A large portion of occupational health and safety services in Türkiye are carried out through the OJHS model. When operated correctly, this model provides an important contribution to companies: expertise access, regulatory compliance, field observation, reporting, training planning, and support for establishing basic OHS disciplines. Especially for businesses that don't have an OHS team or are new to this area, OJHS support is often a starting step. However, there is a critical reality seen repeatedly in the field over the years: Corporate memory doesn't form at OJHS.

This sentence is not constructed to devalue OJHSs or criticize external service. On the contrary, it expresses a real problem, a fragility experienced in the field. Because corporate memory forms within an organization's own internal processes, with its own ownership, in its own decision mechanism, and in its own follow-up system. OJHS comes from outside, detects, writes reports, recommends; but cannot manage the organization's daily flow and decision discipline from within. Corporate memory is not just accumulating documents; it's the systematic transformation of what happened into learning, standard, and behavior change.

The number of businesses that have experienced the feeling of "everything starts from scratch" after OJHS changes in Türkiye is not small. A new expert comes, uses a different risk language, prepares reports in a different format, cannot integrate with old records. This situation shows that the business's OHS memory doesn't actually fully form at the OJHS or anywhere else. This article analyzes why corporate memory doesn't form at OJHS in Türkiye; how this produces costs for businesses; and how the solution can be built.

To understand corporate memory, first this distinction must be made: OJHS provides service; the organization carries responsibility. This is so both in terms of regulations and in practice. The logic of Occupational Health and Safety Law No. 6331 in Türkiye is built on the employer's responsibility. The employer can get OHS service from outside; can assign the expert through OJHS; can even run many activities with external resources. But responsibility cannot be transferred. This is as clear in the field as it is legally: OJHS cannot decide instead of the business.

What we call corporate memory is actually the continuity of decisions. It's the business knowing which risks it has faced over the years, which precautions it took, which precautions worked, which were insufficient, which equipment has chronic problems, which behaviors recur, in which departments actions are delayed, and which processes continuously produce weakness. This information can be written piece by piece in reports. But for reports to turn into memory, the organization must establish a follow-up and evaluation mechanism within itself. The OJHS report doesn't produce memory; but it can feed memory.

This is where the fragile side of the OJHS model in Türkiye lies. The OJHS expert provides service to many companies at the same time. Their time is limited. They often come to the field for limited periods. They report what they see. But the report transforming into the field depends on the business's internal organization. If there's no action mechanism in the business, the report goes to the archive. Next month a similar report comes. The month after, a similar report comes again. These repetitions become normalized after a while. This normalization doesn't grow corporate memory; on the contrary, it dulls memory. Because the organization hears the same thing repeatedly but nothing changes. Eventually, the report stops being a "voice" and turns into "noise."

At this point, some businesses enter this erroneous expectation: "OJHS is keeping the memory anyway." However, the memory of OJHS is not the memory of the business. In OJHS's own system, there may be reports, there may be past records. But when the business changes OJHS, this memory is not carried along with the business. More precisely, even if it's carried, it loses its meaning. Because memory is not just files; it's context. It lives together with the process language within the business, equipment identity, field reality, and reasons for decisions taken in the past. When OJHS changes, this context breaks. The new expert sees the file but cannot know in the same way under which conditions that risk occurred in the past, why which actions didn't close, or which resistance was experienced.

The most common memory loss point in organizations receiving OJHS service in Türkiye is "action closure discipline." Non-conformity is detected, reported; but closure verification is either not done or only remains verbal. When a new expert comes, the history of these unclosed items is not clear. The business side also often passes by saying "we closed it," because there is no documented closure mechanism. Thus, risk management becomes dependent on people who remember. When people change, memory is also lost.

Another dimension of this is periodic inspection and maintenance processes. In businesses where maintenance discipline is weak in Türkiye, periodic inspections are often squeezed to dates close to the audit. OJHS reports this inspection deficiency. The business says "okay, we'll have it done." In the next period, the same topic comes up again. Over the years, such processes recur. But if real corporate memory formed, the business would know and manage: which equipment is chronically problematic, which suppliers cause problems, in which locations maintenance is delayed, in which departments actions always drag. This information exists piece by piece in the OJHS report but doesn't exist as a whole on the business's management screen.

The most critical reason corporate memory doesn't form at OJHS is ownership. Memory doesn't live where there's no ownership. Ownership is not just "writing the responsible person"; it's producing management decisions. OJHS writes the report but cannot make investment decisions. OJHS recommends actions but cannot stop production. OJHS provides training but cannot apply discipline in the field. These are the business's internal control mechanisms. If the internal control mechanism is weak, memory cannot form outside. Because what forms outside is service records; not memory.

For this reason, the main break of sustainable OHS in Türkiye is this: OJHS service should not be seen as "OHS itself." OJHS is a part of OHS. The actual system must be established within the organization itself. As long as the organization doesn't keep its own OHS memory under its own roof, OJHS changes or personnel changes reset the process each time. This both increases costs and grows risks.

Corporate memory doesn't form at OJHS, because corporate memory lives not in the service provider's reports but in the business's own processes. OJHS reports are valuable; but for the report to turn into memory, the organization must establish its follow-up, closure, and learning mechanism. The fragility experienced by many businesses in Türkiye is the system resetting when OJHS changes. The main reason for this fragility is that memory is not truly structured within the organization.

The EGEROBOT ISG-SIS® approach plays a critical role here. The goal is not to exclude OJHS but to build a backbone that transforms OJHS reports into corporate memory. Monitoring risks, non-conformities, actions, and closures in a single system; clarifying responsibilities; making delays visible; revealing recurring risks as trends; and all this information staying within the business is the foundation of producing memory. Thus, OHS stops being an obligation remembered from audit to audit; because the system lives in the organization.

EGEROBOT ISG-SIS® doesn't just offer software; it also guides the business with a consulting approach on how this memory should be established. Because memory forms not just by keeping records but with the right methodology. For OHS to be sustainable in Türkiye depends not on the existence of external service but on the control system the organization establishes within itself. For businesses that want to strengthen their corporate memory, EGEROBOT ISG-SIS® is the fundamental tool for this transformation.