Case Study on Sanford Limited

Sustainability Development Report (SDR) consists of 3 dimensions – Economic Sustainability, Environmental Sustainability and Social Sustainability, which reports the progression of an organisation, describes its commitment and sustainable development.

Economic sustainability takes Sanford’s financial contexts into account, to judge if it is economically sustainable. Looking at the Financial Summary stipulated in 2007, the sales revenue had decreased from $390 million (2006) to $367 million (2007). However, Economic value added (EVA), a financial performance assessment method which measures the true economic profit by taking the capital cost of a company into consideration, shows prominent increase by comparing the SDR from 2003 to 2007, from 6.5% (2003) to 10% (2007). In year 2009, the revenue had increased drastically to $433 million. (See Appendix 1.1)

Sanford also values Environmental sustainability and believes that everyone has a responsibility for taking care of the environment. Adams, W. M and Jeanrenaud, S.J. states that, “we are at a turning point of the global environmental movement” (2008; 2). The guiding policy objectives were specified in the SDR 2007 to maintain and enhance the environmental sustainability.

Eco-efficiency measures the natural resources used over the products produced. Looking at the table provided in the SDR 2007, Sanford had met 4 out of the 7 targeted Eco-efficiencies. In year 2008, Sanford had met 6 out of the 7 Eco-efficiencies. However, from 2009 onwards, they aren’t meeting most of the targets due to changes in reporting and decrease in production. Since then, Sanford had been participating in major Gas Emission Reduction Projects. They had elaborated how Timaru Recovery Project can contribute to eco-efficiency. It not only reduces the greenhouse gas emissions but the water and electricity wastage. (See Appendix 1.2)

Social Sustainability focuses on the relationship between the organisation and...