Challenge.
The Royal Society for the Prevention of Accidents (RoSPA) has played a central role in pioneering health and safety initiatives for over 100 years. As a UK-based charity and membership organisation with over 2000 members and global reach, RoSPA delivers training, Ofqual‑regulated qualifications, and advocates for evidence-based policies to ensure a safer society for everyone. RoSPA also manages a major international occupational awards scheme with nearly 2,500 entries from over 50 countries each year.
As the charity’s services expanded, the volume of activity, customers and information increased significantly. This growth reflected RoSPA’s continued impact but also added operational complexity. As a result, several challenges emerged:
1. Data Spread Across Multiple Systems
Over time, different systems had been introduced to support specific functions. Customer, operational and financial information sat across multiple platforms, with departments managing their own data. While each system met a local need, it became harder to gain a complete view of customers, services and performance across the organisation.
Teams often relied on manual steps to move information between systems, which added extra levels of administration and made processes more dependent on individual knowledge. As activity increased across training, consultancy and awards, this way of working became harder to scale.
RoSPA also lacked a single, trusted approach to reporting. Teams often worked from different interpretations of performance, which made meaningful oversight more difficult.
2. Preparing for Future Development & Growth
RoSPA’s leadership recognised that, to support future development, the charity needed a more connected operating model. Disconnected systems and scattered data limited visibility and made it harder to plan with confidence.
The finance system and CRM were the primary priorities at the start of the programme, as both required immediate attention. As the work progressed, the awards system also reached a point where it needed urgent focus. This meant critical areas had to be addressed simultaneously, increasing the pressure on the programme and reinforcing the need for a structured approach.
