X

The company, a global player in the glass and ceramic materials industry, was experiencing rapid growth and expansion. This growth brought about the need for standardization of processes to improve operational efficiencies, increase data integrity and reporting consistency, and ensure scalability to match the company's global growth. The company also needed a platform that would facilitate effective collaboration and communication across business segments. However, as the company grew, functions became more disconnected and departments became more siloed without the help of technology. The company was in search of a digital platform that could address these challenges.

The company, a leading manufacturer of metal wire for residential, commercial, and industrial buildings, was experiencing rapid growth in its facilities. This growth necessitated a solution that could evolve with them and easily capture EHS data through custom reports to meet complex compliance requirements. Initially, the company launched Gensuite’s READY platform with integrated analytics, which fulfilled their current compliance and EHS reporting needs. However, as their analytics and reporting needs expanded, it became clear that they needed to enhance their reporting capabilities through Gensuite. They required a system that could provide unlimited access to data analytics & reporting features & capabilities to drive continuous improvement, the ability to build custom, engaging reports using collected data to more effectively visualize and present findings, and a flexible Desktop to Mobile solution due to the usage of tablets on the shop-floor.

The company, an international leader in communications satellite technology, was looking to transition away from excel and paper-based inspections processes. They wanted to streamline and automate inspections processes across their 15 global locations. The goal was to identify trends across these locations to make informed decisions and take corrective action. They also wanted to engage global employees in the inspections process and make inspections accessible across locations. The company needed a single platform to manage both equipment/routine-basis inspections and internal ISO audits. They required mobile capabilities with QR code scanning functionality for easy access to inspections and a central, up-to-date system to share progress, track completion and assign tasks to address findings.

The multinational company, a top mobility systems manufacturing and service company with a global footprint, was in need of a quality management software system to streamline the logging of nonconformities and other quality-related issues. They sought to improve issue resolution by establishing an efficient process and increasing visibility between field technicians and quality managers. The company also required in-depth system training. The specific IT needs included an intuitive interface for enterprise-wide deployment, mobile capabilities for deployment within multiple facilities, and integrated data analytics & reporting for continuous improvement.

As the organization grew, it faced the challenge of needing a more adaptable system architecture for organizational alignment. The existing system design was complicated and maintenance costs were high due to unused features or lack of capabilities to meet the organization's needs. The company was experiencing issues with siloed departmental functions, particularly for medical and EHS professionals with on-site medical clinics. This lack of collaboration made it difficult for departments to coordinate efforts, creating blind spots and making compliance challenging. The organization needed to standardize and automate key processes for occupational health, on-site medical clinic recordkeeping, and safety management. Without centralized metric tracking, processes were being duplicated and the company could not implement a formal program to reduce workers’ compensation costs.

After a period of significant growth, the company was relying on rigid & disparate systems and multiple data collection processes with little standardization across its footprint. Manual data entry points & calculations as well as legacy software that did not provide an intuitive user experience created multiple barriers to their success. To consolidate databases and streamline their Environmental & Air Source Management programs, the company needed to implement a digital solution.

The COVID-19 pandemic brought about unprecedented disruption to businesses worldwide, with many firms unprepared for tackling related issues such as track and trace and reduced employee numbers. The pandemic brought with it new hurdles for the EHS practice, such as managing greater incidence of worker sickness, reduced resourcing, tracking contact events and supervising site permissions for workers who had been self-isolating. These challenges appeared practically overnight, and for businesses with nascent digitization initiatives, the transition to new working processes, such as staggered working hours and social distancing, posed greater issues. Many firms relied on digital technology to overcome these hurdles. The unprecedented disruption caused by COVID-19 left many EHS executives without a cogent strategy to tackle business resilience issues. Some firms relied on internally built solutions to tackle COVID-borne problems. But many firms have found these tools unwieldy and became rapidly inefficient as the situation worsened.

The company needed to implement a phased priority scheme to manage EHS&S elements and set up a system that would provide company-wide visibility to global sites. They wanted to leverage data mining capabilities to easily identify risks across sites and drive corrective actions. The company also needed a system that could be configured to manage and oversee specific EHS&S performance and program progress to track site awareness and implementation of EHS&S tools, provide roll-ups of data and average scores across business sites to create reports to derive opportunities for program improvement, and digitize processes used to track company-wide performance and program elements.

The organization operates as a global climate innovator, bringing efficient and sustainable climate solutions to buildings, homes, and transportation. As part of its bold commitments for ESG and sustainability improvements, the company is working to become carbon neutral by 2030, taking actions to reduce Scope 1 and Scope 2 emissions from its manufacturing operations, warehouses, distribution centers, service centers, research and design labs, offices, and service fleet. The organization recognized, however, that to reach carbon neutral, it would need to reduce its market-based Scope 2 emissions for purchased electricity and to invest in Renewable Energy Credits (RECs) for the solution. A digital solution was needed to address routine operational sustainability data collection and monitoring, consolidated tracking and allocation of RECs to individual sites, calculation of adjusted Scope 2 emissions using market-based factors and REC allocations, and data quality, transparency, and reporting for external assurance.

Air Liquide was in need of a new quality management system to replace their internally developed software. They wanted a system that would support and maintain their ISO 9001 certification and could support the organization’s internally developed Industrial Management System (IMS) initiatives. The company also required a system that could be customized to meet the nature and specificity of their business. Furthermore, they wanted a system that would enable employees to take ownership over their work, allowing them to view feedback and follow up on various business processes such as tracking customer complaint and resolution processes.

The electric transmission company faced several challenges. They wanted to effectively track nonconformances and ensure all nonconformances/corrective actions were adequately managed. They also needed to track and measure key performance indicators to evaluate the success of various organizational efforts. The company wanted to implement a system that would allow for complete control over the creation and distribution of documents. They required a system to adequately document and report organizational functions to comply with Governmental legislation (Bill 198). Lastly, they required a flexible solution that would adapt to support future growth and development of the organization.

BA Blacktop wanted to streamline and unify their Quality and Safety management programs to improve processes within their existing system and create a centralized place where all activity could be tracked and monitored. They needed a solution that was modern, robust, effective and user-friendly in order to effectively track all related activities, provide real-time data in reports and dashboards, and increase visibility for upper management.

De Beers Canada was in need of a robust management system to maintain its ISO 9001, ISO14001 and ISO 17025 certifications. The company also wanted a system to track and manage compliance with the OHSAS 18001 standard. The existing paper-based processes were inefficient and the company wanted to implement an electronic system to streamline information, minimize inefficiencies and improve organizational communication. The company needed a system with the customizability and flexibility to meet the overall needs of the organization as well as individual users’ needs.

Ferro was in need of a single system to track training and safety incidents at one location. They wanted a software system that would enable them to take a proactive approach to training and safety management. The company needed a system that could capture data and effectively report the data in order to develop relevant training and incident management strategies. They also wanted a system that utilized a user-intuitive interface to maximize end-user adoption.

GSI Technologies, a printing company, was facing several challenges related to quality management. They needed a streamlined management process to effectively capture, track, and interpret quality nonconformance data. Their existing document control system was manual and required automation. As the organization was planning for evolution and expansion, they wanted to determine the success of their quality processes. They also needed a means of benchmarking data to facilitate target setting for 2009 and subsequent years.

The company wanted to become TS 16949 certified in a timely manner and required a solutions-focused company to determine their needs and create a solution to best meet their needs. They required an automated document management system to replace the redundancy and inefficiencies of their paper-based system. They also wanted to employ an automated nonconformance reporting system to streamline their related business processes. The company needed a system that could effectively sync the interrelated activities at three separate plant locations.

Metso faced a challenge in implementing standardized health and safety practices across all its locations. The company needed a system that would allow its Global Health & Safety Team to effectively monitor health and safety issues and practices remotely and in real-time. Additionally, Metso wanted to measure safety practices and results from different locations relative to one another. The company aimed to improve health and safety practices and performance by targeting locations that required the most improvement.

MN Pets, a small mobile veterinary practice, was facing the challenge of maintaining records on narcotic drug inventories and usage for the Drug Enforcement Administration (DEA), in addition to veterinary medical records for patients. They had outgrown their Excel spreadsheets and needed a centralized software solution that would allow real-time connection for multiple users, simplifying their processes and recordkeeping. It was also necessary that the solution be user-friendly and easily implemented with minimal technical knowledge and minimal ongoing support. The off-the-shelf and custom-built solutions that MN Pets encountered were too inflexible or too complex for their requirements.

Nexteer Automotive, a leading Tier 1 supplier in the automotive industry, was using a technology provider to manage their database of suppliers, record product defects, and track their resolution. However, this system was a source of frustration due to its inflexibility and the time-consuming process required for even minor configurations. As their contract renewal date approached, Nexteer began to look for an alternative software solution that would be more time and cost-effective, scalable, and capable of handling their structure, and would provide them with the reporting capabilities they required.

Rapid-Span, a provider of transportation infrastructure products, was facing challenges with its paper-based system for managing and reporting on nonconformances (NCRs). The system lacked real-time data access and visibility into the status of corrective actions. The paper-based system also posed a risk of documents getting lost or overlooked. Preparing reports for management was a time-consuming process that involved manually counting and categorizing nonconformances. Rapid-Span also wanted to simplify compliance with ISO 9001 and the Canadian Standards Association (CSA) certification they held. The company undergoes regular audits to maintain these certifications, but they were looking for a solution that would save time and hassle and take them to the next level, beyond basic compliance.

The industrial auctioneer company faced several challenges. They wanted to implement an easy-to-use, streamlined system to manage and track all compliance-related documentation. They required a more organized and efficient way of providing reports on various activities to the appropriate departments. They also wanted to introduce a quick and standardized process for license and permit applications. The company needed to implement a more transparent working environment, making all documents and company-related files viewable to the appropriately designated people. They desired a shift from a reactive approach to a more proactive one.

The university was seeking to comply with ISO 14001 standards, with the potential for future certification. They needed a system that could effectively identify and resolve regulatory noncompliance and eliminate unnecessary administrative inefficiencies. The university wanted a robust system that could manage not only internal objectives, but also external regulations such as OSHA and fire inspections. They needed to ensure that all internal compliance inspections and external audits would be passed in the short and long term. The university required a system that could support the growth and evolving goals of the organization.

The Smurfit Kappa Group, a global leader in the paper-based packaging industry, was facing a challenge with its safety incident tracking system. The company operates dozens of manufacturing sites across the UK, each using their own variation of a paper-based safety incident tracking system. This disjointed approach was inefficient and inconsistent. The company wanted to implement a web-based, user-friendly software system to track and manage their safety incidents consistently across their UK manufacturing sites. The system needed to be accessible to all employees at each site and allow them to easily record incidents, hazards and near-misses. Management also required monthly reports from each site containing metrics such as Days Since Lost Time Injury and Accident Frequency and Severity Rates.

The Canadian pipeline company was seeking a means of improving efficiency in processing integrity concerns, including health and safety issues. They required a reliable system that could withstand the scrutiny of an external auditing process. The company also needed a way to make internal documentation and procedures accessible organization-wide. They desired a system that could encompass health and safety standards while ensuring overall regulatory compliance.

U.S. Sugar was in need of a flexible and customizable electronic system to streamline and automate safety management processes, thereby limiting the possibility of human error. They required a system that could interface with the organization’s current data systems to efficiently manage safety management processes such as injury reporting, workers compensation claim management, and incident investigations. They also needed a better system for maintaining OSHA 300 Log and a “one stop shop” EHS data management system that could be used for dashboards, trend analysis and the comparison of internal measurements and targets with industry standards.

In 2011, Versabar decided to expand their ability to serve their market by pursuing ISO 9001 certification for their business. However, managing the complexities of ISO certification was proving difficult, particularly because Versabar was managing information from multiple locations. They initially started the process with a paper-based system. They required a software solution to streamline both tracking and reporting of nonconformances and corrective actions across the enterprise for both their products and their processes. They further expanded these requirements to include supplier management capabilities, which was a natural extension of the original requirements that had been identified.

Virgin Atlantic Airways Limited (VAA) was looking to replace its separate and disparate incident reporting processes with a single streamlined application that could be accessed by anyone across the entire company. The company required a system that would present a single view of each incident report, allow incidents to be linked to real-time information on flights and employees via web services, and be able to populate certain fields based on that information. The system would also need to be flexible enough to capture varying incident data, where each department could manage its own types of incidents, but also where the incident outcomes, closing comments, causal factors, and all actions taken in relation to the incidents, could be maintained within a single record.

Boral Bricks’ motivation to implement a training management system came from upper management’s desire to nurture the company’s internal safety culture. The Boral Building Products division wanted to train and quiz employees on standard operating procedures, hazardous tasks and safety policies to increase safety awareness. They needed a user-friendly system they could administer themselves and that could be used to train several hundred employees across the country, from customer service and sales reps to employees that work in the distribution yards.

Subaru Canada, Inc. was struggling with an inefficient training process that relied on a folder and spreadsheet system. With multiple offices across Canada, it was essential that the training requirements and materials be available to all employees in a centralized location. The company wanted to transfer the ownership of department-specific training from HR to the department managers for accurate tracking. The goal was to find a solution that would simplify the training process, save time, achieve successful audit results, and meet the requirements for ISO 14001 certification.

In 2010, Agnico Eagle began searching for a formal EHS Management System that would work with them to apply best practices in accident management. Their Excel spreadsheets had become inefficient and Agnico wanted to centralize their approach to training, incidents, inspections and other critical business activities. This would simplify the process of individual sites reporting back to corporate on their environmental, health and safety data, and would allow the company to access real-time information and build real-time reports that top management could use to act upon their commitment to accident reduction. Agnico Eagle also needed a system that would accommodate multiple languages across their site locations.