Overview
Date:
Phase 1
September 2021 - April 2022
Phase 2
September 2022 - May 2023
Project period:
6 months per phase
Role:
Phase 1
User Requirements Specialist / User Researcher
Phase 2
Lead UX Designer / User Researcher
My contributions
Design system
Product design
User research
Backlog management
Kit
Sketch
Abstract
Zeplin
Miro
Azure DevOps
Anglian Water, the UK's leading water and wastewater recycling company, aimed to transform their health and safety procedures by converting traditional paper forms into a streamlined digital solution. The project began with the goal of simply digitising existing processes, but it evolved into a broader mission to improve internal tools, foster organisational change, and enhance employee safety.
My role shifted across two project phases, from focusing on user requirements and backlog management to leading UX design and user research.
The squad was initially composed of a client-based product owner, two user experience consultants (including me), a junior UX designer, and three developers. This structure led to some challenges, as the high number of designers meant we had to carefully define roles to avoid overlaps and ensure smooth collaboration.
I took on a more focused role in handling user requirements and backlog management, which was a new and exciting challenge for me.
1. Team Structure & Collaboration: We began with an "odd" team structure, where multiple UX specialists had the potential to step on each other’s toes. To mitigate this, I focused on user requirements and backlog refinement, giving developers clarity and direction. We worked together to create a smooth collaboration process despite the initial disorganisation, and I took a leadership role in shaping how we worked with the backlog to ensure alignment and efficiency.
2. Stakeholder Resistance: Early in the project, we faced significant resistance from senior stakeholders, who were sceptical about user research and discouraged us from involving employees in the design process. One stakeholder even remarked, “Don’t waste your time on talking to users, they will just cloud your judgment.” This reflected the low level of UX maturity within the organisation. Despite this, I pushed forward, advocating for a user-first approach. Over time, this persistence paid off as stakeholders began to recognise the value of UX and the need for ongoing user feedback.
3. Refining Processes: Our initial backlog refinement sessions were ineffective, with developers disengaged and estimations proving inaccurate. In response, I designed a custom refinement process that involved the team breaking down tasks more deeply before estimating. This approach saved time during sprint planning and helped developers feel more comfortable voicing their thoughts. By fostering a more collaborative environment, we improved both the accuracy of estimations and team morale.
Throughout the project, we maintained a fully user-centric approach. We conducted regular user testing, sharing progress and ideas with employees at every step, and incorporating their feedback into our development cycle. We held sprint demos and consistently reprioritised based on the insights we gathered from our users. This continuous engagement ensured that the product we delivered was both high-quality and truly valuable to those using it.
However, this process wasn’t without challenges. Stakeholders were initially resistant to agile methods and user involvement, leading them to conduct their own pre-release pilot with 40 users, despite our established user testing. Eventually, this pilot reinforced the importance of our user-centred approach, which became more widely accepted across the organisation.
Digitalisation of Paper Processes: The app transformed outdated paper-based risk assessments into a digital platform, making it easier for field employees to complete and submit forms on the go. This improved transparency and allowed managers to see results in real-time, enabling faster responses to potential safety issues.
Offline Functionality: Post phase 1, we noticed that the next key challenge for field employees was the lack of internet coverage in many remote areas. In Phase 2, we introduced offline functionality, allowing users to save reports as drafts, which could be uploaded later when they regained connectivity. This ensured employees could focus on their work without worrying about network access.
Live Updates & Improved Communication: The app introduced a standardised communication process between managers and field employees. Research showed that managers were often overworked and stuggled with time.
Managers are now instantly notified if a job was paused due to safety concerns, improving reporting and giving employees the confidence to make safer decisions without fear of repercussions.
Standardised Forms Across Business Units: Previously, different business units followed varied assessment procedures. We addressed this by designing a flexible form that could be used across all units, improving consistency and making it easier for the Health & Safety team to monitor performance.
Integrated Data & Insights: By integrating the app with PowerBI, we provided the Health & Safety team with powerful tools to track safety performance across the organisation. They could now monitor how different units were performing, identify gaps in training, and ensure employees had the right equipment.
Since its release in May 2022, the app has facilitated over 450,000 risk assessments, with an average of 30,000 forms completed per month. It has become an essential tool for managers to identify training needs and address issues with personal protective equipment (PPE) that might have otherwise gone unnoticed.
The Point of Work Risk Assessment form within the app was recognised in the organisation's "Love to Listen" survey, where employees praised its ease of use and effectiveness. It has gained widespread adoption, with many users becoming advocates for the app across the business.
Senior stakeholders, including CEO Peter Simpson, publicly praised the app at an Anglian Water Open House event, highlighting its success. Additionally, usability surveys show that the app’s System Usability Score (SUS) improved from 57.5 to 76.88, with further enhancements expected to raise it even higher.
This project was my first time contracting for Anglian Water, and it was both challenging and rewarding. Working within a sometimes difficult team structure and facing resistance from senior stakeholders taught me invaluable lessons about perseverance and the importance of standing by user-centred design principles. I learned that pushing for what is right – even when met with scepticism – can result in both a better product and long-term organisational change. This experience also reinforced the value of building strong, supportive teams, where everyone feels heard and empowered to contribute.
