Sustainable Development Strategy

Sustainability Strategy and the "SD Indicator Wheel"

In the 2003 Sustainability Strategy Report an "SD Wheel" was developed to capture the key indicators that defi ne the industry's contributions and impacts. The indicators identified at that time were reported on in the 2003 and 2004 reports.

An internal review of the strategy, informed by the April 2005 stakeholder event, has recognised the need to update these indicators in light of current perceptions and delivery priorities:

• The diverse range of stakeholder issues initially identified in 2001 were rationalised into "industry determined" (inner wheel), through "partnership" and "attribution" to "broader issues" (outer wheel)
• There is now a need to concentrate on the inner sections, which the industry can infl uence and that are also important in the wider context. The initial "SD wheel" complexity also needs to be simplified, if it is to be effective in infl uencing and tracking industry performance
• The new "SD wheel" has been adjusted to focus on key sustainable development issues in a way that is both more engaging to industry (who are driving delivery) and clearer to other stakeholders (who want results). The number of indicators therefore has moved from 63 in the 2001 strategy, to 29 in the 2003 strategy, to 9 (with 22 measures) in 2005 strategy

In reviewing the indicators to use going forward, five principles have been applied:

• Relevance – see points noted above
• Transparency – identifying where the information comes from and how it relates to the issues. The table below identifies the industry challenges and goals to which the indicator "measures" relate
• Consistency – both between companies (so they can be aggregated) and over time so progress can be compared. Many of the indicators, especially in the environmental and safety area, have remained the same and report aggregate UK statutory measures. However, this principle continues to require a major effort when compiling this report
• Accuracy – use of statutory data helps to provide assurance and credibility to the data. Also, making use of quantitative data wherever possible (supplemented by quality descriptions/ interpretations) helps understanding. Most company environmental and safety management systems in use by operators on the UKCS are independently audited, e.g. EMS to ISO 14001 standard
• Completeness – clearly the boundary conditions (noted in introduction) limit the completeness.However, feedback from stakeholders helps identify deficiencies and how they should be addressed

The new "SD Wheel" for the period 2005-7 is identifi ed in figure 2. It brings together the points made above and comments from the stakeholder event.

Figure 2: The Sustainable Development Indicator Wheel

The table below shows the industry's sustainability strategy by way of challenges, goals and the measures being used to track progress, which fit with the SD indicator segments of the new "SD wheel".

(View full size chart in new window)

Over the next 2-3 year period, the strategy is to aim for an engagement within this SD perspective that applies more broadly across the activities of the sector. Consequently, subsequent reports will reflect:

• the activities of the supply chain community as well as the operating community, through a stronger engagement with other industry trade associations, both contractor and regional
• a stronger linkage to PILOT, the government/ industry task force
• other regular UKOOA reports will become part of a more integrated package that refl ects the broad SD perspective