Islington Council, representing a diverse community with 19,000 households, was faced with a significant challenge when government regulations concerning the outsourcing of health and safety services for schools were amended. The changes allowed schools within the London Boroughs to seek health and safety services from independent organizations instead of their local council. This posed a threat to the council's revenue and necessitated a competitive solution to retain its schools. The council's health and safety management was predominantly conducted via traditional paper-based methods, which were time-consuming and prone to manual reporting errors, costly delays, and overlooked compliance issues. The council needed to enhance its services by providing a robust solution that would supply schools with a comprehensive health and safety management service, thus protecting an important client base and reducing the need to look for alternative solutions.

Møller, a leading car retailer for Volkswagen, Audi, and Skoda in Norway, Sweden, and the Balkans, faced a significant challenge in managing the use of chemicals and other hazardous products in their operations. As one of Norway's largest car importers, Møller was committed to adhering to Norwegian law and focusing on the use of environmentally friendly products. However, the automotive industry is known for its extensive use of chemicals in various processes, making it difficult for Møller to maintain an accurate overview of the products in their range. Furthermore, Møller's large dealer network, which makes purchases with them, required access to safety data sheets for all chemicals used. Without a proper system in place, achieving these objectives would have been a daunting task.

Müller, a multinational dairy products producer, faced significant challenges in managing health and safety across its 80+ sites. With over 8,000 employees, the company had to ensure the safe and compliant handling of hazardous substances. The complexity of their supply chain, coupled with the need to maintain high health and safety standards, made standardizing safety processes a key priority. The company sources materials from a wide range of global suppliers, adding another layer of complexity to their operations. The main challenge was to unify standards and processes under one strategy, which was difficult due to the differing systems, risks, and capabilities across their many sites. Staff had to spend a significant amount of time updating contractor information and keeping chemical risk assessments up-to-date. As the company expanded rapidly, the health and safety team needed a framework to standardize operational excellence activities and ways of working across the business.

Multiplex, a leading global construction company, was facing a significant administrative burden due to their manual management of over 350 permits per day across their six UK sites. The traditional method of using notepads for permit management led to disparate systems and discrepancies across the records, resulting in additional time spent on administration to rectify the issues. The process was not only time-consuming but also prone to human errors, leading to potential mistakes. Furthermore, the manual system limited Multiplex's visibility of the real-time status of their contractor workforce, hindering efficient management and decision-making.

Northgate PLC, the UK’s largest commercial vehicle rental provider, was facing a significant challenge in managing a high volume of property-related requests. With an average of 40 requests per day, totaling 800 a month, the company was struggling to manage these requests effectively through their manual approach. The requests varied greatly, from flooded customer toilets to roof repairs, adding to the complexity of the task. The company recognized the need for a system that would allow them to manage tickets more effectively, coordinate the required actions, and monitor the progress of these jobs through to completion. The lack of a streamlined process resulted in ambiguity and inefficiency, hindering Northgate's ability to provide high-quality service.

OilStates Industries, a major global provider of integrated energy systems and solutions, was facing a significant challenge in managing their safety data. The safety team was relying on paper and Excel spreadsheets to record their safety data, which was proving to be both inefficient and costly. The lack of a centralized solution meant that risk assessments, audits, checklists, training records, accident/incident reports, and plant records remained separate and scattered. This not only made it difficult to keep track of all the data but also posed a challenge in viewing training compliance for multiple sites. The paper-focused system was not conducive to the efficient management of safety data across the company's 25 international locations.

Oslo University Hospital (OUH), the largest hospital in Norway and Scandinavia, was facing a significant challenge in managing its chemical safety. The hospital, which carries out over 1.2 million patient treatments annually and conducts a significant percentage of medical research in Norwegian medical centres, was struggling with the management of countless chemical Safety Data Sheets (SDS), conducting risk assessments, and making substitutions to reduce hazardous chemicals. The process of managing chemicals throughout their lifecycle, from procurement to waste management, was slow, costly, and often required external support. The scale and urgency of OUH's needs were critical, and a digital solution was needed to replace and secure its SDS.

The Plastic Surgeon, a UK-based cosmetic repair company, faced a significant challenge in managing the safety of their large team spread across the UK. The company uses a wide range of chemical products, including high-risk substances like fillers, adhesives, and solvent-based paints. Ensuring the safety of their staff from these hazardous substances was a top priority, but the company found it difficult to control these substances and understand their contents. This knowledge was crucial to provide the right protection for their staff. The challenge was not only to manage the hazardous substances but also to effectively communicate the correct protection measures to the staff working on site.

Sandviken Energi AB, a Swedish energy firm, was facing challenges in managing their chemical system. The company, which operates in various areas including district heating, electrical networks, electricity trading, street maintenance, broadband, water and sewerage, had a complex and disorganized system of safety data sheets for their chemicals. The lack of order in their safety data sheets posed potential risks to the safety and health of their employees and the environment. Furthermore, the company was using unnecessary chemicals, which not only increased their operational costs but also posed additional safety and environmental risks. The company needed a solution that would help them restore order in their safety data sheets, eliminate unnecessary chemicals, and improve the overall safety and efficiency of their chemical system.

Winvic, a leading UK construction contractor with an £800m+ turnover and over 400 staff, has always prioritized health and safety. Despite an already outstanding health and safety record, the company is committed to continuous improvement through its 'Doing It Right' behavioural safety initiative. However, as the company continued to grow, it recognized the need for enhanced digital systems to streamline its health and safety reporting and monitoring processes. The existing approach to reporting accidents and recording routine health and safety checks had served the company well, but with a large number of staff and sub-contractors working at various construction sites, a more holistic view of all health and safety activity was needed to maintain and build on its exemplary record.

YMCA Calgary, a charity supporting over 300,000 people monthly across 45 community locations and 9 permanent facilities, faced significant challenges in managing their safety program. The organization was heavily reliant on paper-based systems for inspection and incident reports, as well as hazard assessments. This resulted in a lack of visibility into their safety program and difficulty identifying areas of strength and weakness. The wide range of programs offered, from summer camps to swimming activities, further complicated hazard assessments. The lack of a centralized location for these assessments made it difficult to manage and update them regularly. Additionally, communication of necessary information to teams was challenging. With only three dedicated health and safety members supporting 800 staff, there was minimal insight into each facility's operations and limited reporting capabilities. This led to a reactive approach to safety, with employees not receiving the necessary feedback or resources to perform their jobs effectively.