Sustainability Standards Portal
Re-imagining the process of accomplishing BHP charter values.
UX & Service Design
BHP has made a pledge to contribute positively to sustainability, environmental protection, human rights, and the well-being of the communities they work with. As part of this pledge, they measure and report on various metrics related to international frameworks they have signed include ICMM and CopperMark. These metrics were previously recorded manually using Excel spreadsheets.
Organisation
BHP
Industry
Mining
Users
BHP staff and EY auditors
My Role
Team Lead
How might we provide the public with the confidence that we are operating in an ethical and sustainable way?
Process
To address the business problem at hand, I initiated a series of vision workshops involving key stakeholders and project team members. By collaborating with these individuals, we aimed to gain a comprehensive understanding of the issue and ensure that any potential solutions were practical. Our efforts culminated in the creation of a Lean UX Canvas that specifically targeted the problem at hand, identified any gaps, and aligned the team. Additionally, I developed a delivery strategy using the Lean UX approach and established a plan to incorporate users into the business process.
Afterwards, I conducted user research through interviews and contextual inquiries which yielded the following insights:
BHP continually commits to new international sustainability frameworks which users need to report on.
Users recorded data using Excel spreadsheets and stored evidence documents separately. They would then email these documents to an internal validation team who would forward them to external validators prior to publishing on the BHP website. This process lacked official guidelines and audit trails, making it time-consuming.
Reusing data for new reporting cycles was challenging.
Multiple frameworks reported on the same data, but there was no system in place to link previously entered relevant data, requiring manual work.
Based on these findings, five personas emerged: data input user, internal validator, regional integrator, and external validator. The project team and business stakeholders invited users representing these personas to several workshops, during which we conducted the following LUMA DLT activities:
Used the Rose (positives), Thorn (pain points), Bud (opportunities) methodology.
Revealed thematic patterns using Affinity Clustering to group similar ideas into clusters.
Reached consensus on key topics for the team to focus on next using Visualise the Vote.
Used the Importance/Difficulty Matrix to agree on priorities.
Solution
Next, we initiated co-design sessions with the users to collaborate and generate wireframes. These sessions resulted in a low-fidelity prototype created in Figma. We tested this prototype with users who were not involved in the previous workshops to ensure that the product was user-friendly and easy to navigate. To measure the usability of the product over time, we established a quantitative benchmark using the System Usability Scale (SUS).
I led a visual designer who joined the product and observed the usability testing sessions I facilitated. Together, we were able to iterate and test the new high fidelity product.