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utilization of by products, energy and water usage and nutrient recycling are all aspects of
the processing that should be included in a full impact evaluation.
And in addition to health impacts, we should also look at the overall social impacts on
employment, food security and community development.
Nowadays, companies are eager to perform well on all aspects of the people, planet and
profit principle, if any weakness is found this is a business risk and may lead to a no go!
So when traditionally there was just a calculation of the economics, now a quantification of
the overall impact is part of the business decision. And of course a risk assessment is
included.
Economic and environmental impacts are reasonably standardised and can be quantified.
Social (or people) impacts are more difficult to establish, but guidelines have been set to
also approach this in a standardized way as best as possible.
Every year different scientists from both industry and academia come with new creative
business ideas. This example from Corbion, a performance material and food ingredients
company, shows that they collect about 300 ideas per year. After a first screening, roughly
20% will be further examined.
Half of these remain interesting and a quick full scan is than done to get a better idea of the
value of the opportunity. Again some do not survive, and about one third is selected for a
full comprehensive due diligence evaluation. After all about 4 survive& to possibly be
implemented in the business. So before an idea gets implemented quite some time is past!
To make this time as short as possible we need to pay very good attention to the process
design. In summary for proper design we have to first identify the task and constraints; than
collect all the necessary knowledge to come to a generation of alternatives (also called
synthesis). After analyzing these alternatives we select some for a deeper analysis. These
last three steps may be repeated after some results are known. The final results are
reported for decision making.
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