From Paper to Predictive: overcoming cultural barriers in process industry digitalisation
24 Sep 2025
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The technology’s already here, the legislative framework is encouraging process firms to endorse digitalisation but still there’s hesitation. It’s a matter ofm shifting mindsets, explains Sphera’s Iain Mackay…
From January 2027, the new EU Machinery Regulation [1] will reshape the way machinery is designed and operated in process industries. The legislation brings in stricter safety requirements, tighter oversight of digital systems, and updated rules allowing instructions and declarations of conformity to be supplied digitally. In many ways, it formalises a direction most forward-thinking industrial operations have already taken: moving away from fragmented, paper-based processes and towards integrated, data-driven decision-making.
For industrial leaders tasked with keeping complex operations safe and efficient, the EU’s Machinery Regulation marks the beginning of the end for the paper logbook and the solitary spreadsheet. Digital systems that track and analyse information in real time will soon be standard practice.
But just because the technology exists doesn’t mean that this transition will be smooth sailing. The real challenge is winning hearts and minds - encouraging those on the ground to move beyond ingrained routines and the comfort of the familiar. And in the heavy industries, where paper logbooks and manual signoffs are still the norm, progress is often measured in cautious steps. Despite the clear benefits, only 29% of manufacturers are currently using AI or machine learning at facility or network level [2], highlighting just how hesitant the sector can be to introduce new tools at scale.
The question now isn’t if process industries will make the shift away from pen and paper; it’s whether they’ll do it fast enough to stay competitive.
Why change meets resistance
For those working on the frontlines of industrial operations, keeping processes stable and people safe is the foundation everything else rests on. For decades, manual procedures have been the scaffolding that holds this up. When digital tools arrive and disrupt these familiar workflows, it’s understandable that operators might see them as unwelcome changes or even threats to their role.
The real challenge is winning hearts and minds - encouraging those on the ground to move beyond ingrained routines and the comfort of the familiar
But in industries where the smallest misstep can have significant safety or environmental consequences, that instinct to stick with “the way we’ve always done it” can slow the uptake of tools that offer safer, more efficient, and more reliable ways of working.
The cost of standing still
Paper-based systems and fragmented data flows are still embedded in many process operations. They may feel dependable, but they create blind spots; safety information can be missed, records misplaced, and data can lose relevance before it reaches the people who need it.
Without real-time insight, organisations face a greater risk of being caught off guard by failures or incidents that could have been avoided. In heavy industries, every delay in detecting and addressing a potential issue adds to the danger, exposing businesses not only to operational disruption but also to regulatory scrutiny and reputational harm.
The longer companies postpone digital adoption, the harder it becomes to stay competitive. Forward-looking operators are already investing in technologies that deliver sharper oversight and faster, more confident decision-making.
One of the quickest and most visible wins from digital transformation is replacing slow, fragmented processes with real-time visibility of what’s happening on the ground. When teams can see the full picture, they can plan better, spot potential issues earlier, and keep work flowing safely and efficiently. It’s the difference between reacting to a problem once it’s already causing disruption and preventing it from happening in the first place.
One of the quickest and most visible wins from digital transformation is replacing slow, fragmented processes with real-time visibility of what’s happening on the ground
But none of this works without the people who make it happen. Change sticks when the workforce understands not just what is changing, but why. It means tackling fears about automation head-on and showing how digital tools can take away repetitive tasks and create a safe working environment. When frontline teams help shape how new systems fit into their day, they’re far more likely to see them as tools that make the job easier, not harder.
Building a culture of continuous improvement
Technology alone is never a silver bullet. Just look at Amazon, one of the most advanced warehouse operations in the world, yet it still comes under fire every Prime Day for injury rates more than twice the industry average [3]. It’s a reminder that tools and systems only work when they’re embedded in a culture that values safety and continuous improvement as much as productivity.
That’s the real prize: creating an environment where connected information on everything from permits and incidents to maintenance and audits gives leaders the insight to act before problems escalate. Over time, this shift from firefighting to foresight reduces incidents and makes operations more stable and productive.
In the coming years, heavy industries will face intensifying pressure to improve safety and sustainability while navigating workforce changes and evolving regulations. Digital transformation is an ongoing journey that will increasingly separate the leaders from the laggards. The most successful companies will be those that blend the precision and speed of digital tools with the judgement, skill, and adaptability of their people.
For process industries, this combination offers the foundation for safer, more resilient, and more sustainable operations in the decades to come.
Pic: Apprentices at Siemens Congleton factory
Iain Mackay is senior vice president, PSM at Sphera
[1] https://single-market-economy.ec.europa.eu/sectors/mechanical-engineering/machinery_en
