When Hahnemann Hospital and Saint Christopher’s Hospital for Children were divested from Tenet Healthcare and purchased by American Academic Health System in early 2018, the two hospitals found themselves without a hotline reporting system. The hospitals needed a system that could serve as a confidential place for employees to clarify policy and discuss or report concerns, a communications channel beyond the rumor mill, a way to direct employee questions to the appropriate resource, an opportunity to provide guidance before a poor decision is made, an early warning of issues or problem areas brewing in the organization, and a last internal stop for whistleblowers before they take an issue outside the organization to a regulator or attorney.

Alliance Data, a leading provider of marketing, loyalty, and credit solutions, was facing challenges with its employee reporting system. The company, which manages over 100 million consumer relationships for some of the world's leading brands, was using a pen and paper system to manage employee reports. With 20,000 associates across the company, this system proved to be inefficient and made it hard to manage employee reports effectively. In addition, keeping track of the historical context behind the data was a challenge. The company needed a more efficient and effective way to manage employee reports and track data over time.

Hy Cite Enterprises, a wholesale distribution company, began expanding its operations globally about fifteen years ago. As their global profile grew, so did the complexity of managing the many subsidiaries, suppliers and different types of compliance risks to which the company was now exposed. Performing due diligence on new third parties and continuously monitoring those entities was challenging. Hy Cite was using internally developed applications to track and monitor third parties, collecting information from a variety of sources that were not meant to manage the due diligence process. The company realized that it was not sustainable to continue using the same systems and needed a system that had what they needed in a single place.

The town government of North Kingstown recognized the need for a system that allowed citizens to report problems or concerns anonymously. This was in response to the popular opinion in the community for more information about the government as well as accountability for the government. The town started the search for a third-party system at the recommendation of a state auditor and outside consultants.

OpenMarket, a global leader in mobile messaging, was facing a challenge in meeting the growing security requirements imposed by contracts, laws, and standards. The company had 254 compliance mandates related to various laws, regulations, rules, and standards, along with 173 customer contracts with over 9700 contractual obligations. The company's existing model of compliance performed by service teams relying on user-based tools like spreadsheets was not sufficient to meet these requirements. Global brands had begun asking for security requirements that OpenMarket couldn’t meet with current processes. As such, the company needed a more streamlined, yet comprehensive approach to compliance in order to do business with global enterprises.

Navicent Health was cited for document control issues with their internally-built SharePoint repository. This led to the task of building ISO 9001 2015 certified policy and procedure management systems for all Navicent hospitals. The challenge was to create and maintain a standardized work environment with consistent document management, information control, and knowledge sharing across the enterprise, which included 12 entities and about 12,000 documents.

The luxury fashion accessories manufacturer and retailer faced a two-fold challenge. Firstly, they had to comply with Dodd-Frank Section 1502 and similar international regulations that require public companies to disclose annually whether conflict minerals exist in their supply chains. If so, companies must report on due diligence efforts and conduct a private sector audit. This was a daunting task for the company as it worked with over 1,000 suppliers around the world, making it difficult to know which, if any, were sourcing conflict minerals. The second challenge was the public pressure on organizations for transparency. Meeting compliance and audit requirements mandated by Section 1502 would cost around $3.5 million annually and take six to 12 months to complete.

A mobile messaging company was in hyper-growth mode but needed to mature its compliance program to keep pace with a growing list of regulations and B2B customer demands. The company had to comply with 173 contracts, 254 regulatory mandates, and 9,700 contract demands. The company’s startup culture made things harder, because it thrived on tribal knowledge, undocumented processes, and a shoot-from-the-hip management style. While that culture could thrive in a small startup environment with few compliance mandates, the company had become a subsidiary of a publicly traded company and counted four of the top 10 global brands as customers. Meeting even basic business requirements was becoming impossible to manage using manual processes like spreadsheets.

The biosciences division of a major university, comprising 5,000 faculty and staff across 32 departments, faced a significant challenge in managing its information security. Each department had its own IT support and unique cybersecurity requirements, creating a siloed environment that hindered the security team's ability to assess the entire IT landscape. This resulted in gaps in security controls, inconsistencies in applying these controls, and duplication of efforts. The university's commitment to open inquiry and interdisciplinary research, which involved freely sharing information, introduced additional risk. The security team also struggled to comply with the Federal Information Security Management Act (FISMA) procedures and controls for protecting government information, operations, and assets.

The company faced challenges related to compliance requirements and incident management. The existing solution was reliable for gathering information on incidents, but it lacked steps for managing information toward a resolution in a secure manner. The company also faced hurdles in controlling and restricting access to information around incidents that involved HR and the Healthcare Information Portability and Accountability Act (HIPAA). Additionally, the company’s use of vendors pointed to the need for regular assessments and a defined process for managing vendor incidents. The company sought a more secure and efficient way to manage incidents associated with HR, vendors and IT, as well as a smarter approach to IT risks and vulnerabilities.

The nation’s largest health information network faced significant challenges in managing information security, particularly due to the sensitive nature of the data it processed. The company had to comply with a range of regulations and industry standards, including HIPAA, EHNAC, SOX, PCI DSS, and ISO. The complexity of these compliance requirements was compounded by the company’s lack of visibility into current and pressing risks, making it difficult to provide data or metrics to inform management decisions. Additionally, the company’s Information Security department struggled to secure funding, as it was viewed as a cost center and had difficulty justifying budget requests without clear insight into IT and information security risks.

The social game developer was facing challenges in managing cyber risk, compliance, and audits due to inadequate processes. They were using spreadsheets, word-processing, email, and an Intranet site for governance, risk management, and compliance. As a result, the company couldn’t see vulnerabilities and the risks posed by them. Asset inventory audits took months to reconcile. Onboarding new vendors took four weeks. Even convincing employees to acknowledge company policies, like acceptable use, was a Herculean effort. The company needed a senior analyst to lead its nascent program, as well as invest in a technology platform that could streamline cyber risk, compliance, and audit management activities while supporting game development.

The Toledo Clinic, a large private multi-specialty physician group, was facing challenges in managing policies and employee reports. The organization was using SharePoint to manage policies and procedures, but the system was not effective. The Clinic's Corporate Compliance Officer, Drew Williamsen, had previous experience with SharePoint and knew that it was not capable of being a policy management system. In addition to this, the organization did not have a proper hotline. All reports were done via spreadsheets and disparate documents, making it difficult to track reports and visualize trends.

The telecom company was given a mandate by its board to create a broad-reaching governance, risk and compliance (GRC) program managing everything from audit and compliance to third-party risk and business continuity. The company faced a number of challenges, including a staffing shortage, customer demands, a dynamic regulatory environment and the off-the-grid nature of Alaska. They relied on spreadsheets, email and tribal knowledge for a patchwork compliance program, and lacked a comprehensive view of real risk areas. The Board requested the new GRC program to be up and running in 18 months.

The major health insurer was struggling to comply with HIPAA data security requirements and other regulations due to inefficient manual processes for vendor risk management. The company had previously adopted a GRC platform, but it proved to be overly rigid and required technical expertise to configure, leading the risk management team to revert to manual processes. The company needed a more advanced GRC platform that could streamline vendor risk assessments, comply with healthcare regulations, require little or no IT assistance, and achieve high user adoption.

The company, a world-leading provider of tools and storage, commercial electronic security and engineered fastening systems, needed a comprehensive, digitized system for Environmental, Health and Safety Management. They specifically required a digital system for tracking safety observations to log corporate audits. The company wanted to develop a consistent behavior-based safety program across global sites with diverse operations. They aimed to simplify behavior-based safety program requirements and processes and provide a digital and mobile solution for convenient logging of behavior-based observations. The company also had specific EHS/IT needs such as site-specific custom forms for logging risks and behaviors based on site operations, equipment, etc., multilingual options for global sites, and mobile capabilities for on-the-go access.

The company, a Fortune 500 manufacturer of industrial and consumer tools and equipment, was facing challenges in managing its global manufacturing operations. The cross-functional teams were overwhelmed with regulatory obligations and customer requests for product compliance information. The company needed a workflow-driven, automated platform for supplier outreach, data collection, and follow-up. They also required a cross-functional tool to improve collaboration across EHS, Sourcing, Engineering, Quality, and Sales. The company was looking for a cloud-based system not subject to versioning and user licensing restrictions. They also needed a flexible system for addressing immediate compliance priorities and customer requests for information. The company wanted a comprehensive digital platform to streamline supplier engagement and product compliance program processes. They also required real-time monitoring of regulatory changes with stakeholder alerting and automated product compliance checks. The company also wanted the ability to integrate with company ERP and PLM systems to sync supplier, parts, BoM information and to make material compliance information available to product design teams.

The company, a large water technology provider with 16,000 employees offering services across 150 countries, was facing challenges in conducting audits across its 15 locations in Australia and New Zealand. The process was complex, involving coordination of audits, assigning teams, and collecting data to share among team members. The company was seeking a solution that could streamline the entire process, save time, and enable audit teams to seamlessly share findings, notes, and identify opportunities to take action using a single platform.

The enterprise was in need of a centralized system to enable behavior-based safety observations across various levels. They wanted to record employee observations at respective site, department, or equipment-specific levels and maintain real-time visibility to safety observations across multiple locations. They also wanted to leverage mobile technology to record observations. The enterprise was looking to enhance its overall safety culture and drive safety improvements across site programs. They wanted to analyze Key Performance Indicators (KPIs) for trend analyses and multi-dimensional charting.

The company, a multinational conglomerate with diversified businesses in resources, agribusiness, logistics and energy sectors, was struggling with managing the health & safety of employees and contractors at dangerous worksites. With dozens of sites to manage in hazardous operating environments, the company needed a better system to manage incidents across locations. The company was looking for a solution that could establish a proactive incident management process, provide offline mobile capabilities for easy and unhindered access to concern reporting, and offer a digitized platform to provide visibility to incident management across 115 sites. The company also wanted the solution to have an anonymous concern reporting capability and the ability for contractors to use the system.

The company, with a strong global presence and warehouses processing a variety of consumer goods, needed a versatile environmental, health and safety (EHS) auditing tool. The tool needed to be expandable and customizable in accordance with their area readiness program. The company's core mission was to improve area readiness, enhance line operations, and reduce costs. They wanted to streamline inspection/auditing processes for improved employee engagement and better overall site safety. They needed an IT solution with broad program area coverage including Area Readiness, DOT, EHS, Equipment, Food Safety, Hazmat, and Social Responsibility. The application needed to have offline access and Mobile capability to conduct, identify, and correct EHS hazards more efficiently.

The global food and beverage supplier was in need of a digital solution to replace their traditional pen and paper spreadsheets used at each site. They required a system that was easy to understand and implement, with various reporting and charting methods for effective visualization and presentation of findings. The company also needed an intuitive interface for enterprise-wide deployment, mobile capabilities for deployment within multiple facilities, and integrated data analytics & reporting for continuous improvement.

The company, a U.S.-based multinational conglomerate, was undertaking a high-profile construction project for a Research & Development (R&D) center in China. They needed a dynamic solution to manage safety and compliance throughout the project. The challenge was to establish a culture of safety excellence, gain visibility into site operations, and manage approximately 500,000 working hours of construction from start to finish. The company also needed a system that could adapt to the dynamic nature of construction sites, provide real-time visibility for management to monitor and manage construction safety and compliance across country borders, and be easily implemented by onsite users with minimal experience with company programs and procedures.

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.