Large biotech company Biogénesis Bagó streamlines regulatory training at scale with Scilife

About Biogénesis Bagó

Biogénesis Bagó is a leading biotechnology company specializing in the development, production, and commercialization of solutions for animal and environmental health. With a presence in over 60 countries, the company provides expert technical support and high-quality vaccines, including its world-renowned foot-and-mouth disease vaccine.

Ayelén Sirna, Senior Compliance Analyst, and Gabriela Cerrutti, Compliance Analyst, recently had a meeting with Trine Michelsen, VP of Customer Success, and Fabiola Samueli, Customer Success Manager, to discuss the way they revamped their training management using Scilife’s eQMS.

Training management before Scilife

Before implementing a modern training management system with Scilife, Biogenesis struggled with the complexity of managing employee training and qualifications, a challenge further amplified by its large organizational size.

Manual processes in need of an update

Relying on manual methods such as paper forms and Excel spreadsheets to track training completion and employee competency was becoming more and more time-consuming, inefficient, and difficult to manage.

Gabriela explained:

“We didn’t have any specific system to manage our training. We had a qualification matrix that supervisors and managers used to train their teams and ensure employees were properly trained according to requirements. However, it was entirely managed on Excel.”

Gabriela C.

Spreadsheet-based tracking limitations

Tracking employee qualifications was especially cumbersome for supervisors who had to rely on their memory or frequently check the Excel matrix to verify that signed records matched and employees were properly qualified.

Ayelén commented on the limitations of this process:

“We had to manually change a cell in Excel, literally switching it from yellow to green, based on the signed paper records we had stored. It all depended on the responsible person remembering to check and update the Excel file regularly. And on top of that, the file had different versions to keep track of.”

Ayelén Sirna

This lack of integration between different employee records made it difficult to gain a comprehensive view of employee competency, as a single change required updates to multiple documents, notifying HR, and modifying procedures.

High workload for managers

This lack of visibility made it difficult to identify training gaps and created a massive, highly tedious workload for managers. Ayelén added:

“In some areas, there might only be five people and a manager, while in production sectors, a manager could have 25 people to oversee. Checking 25 records to see if there were updates or new hires was a lot of work.”

Reactive approach to training record updates

On the other hand, there was a need to set up a process for the training records update. Restricted access to training matrices further delayed updates, as only a limited number of individuals could make changes. Gabriela added:

“Additionally, since the file had restricted access, not just anyone could update it, which further slowed the process. I think that also contributed to the lack of fluidity in keeping records up to date.”

The implementation of the Scilife training module

Determined to enhance training management at Biogénesis, Ayelén, and Gabriela turned to Scilife to transform their current, manual system—plagued by delays and a heavy workload—into a fully automated and digitized solution.

A collaborative implementation approach

Implementing the new training management system was a carefully planned, collaborative effort. The initial phase involved extensive internal discussions within the Compliance team to establish the optimal structure and organization of training data. Ayelén recalled:

“After extensive testing in the trial environment with Gaby and the team, we reached the conclusion to start internally with our own department. We first structured Compliance as a model—dividing and organizing it so we could show others how it worked.”

Expanding Scilife implementation across departments

Ayelén shared that their team was highly supportive in helping other departments adopt Scilife. They held daily 30-minute one-on-one meetings with each sector to guide them through the transition. She explained:

“It was as simple as asking: What do all these people have in common? Based on that, we would name and group them accordingly.”

Previously, some departments had separated tasks unnecessarily. For example, Washing and Sterilization of transfer lines were listed as separate tasks, even though they were part of the same process.

“So we asked: Why not merge them into one training module called ‘Washing and Sterilization of Transfer Lines’?”

Applying this logic across departments, they streamlined redundant processes, ensuring similar tasks were grouped under a single, more efficient training module. Gabriela also emphasized the broader impact of implementing Scilife:

“The implementation gave us the opportunity to reassess everything. Reviewing the process turned out to be incredibly beneficial. It wasn’t just about digitization—it also encouraged departments to refine and optimize their training structures.”

Fostering collaboration across teams

During the interview, Gabriela highlighted that some departments helped them tremendously, helping to drive the adoption of Scilife:

“Collaboration across departments was fundamental to this process. We started with those who were more organized and eager to participate, which created momentum. As enthusiasm spread, managers would say, ‘If they did it, you can too,’ encouraging others to get involved.”

Each department was given the flexibility to name its own user functions in a way that made sense to them, allowing teams to define their roles in a way that felt intuitive and aligned with their daily operations. This meant that Scilife was implemented in a way that worked best for different departments’ needs.

Expert Advice

When asked what advice they would give to organizations transitioning from manual to digital training management with Scilife, Gabriela shared:

“Ultimately, it's about identifying tasks. What user functions are assigned? Based on that, we determine which procedures are linked and what tasks need to be completed. What are the minimum tasks required to consider someone trained and capable of performing the job independently?”

Ayelén emphasized the importance of starting from micro to macro—first identifying the necessary documents within each department, then mapping out the various activities or processes associated with specific roles.

“It’s up to each department head to define the workflow. We have Compliance as a department, but within it for example, we manage different processes: audit management, supplier management, and technical documentation management, which includes reviewing and approving documents in Scilife.”

One essential question to always ask is: If a new person joins, what would you give them? What do they need to learn? By asking these key questions, teams were able to define user functions and create structured, efficient training programs within Scilife.

Best practices for implementing training management in a large organization

A common challenge for multi-site organizations is managing complex processes that cannot always be simplified. While Ayelén and Gabriela streamline training structures whenever possible, some levels of complexity must be maintained.

The good news is that Scilife’s flexibility allows it to adapt to each department’s specific needs, ensuring seamless implementation.

For instance, one department had 20 user functions, each with multiple training sessions. To manage this efficiently, a gradual migration approach was taken. As Ayelén explained,

“Operators progressed through training levels step by step. An employee at Level 2 for raw materials and Level 1 and 2 for another category could only move to Level 3 after completing all required training and receiving department head approval.

Since Scilife follows a cumulative system, Level 3 includes all prior training plus additional modules, allowing employees to advance without repeating content.”

By providing structured yet adaptable training pathways, Scilife ensures that even the most complex processes can be managed efficiently, maintaining compliance while optimizing learning.

Results

When asked about the feedback from supervisors and managers across departments, Ayelen explained how Scilife has been incredible in streamlining its processes.

“Everything is much easier now, and I see that people are gradually getting used to the new system.”

Ayelen recalled how communication remains constant—she and Gaby frequently message each other to check on progress and the overall environment.

“I was pleasantly surprised that we had two or three new hires just last week. Managers are already accustomed to the methodology—by next week, when Juan and Florencia join, all that will be needed is to assign them their user roles. Once they log into Scilife, their training modules are already set up.”

The results have been overwhelmingly positive, not to mention that new employees are picking up Scilife very quickly. 

“I was impressed by how quickly the new employees learned to mark documents as read, close a training session, sign off on it, and even complete evaluations.”

On the compliance front, the impact of Scilife has been equally remarkable.

“On a micro level, in a department with six or seven employees, the department head can review each user’s status or check the training dashboard. For example, if all six out of six users are marked as complete, that’s 100% compliance—and that’s fantastic”

Thanks to Scilife, the transition from manual to digital training has not only been smooth but has also resulted in higher efficiency and better compliance across the organization.