest reading is that a company with more engaged teams has much better odds, not a guaranteed result.

Only 12% of employees in Europe are engaged, against 20% worldwide, according to Gallup's State of the Global Workplace 2026. Globally, 20% are engaged, 64% are not engaged and 16% are actively disengaged. Levels vary widely by country, from single digits to above 30%; the ranking above shows all 37 European countries.

Not engaged employees do what is asked and little more: they give their time, but not their energy. Actively disengaged employees are unhappy and show it; they slow others down, side with complaints and resist change. Both cost money, but the actively disengaged cost more because they also drag down the people around them.

Four numbers, by team, every quarter: staff turnover, sick days, revenue per employee and customer churn. Add a two-minute engagement pulse survey next to them. If engagement goes up and those numbers improve, you have the proof in your own data.

Ask a small set of consistent questions about what people need to do good work, such as clear expectations, recognition, someone who cares and a chance to grow, and repeat them at least twice a year. Report results by team, not just company-wide, because engagement is local to each manager. Combine survey results with behaviour you can see, such as how often people use recognition, read company news or take up training.

Start with what is already counted: the cost of last year's leavers, absence days and hiring. Use the low end of every range, so the case survives challenge. Show the investment next to one or two measurable targets, for example a lower turnover rate, and agree how you will check progress each quarter. A CFO trusts a small, conservative number that is tracked more than a large estimate that is not.

An app cannot replace good managers, and Gallup finds that manager engagement itself fell to 22% globally in 2025. What an app can do is make the basics happen every week, for every employee, including those without a desk: recognition, company news, flexible benefits and training in one place. It also gives managers and HR visible data on what is used.

MELP fits best in organisations with at least one HR manager, and the value usually starts around 100 employees. Some clients with 30 to 50 people use it too, typically when staff are spread across several locations or when recognition is the main goal. Larger clients run it across thousands of employees.

Pricing is based on a quote, because it depends mainly on the number of employees and on which parts of MELP you use, such as recognition, communication, benefits or training. Book a demo and you get a price for your own company and set-up.

All figures come from published research, not from MELP: Gallup Q12 Meta-Analysis, 11th edition (2024) for the effects on profit, sales and costs; Gallup State of the Global Workplace 2026 and its country data for engagement by country; and Gallup's research on employee turnover for the cost of replacing a leaver.