We recently interviewed Dr. Lina Sofie von Fricken and Dr. Sussie Ketit of Big Dutchman.
Dr. Lina is the Global Head of ESG Management at Big Dutchman, looking after the overall sustainability strategy of the group, as well as coordinating with regional teams on the implementation of ESG software and solutions in all offices across the globe.
Dr. Sussie is the APAC Sustainability leader integrating Big Dutchman’s sustainability strategy and driving innovation in sustainable practices, while fostering a culture of responsibility for the organization, suppliers and customers in Asia.
Can you give us a brief overview of Big Dutchman’s operations?
Dr. Lina: Big Dutchman is a global company with circa 3,500 employees in more than 100 countries around the world.
We provide feeding and housing equipment for poultry and pigs because feeding the world is our business.
As a family business, Big Dutchman is also taking action for future generations. High-tech farming solutions for protein and plants complement our core business and make our customers successful. We promote animal-friendly and sustainable solutions as an integral part of what we offer.
Farmers around the world rely on us.
Dr. Sussie: For Big Dutchman Asia, being a leading provider of equipment and solutions for modern livestock production, we contribute to low carbon emission livestock production.
We do this through implementing innovative technologies and sustainable practices to help reduce greenhouse gas (GHG) emissions, improve resource efficiency, and promote environmentally-friendly farming practices which are aligned with our vision and mission of taking action for future generations.
We keep track of and analyze meat consumption trends, especially in light of regulations like Singapore’s carbon tax, ensuring traceability and a biosecure supply chain.
We really emphasize digitalization and accurate carbon footprint calculations for our customers throughout the farming industry, who work in areas ranging from greenhouse construction to poultry growing and insect farming.
Regarding ESG, what are some of the ways that it’s approached at Big Dutchman?
Dr. Lina: ESG is an area where we have a lot of exciting projects and even products. We have a wide range of green products, with one example being our CompoTower in Asia, which produces organic fertilizers from livestock facilities. Also, we have dedicated teams optimizing logistics and purchasing activities.
We're also committed to employee well-being with initiatives like our e-car and e-bike leasing program.
Then, when we're talking about reducing our Scope 3 emissions, it’s a really big task that we’re hoping to achieve with the help of Unravel Carbon. We're using the platform now in Asia and exploring its potential for global adoption.
Why has Big Dutchman decided to have an increased focus on emissions measurement? Is it to differentiate yourself in the market, or to help your customers improve their operations?
Dr. Sussie: The main reason is to add value for our customers across the agricultural sector, and to differentiate ourselves as an advanced player in the market.
Dr. Lina: I’d add that, from a European perspective, regulatory compliance makes it compulsory. And our main target is to be proactive instead of reactive—we don't want to be waiting for the next regulation to hit us.
We want to be prepared. We’d rather go green with our full power, and make a sport out of it.
In other words, we don’t want to look at this as “the next nuisance” or “the next regulation”—we’d rather make it a win-win.
Can you expand on the idea of sustainability as a sport and the win-win benefits?
Dr. Lina: By making it a sport, what I’m really getting at is that we all need to be working together, and approach decarbonization as a common journey.
We have so many suppliers from all over the world who have great ideas, and we need to continue cooperating very closely with them. If we can bring all that expertise together, I think we can develop a lot of great solutions for minimizing our carbon footprint.
Then, in terms of finding win-wins, it’s all about optimizing processes. For example, we know that rethinking logistics and sourcing reduces emissions and saves costs. By measuring our emissions, we are identifying areas for improvement, which will lead to both environmental and financial benefits.
We need to reimage how things could be, rather than just sticking to the status quo. This approach is better both for the planet and our profits.
Dr. Sussie: The idea of treating sustainability as a sport, where businesses compete to innovate and implement eco-friendly practices, has a significant impact on the Asian market.
This approach fosters a competitive advantage by driving technological advancements and market leadership, while also expanding the green economy and creating new job opportunities. This encourages compliance with emerging regulations and attracts investment through ESG-focused strategies.
Additionally, as consumer awareness of sustainability grows, companies that prioritize sustainable practices build stronger brand loyalty and trust. This competitive mindset also promotes collaboration across sectors and countries, addressing regional environmental challenges and enhancing collective efforts towards a sustainable future.
Overall, this perspective impacts society and the environment, making it a compelling strategy for long-term success in Asia.
Have you been able to translate and explain this business case for sustainability within your company?
Dr. Lina: It's an ongoing challenge. My task over the past 11 years has been to put a price tag on emissions, and advocate for fair pricing on environmental impacts internally.
Despite some resistance, there is an increase in understanding and support, and I’m confident that sustainability will be our key selling proposition in the future, especially as markets for animal protein become more complex and saturated.
Specifically in Asia, what has been your approach to making the business case for sustainability?
Dr. Sussie: In Asia, it drives us to improve operational efficiency and develop new, eco-friendly products, which is a compelling business case for sustainability investments.
Unravel Carbon plays a crucial role in this process by providing us tools for accurate emission tracking and streamlined sustainability reporting. It helps us comply with regional regulations, such as Singapore’s carbon tax, and effectively communicate our sustainability efforts to stakeholders.
This comprehensive approach enables us to manage our environmental impact and strategically plan for a more sustainable future in Asia.
Are you also looking at CBAM or CSRD reporting?
Dr. Lina: Yes, we must comply with all relevant regulations due to our size. The CSRD will apply to us from 2026, and we’ve started the process of voluntary reporting to prepare. CBAM requires quarterly reports, and so we’re fully engaged with all necessary reporting.
What challenges have you faced in measuring emissions and engaging suppliers?
Dr. Sussie: We’ve identified several key challenges, including assessing the relevance of sustainability and navigating the complex ESG landscape. Especially when it comes to financing our sustainability efforts, at first, we felt it was challenging but we managed to address this.
We did so through increased collaborations between our Green Steering Committee, with support from our Big Dutchman Asia Chief Sustainability Finance Officer, Mr. Joerg Assmann. As CSFO, he ensures that sustainability initiatives are not only environmentally and socially responsible but also financially viable.
Via our work with Unravel Carbon, we’ve made significant progress in understanding and optimizing our processes.
Dr. Lina: Engaging suppliers is crucial since they produce the goods we sell. We’ve sent out questionnaires globally, and while most suppliers are cooperative, a few need further discussions to make sure that we’re on the same page. Those not meeting our standards will presumably not be able to continue as Big Dutchman suppliers in the future.
For companies starting their sustainability journey, what advice would you share?
Dr. Lina: Start anywhere, whether with social aspects of your organization or optimizing internal processes. Focus on transparency and learning about your own operations. Use available resources to measure your carbon footprint and build trust with data.
Dr. Sussie: At Big Dutchman Asia, continuous training and support are crucial for companies beginning their sustainability journey because they provide essential knowledge and skills, keep everyone updated on the latest trends and regulations, and foster a culture of sustainability.
This helps employees at all levels understand and engage with sustainability initiatives, leading to innovative solutions and compliance with environmental standards.
As a sustainability champion, my advice is to start with clear, measurable goals that align with the company’s values, engage all levels of the organization, and leverage external expertise for specialized training.
Encourage a mindset of continuous learning, communicate progress regularly, and celebrate achievement. It’s also important to monitor performance, adapt strategies as needed, and foster a culture of innovation. Leading by example and integrating sustainability into all aspects of the business is key to driving positive change.
Dr. Lina: Especially when you’re at the outset of your journey, it’s really important not to feel overwhelmed, and like you need to make drastic changes on day one. Begin with small steps, and over time, you’ll really be amazed at what a difference it makes.
To stay informed about upcoming interviews, subscribe to our newsletter. If you would like to learn more about how Unravel Carbon can support your company's sustainability journey, please get in touch.
