Occupational health and safety processes in Türkiye are often positioned in a difficult place within businesses' daily operations. On one side, there is production pressure, deadlines, costs, personnel turnover, and subcontractor traffic; on the other side, there are regulatory obligations, audit dynamics, and the reality of risks. These two worlds often don't touch each other. When they don't touch, OHS becomes a formality that runs on paper. For many organizations, OHS becomes: documents that are "completed and put aside," routine visits made once a month, signature lists, and cleanups that accelerate as the audit approaches.

In this environment, businesses naturally demand: "Give us an easy solution." Convenience is not a bad thing. A user-friendly system is everyone's need. However, in Türkiye practice, "convenience" is often misunderstood and means: "A system that doesn't show the complexity in the field, makes risk invisible, doesn't force closure follow-up, and doesn't confront management with responsibility." That is, convenience is seen as a simplification that eliminates the true nature of OHS.

However, the essence of OHS is already complex. Because managing risk is working with uncertainties in real life. Software that ignores these uncertainties provides comfort in the short term but weakens the business in the long term. Therefore, the EGEROBOT ISG-SIS® approach is: while we make the user experience easier, we don't "lighten" the system's discipline. Because when discipline lightens, risk becomes heavier.

This article explains why "easy-looking but not producing control" OHS software in Türkiye fails to achieve success in the field; why OHS software is not just a user interface but a management system; and why EGEROBOT ISG-SIS® is designed with a different philosophy on this matter.

When OHS software is mentioned in Türkiye, two extreme approaches are seen. On one side, there are heavy systems that overwhelm the user. These systems produce too many screens, too many fields, and too much bureaucracy; they tire users and weaken the connection with the field. On the other side, there are systems that look "very practical" but actually don't produce control. These systems give the user speed; but they don't deepen risk management. Most organizations in Türkiye tend to lean toward the second.

The main task of OHS software is not to "produce documents." Producing documents is an easy job; in fact, producing documents can be done easily with automation. The main task of OHS software is to give the business control. Control is possible with three basic things: follow-up, closure verification, and analysis of repetitions. The biggest problem of many organizations in Türkiye is not making findings; it's that findings don't close. The same non-conformities are constantly reported. Therefore, the software must establish a mechanism that will reduce repetitions. This mechanism cannot be established with a system that "looks easy but doesn't track."

One of the topics that businesses in Türkiye struggle with most is the responsibility chain. The OHS expert writes the risks, OJHS reports, it's transmitted to management. But in the field, the distribution of responsibility is not clear. Is it maintenance's job, production's job, human resources' job, or procurement's job? Actions drag in this ambiguity. Many systems developed with the perception of "easy software" don't solve this dragging; because in order not to tire the user, they lighten the responsibility tracking.

However, the real gain in OHS is clarifying responsibility. If responsibility is not clarified, actions don't close. If actions don't close, risk grows. If risk grows, one day the business pays a heavy cost. EGEROBOT ISG-SIS® makes a critical distinction here: the system should be easy, but the system should not be loose. We don't like complex workflows that tire the user. But "softened" systems that distribute responsibility, make closure uncertain, and make repetitions invisible don't serve OHS either.

OHS software actually makes the business's management quality visible as well. Unclosed actions, delays, recurring non-conformities... These are not only OHS but management performance indicators. Many businesses in Türkiye avoid this visibility; because visibility brings responsibility. However, this is also the truth of OHS: there is no improvement without visibility.

For this reason, EGEROBOT ISG-SIS® is designed not just as software but as a management infrastructure that increases the business's OHS maturity. There's another point here: For OHS to be sustainable in Türkiye, the organization needs to produce corporate memory. Did an accident happen, why did it happen, which actions didn't close, which risks are recurring? These questions are the foundation of corporate memory. Systems that look easy but don't produce memory condemn the business to the same cycle for years.

Many businesses in Türkiye quickly associate the word "easy" with speed. But in OHS, when speed replaces control, risk grows. The purpose of OHS is as much to make the business safe as it is not to tire the user. Therefore, the EGEROBOT ISG-SIS® approach is: we build a user-friendly system, but we don't weaken the system's discipline. Because discipline is the preventer of risk.

We don't design a "superficially passed" OHS software; because the problem in Türkiye's field is not simplicity but lack of control. Risks are known, reported, but not closed. There's no problem at the audit but the system isn't working. Corporate memory isn't forming, recurring non-conformities are normalizing. To change this picture, it's not enough for the software to look easy; the software needs to give the business control.

For this reason, EGEROBOT ISG-SIS® centers action ownership, closure verification, analysis of repetitions, and management visibility. It takes the organization's OHS processes out of files and brings them down to the field. It transforms OJHS service into corporate memory. It takes audit periods out of panic and places them in continuity. As a result, the business transforms into a structure that "manages risk" rather than "prepares documents."