In recent years, "digital transformation" has become the common language of almost every sector in Türkiye. Businesses are installing ERP, activating e-invoice systems, moving payroll processes to automation, using CRM, and increasing efficiency with production planning software. These investments are of course valuable. Because digitalization is not just a technological innovation; it's the change in the way of corporate decision-making. However, there is a reality frequently encountered in the field: If an organization digitizes its finance, sales, and production but still manages its OHS processes through paper, Excel, and folders, digital transformation cannot be considered truly complete.

This statement is important not to make a claim, but for a practical observation coming from within Türkiye's working culture. OHS is the organization's reality in the field. It's an area that touches people, behavior, machines, production pressure, and direct legal responsibility. OHS remaining analog means the organization's most critical risk area remains analog. Therefore, to measure the quality of digital transformation, it's not enough to just look at the accounting or sales side; you need to look at how risk management is done in the field.

This article analyzes why OHS processes in Türkiye still run on paper, what this means in terms of digital transformation, and why the claim of "corporate digitalization" without OHS software is incomplete.

The most fundamental purpose of digital transformation is to change the organization's decision-making method and transform data into a corporate asset. In digitalized organizations, information lives in systems, not in people. Corporate memory is stored within processes, not in files on an employee's computer. Thus, the organization is less affected by personnel changes or organizational fluctuations. Instead of "Who knew?" the question "What does the system show?" is asked.

On the OHS side, the picture in Türkiye is often the opposite. Risk assessment is done but is in a separate file. Training records are somewhere else. Audit minutes are in different folders. Action lists are often a table in Excel, and it's not even clear who updated them. OJHS reports get lost in email chains. This scattered structure doesn't transform OHS information into corporate memory; it transforms it into an "archive." And an archive is not management. Management is being able to make decisions based on current data.

At exactly this point, digitalization is not just "converting paper to PDF." Digitalization is connecting risk, action, and responsibility to each other. If a risk has been identified, which department and which activity it relates to should be recorded; this risk should be linked to an action; the person responsible for the action should be determined; a deadline should be set; delay should be visible; repetitions should be monitored; and it should come before management as decision data. This is exactly where OHS is weak in Türkiye: follow-up. There's documentation but no follow-up. There's training but no behavioral change. There's risk but the number of closed actions is low.

When OHS processes are not digitized, the organization's biggest loss is its "prevention" capacity. Because prevention is being able to read the signals of risk before the risk materializes. You can only do this with data. For example, if the same non-conformity is written every month in the same department, this is a "repetition signal." If actions are constantly delayed, this is an "ownership signal." If the same behavioral violations continue despite training being given, this is an "effectiveness signal." These signals either become invisible in analog systems or are noticed too late. A large portion of accidents in Türkiye also arise from the accumulation of "invisible repetitions."

Another factor that strengthens the effect of digitalization on the OHS side is labor law and the dimension of responsibility. When an occupational accident occurs in Türkiye, the process doesn't just stay at the level of "Is there a document?" The questions of was the risk known, was there a warning, was it recurring, was precaution taken, did management follow up? come into play. Especially the failure to close recurring risks can weaken the organization's position in legal processes. Because here, not only negligence but also control weakness emerges. Organizations without a control mechanism often pay the most expensive price after the accident: production stoppage, audit pressure, judicial process, compensation risk, reputation loss, and depletion of management time.

The OJHS model in Türkiye also makes this digitalization need more visible. Working with an OJHS provides service to the business; but it does not automatically produce corporate memory. OJHS reports can be valuable, but the field impact of reports depends on the business's ownership. If the system resets when the OJHS changes, if the risk language changes when the expert changes, the same non-conformities repeat for years; here the problem is not the existence of service, but the lack of internal control architecture. Digitalization strengthens this architecture. Because it makes memory independent from the person and transforms the report into action.

Corporate digital transformation is not just the digitalization of office processes. Digital transformation is also the digitalization of the areas where the organization manages its risks. And OHS is the area where risk is most clear and most expensive. Therefore, it's hard to say that an organization's digital transformation is complete without digitizing OHS processes. Because when OHS remains analog, control remains analog, corporate memory remains weak, and risks continue to live at the "just get by" level.

The EGEROBOT ISG-SIS® approach focuses on transforming OHS from a document production activity into a real control system. It builds a structure that connects risks and non-conformities to actions, makes responsibility and follow-up mechanisms visible, carries delays to management, and shows recurring risks as trends. Thus, OHS stops being a file prepared from audit to audit; it becomes the organization's management system that lives every day.

When many businesses in Türkiye say "we want to digitize OHS," they actually mean: "Let's stop just getting by." This sentence is very valuable. Because digitalization is not a prestige investment, it's a control investment. And EGEROBOT ISG-SIS® exists exactly for this: as a system that touches the field, is compliant with regulations, grows corporate memory, and strengthens risk management.