OJHS (Occupational Joint Health and Safety centers) form the backbone of occupational health and safety services in Türkiye. The expert, physician, and health personnel needs of thousands of businesses are met through this model. This structure serves an important function in terms of spreading regulations. However, there is a reality that everyone who has worked with OJHS or closely observed OJHS processes knows: OJHS approach software with distance. Even when software is requested, reluctance, resistance, or a "unnecessary work" perception often emerges.

From the outside, this situation appears as a contradiction. Because OHS work is about documents, reports, planning, and follow-up. Therefore, digitalization should increase OJHS efficiency, make their work easier, and raise their quality. Indeed, when properly set up, it does. However, in Türkiye practice, a significant portion of OJHS view software not as a "control tool" but as a "burden and risk." Despite this, OJHS end up needing software. Because the direction the sector is evolving increases the demand for recording and traceability every year.

This article analyzes why OJHS are distant from software, the economic and operational reasons behind this distance, how the OJHS business model in Türkiye is transforming with digitalization, and why OJHS cannot remain without software in this transformation.

To understand OJHS's distance from software, one must first correctly see the OJHS business model. The OJHS market in Türkiye has been progressing under intense competition, price cutting, and "producing service at minimum cost" pressure for many years. The most fundamental goal of many OJHS is to increase revenue by serving as many companies as possible. This goal makes it mandatory to optimize the time of experts and physicians. As time pressure grows, quality decreases; as quality decreases, a "good enough" culture emerges; as things pass by, processes turn into document production. Software appears before OJHS like a mirror at exactly this point.

Because software makes OJHS's work visible. Visibility produces auditability. Auditability disrupts the comfort zone for some OJHS. Of course, not all OJHS prefer to remain at the "let it look like service exists" level; there are also very proper, disciplined, corporate OJHS. However, the general reality of the sector is this: The quality of service offered by OJHS is often not measured in the field by businesses. Because businesses think audit-focused, they focus on the question "is the paperwork complete?" When OJHS complete the paperwork, they are considered to have provided their service. But software measures not only the paperwork but also the process of the work. Was the visit made, was the action closed, were trainings really completed, are risks recurring? These questions force OJHS toward transparency.

The second reason for OJHS's distance from software in Türkiye is the perception of operational burden. Many OJHS think this: "We're already struggling to keep up, are we going to enter the system too?" This thought produces an understandable reaction in the field. Because OJHS's daily tempo is heavy. An expert going to several companies on the same day rushes around in the field, writes reports, takes photos, enters meetings. Returning to the office in the evening and entering all of this into software, checking, and closing seems like a big burden. This is why OJHS may experience software not as "facilitating" but as "extra work."

However, there is a critical distinction here: Software is not "extra work," it is the systematization of the work itself. In Türkiye, OJHS work ran on "personal tracking" for a long time. It happens if the expert remembers, it happens if the supervisor checks, it happens if the office organizes. This personal structure falls apart as it grows. As it falls apart, the need for software increases. So as OJHS grows, software actually becomes mandatory. Because corporate memory and operation management cannot be sustained without software.

Balances have changed in Türkiye. Businesses no longer want just paperwork; they want control and traceability. Corporate companies don't see OJHS merely as a "regulatory document producer." They want reports to generate action, non-conformities to close, and repetitions to decrease. As this expectation grows, it becomes harder for OJHS to produce service without software. Because these expectations require measurement. There is no management without measurement. There is no quality without management. And without quality, OJHS cannot achieve sustainable competitive power.

Another reason OJHS end up needing software is that regulations and integration processes are increasingly digitizing. As e-government systems, İSG-KATİP processes, registration mechanisms, reporting, and digital audit habits expand in Türkiye, it becomes harder for OJHS to do sustainable business with manual methods. Additionally, personnel turnover on the OJHS side is high. When personnel change, memory is lost. Software enables OJHS to institutionalize independently of personnel.

The reason OJHS approach software with distance is not opposition to technology. The OJHS business model in Türkiye has been shaped within time pressure, low margins, high competition, and document-focused audit culture. Software makes OJHS's work visible and traceable. Although this visibility may seem to disrupt comfort in the short term, it is the foundation of institutionalization in the long term.

Today OJHS end up needing software; because the sector now demands control, not documents. Businesses want not only documents from OJHS but results in the field. Results are possible with follow-up. OJHS service cannot become sustainable without establishing a follow-up mechanism.

EGEROBOT ISG-SIS® provides an operational backbone, not "extra work," for OJHS at this point. It makes it possible to manage visits, reports, non-conformities, actions, and closures within a single system. It makes OJHS performance measurable, keeps corporate memory inside, doesn't waste experts' effort in the field, and provides real control on the business side. Thus, OJHS transforms into a structure that operates the system, not one that produces documents. The future of OHS in Türkiye is exactly in this transformation.