142
to be removed and recovered after the oxidation. In addition to the large energy
requirement, this complicated procedure requires chemicals and produces waste.
DSM did not carry out a social LCA. The potential benefi ts to people taking
vitamins as supplements or additives are very well known to customers and consumers, so there is no need to emphasize these. Production, starting from agriculture
and fuel generation is completely European based, so there is little risk of social
issues in the value chain.
4.2.3 Business Decisions Supported by LCA
Because of the cost and the high footprint of the KGA production DSM switched to
the fermentative production of KGA. A complete fermentative route to further
reduce cost and footprint is also considered. DSM has recently forwardly integrated
into premix companies, who supply premixes of additives to the food and feed
industry. This allows to actively infl uence the footprint of vitamin additives used.
For strategic reasons DSM is acquiring a Chinese production site. The LCA was
extended with an assessment of other environmental impacts and used to check the
footprint of the Chinese product, and will be used to identify and assess initiatives
to reduce the footprint.
4.2.4 Stakeholders’ Responses and Sustainable Value Creation
Customers respond positively to Quality for Life™. They prefer products from a
reputable and reliable source, with an undisputable track record in food safety, environmental performance and sustainability image. All these contribute to reducing
their operational risks. This is valid in the western world, but certainly also in Asia.
Particularly in food fortifi cation programs within the area of malnutrition, social
LCA makes the benefi ts more tangible, and DSM is piloting this use. In addition,
stakeholders in these programs are interested in environmental impacts, including
those of small packaging sizes and distribution.
4.3 Implementation Procedure for Business Value Creation
Based on Life Cycle Assessment in Companies
UNEP/SETAC has proposed the application of life cycle management (LCM)
capability maturity model for developing the capacity of small and medium sized
companies to achieve their sustainability goals (UNEP/SETAC 2009 ). The authors
propose an implementation procedure for business value creation based on the
insights gained from LCA studies and its integration in business functions (see also
UNEP/TU Delft 2007 ; UNEP/SETAC 2009 ). This is an iterative procedure of
various steps as shown in Fig. 11.5 .
B.M.K. Manda et al.
to be removed and recovered after the oxidation. In addition to the large energy
requirement, this complicated procedure requires chemicals and produces waste.
DSM did not carry out a social LCA. The potential benefi ts to people taking
vitamins as supplements or additives are very well known to customers and consumers, so there is no need to emphasize these. Production, starting from agriculture
and fuel generation is completely European based, so there is little risk of social
issues in the value chain.
4.2.3 Business Decisions Supported by LCA
Because of the cost and the high footprint of the KGA production DSM switched to
the fermentative production of KGA. A complete fermentative route to further
reduce cost and footprint is also considered. DSM has recently forwardly integrated
into premix companies, who supply premixes of additives to the food and feed
industry. This allows to actively infl uence the footprint of vitamin additives used.
For strategic reasons DSM is acquiring a Chinese production site. The LCA was
extended with an assessment of other environmental impacts and used to check the
footprint of the Chinese product, and will be used to identify and assess initiatives
to reduce the footprint.
4.2.4 Stakeholders’ Responses and Sustainable Value Creation
Customers respond positively to Quality for Life™. They prefer products from a
reputable and reliable source, with an undisputable track record in food safety, environmental performance and sustainability image. All these contribute to reducing
their operational risks. This is valid in the western world, but certainly also in Asia.
Particularly in food fortifi cation programs within the area of malnutrition, social
LCA makes the benefi ts more tangible, and DSM is piloting this use. In addition,
stakeholders in these programs are interested in environmental impacts, including
those of small packaging sizes and distribution.
4.3 Implementation Procedure for Business Value Creation
Based on Life Cycle Assessment in Companies
UNEP/SETAC has proposed the application of life cycle management (LCM)
capability maturity model for developing the capacity of small and medium sized
companies to achieve their sustainability goals (UNEP/SETAC 2009 ). The authors
propose an implementation procedure for business value creation based on the
insights gained from LCA studies and its integration in business functions (see also
UNEP/TU Delft 2007 ; UNEP/SETAC 2009 ). This is an iterative procedure of
various steps as shown in Fig. 11.5 .
B.M.K. Manda et al.