Abstract
This Engineering Doctorate project had the atm of developing and subsequently applying sustainable development (SD) indicators. It was undertaken with Shell Global Solutions International and the Centre for Environmental Strategy at the University of Surrey. The four-year project was based with the industrial sponsor, a research and technical services' consultancy for the Shell Group. This research develops a method to assess the environmental, social and economic effects of the industry's operation to provide information that allows the most responsible decisions to be made. The work focused on the operational level of the business, which helped to move the focus of SD to an area where roles and responsibilities are clear and ensure their vital issues are not lost. Fundamental to all definitions of SD is its aim to improve environmental, social and economic impacts of human activities. In addition, it works on inter and intragenerational equity, looking at the balance of these impacts within this generation and the next. This is difficult for a number of industries to understand and work towards because of various factors, including the mix of scientific, philosophical, quantitative and qualitative goals. Industry must concentrate on improving the quality of life now and in the future. This understanding will vary based on geography, culture and personal interpretation and the challenge is no greater than where business is conducted by exploiting non-renewable resources, such as the petroleum industry. Central to the implementation of sustainable measures within the Shell Group is the Sustainable Development Management Framework (SDMF). This research has found that it has limited inclusion in business processes due to the lack of direction and confusion over certain concepts. It simply was not communicated in a way that made it meaningful at the operational level. This research has demonstrated through a number of case studies that the intentions behind the SDMF can be successfully implemented.