Implementing innovations within a company is always a challenge. Even the most beneficial and progressive ideas can meet resistance, especially if they affect long-standing, established processes.
Drawing on our company's experience in implementing changes in occupational health and safety, I would like to share how to ensure that changes are perceived not as a threat, but as new opportunities.
What did we do in our company when implementing process automation and document digitalization?
We established an HSE working group within the company, consisting of key participants in the HSE Management System processes. This primarily included middle managers from departments and units involved in high-risk activities (work at height, confined spaces, electrical installations, loading and unloading operations, vehicle operation, etc.). We also involved legal experts in the working group and began improving HSE processes within the framework of the existing HSEMS.
We selected representatives for the working group based on a crucial criterion: they were, and still are, opinion leaders — respected and authoritative figures in their fields, capable of leading their teams.
Within the working group, we collectively reviewed all processes — from drafting local regulatory documentation to the convenience of conducting activities and applying organizational and administrative HSE documents within our company. Working group members from various departments gathered feedback to ensure rapid adjustments. All processes and documents were immediately passed through a legal filter.
Collaborative work on processes, documents, and regulations gradually led to structured and efficient workflows that fully comply with legislative requirements on one hand, while being completely feasible for practical implementation by all process participants on the other.
After refining not only HSE processes but also cross-functional internal processes — such as electrical safety certification, contractor management, and others — we achieved Unified Standards for processes and documentation across all our company locations nationwide, covering HSE and other areas.
Once a unified process structure and local documentation were established, we began developing a methodology for process automation and digitalization. This was done gradually, starting with HSE and then extending — sometimes in parallel — to other departments.
As a result of collaboratively addressing the needs of managers and employees involved in HSEMS processes, we have now automated nearly 90% of HSEMS processes and digitalized over 60% of documents, which are now signed by employees using electronic digital signatures.
The implementation of these processes was painless and comfortable for everyone, specifically due to the creation and effective operation of the cross-functional working group. This strategy for organizing HSEMS processes has been proven through experience in various companies and is guaranteed to deliver high results.