Three milestones that defined 2025

Looking back on the past year, Janhein highlights three clear milestones.

“For me, one thing stands out immediately: the successful completion of the separation from Vopak, with the implementation of the new Terminal Management System in June as the most important element.”

That implementation was about much more than IT, he emphasises. “It really shows how Liquin works: tackling things together, solving problems together and not getting hung up on what doesn’t work. Rolling up our sleeves and making sure it gets done.”

The second milestone is the collaboration with Infracapital, Liquin’s owner. “That collaboration is built on a strong foundation of trust and alignment. There is continuous dialogue, a high level of trust and a strong focus on long-term strategy and execution. That provides clarity and direction.”

The third milestone is internal. In 2025, two new members joined the management team. “We now have a complete and complementary management team. A lot of new energy has been added. Different personalities, different backgrounds, also from other industries. That makes the team more balanced and sharper.”

Proud of engagement and results

Janhein uses the word ‘proud’ consciously. “I constantly say that I am proud of our employees and the organisation. You can feel that pride in the level of engagement.” He sees that engagement in both small and large ways. “Take our summer barbecue or our ‘Sinterklaas’ celebration. Almost everyone is there, often with their families. That says a lot. People feel connected to Liquin.”

He is also proud of how strategic objectives are actually being achieved. “At the end of last year, our five-year plan was approved by Infracapital. Now, one year later, we can see that we have already delivered a lot in the first year.”

He highlights three concrete results:

• solid business performance;
• submitting and realising investment proposals for further growth, such as increasing rail capacity and expanding biofuel capacity, including SAF, with improved jetty accessibility as a key focus;
• improvements in tank maintenance and cleaning, resulting in shorter out-of-service times.

“The core of this is setting clear frameworks and actually delivering on them. We have clearly shifted from an effort-driven organisation to a results-driven one. That requires a different mindset, which you can see taking shape.”

Culture: ownership requires guidance

Since Liquin became an independent organisation, more is being asked of employees. “We want employees to take more ownership. But that’s not a switch you can just flip. It’s a process.”

According to Janhein, this requires both guidance and clarity. “Managers and employees need support: what does ownership actually mean in practice? When do you take responsibility? We are actively working on that through discussions, sessions and coaching.”

The separation placed heavy demands on the organisation but was achieved with strong engagement and without disrupting operations. “That was an achievement in itself. We were able to catch our breath, and now we are ready for the next step: delivering on our goals together and further strengthening ownership.”

A sector under pressure, yet full of opportunities

Janhein speaks frankly about the market reality. “The industry remains vulnerable. High energy costs, regulatory pressure, nitrogen issues, grid congestion and dumping from the Far East. The chemical market in Europe, and with it the chemical cluster in Rotterdam, is facing very challenging conditions.” This also affects Liquin. “Our customers are under pressure. That directly impacts our volumes and, due to rising costs, our margins as well. From a commercial perspective, 2026 will be a challenging year.”

The focus for 2026 is clear:

• further improving customer service;
• reducing operational costs;
• delivering approved growth projects within budget and schedule.

“That means being critical about how we spend money, while at the same time continuing to identify and seize opportunities.”

From insight to action

Especially in a market under pressure, opportunities emerge, says Janhein. “That gives me a lot of energy. Working with customers to find solutions and actively involving employees in initiating improvements.” He points to examples of optimisations without major investments and improved insight into operational performance. “What people have been saying for years about vessel waiting times is now transparent. And more importantly: we are acting on it. No longer treating symptoms, but addressing root causes.”

He also sees potential in the energy transition. “This transition is currently being tested, but it also creates opportunities to grow further in so-called transition fuels and biofuels. That’s an area where Liquin is strong. We want to further anchor our role in our customers’ logistics supply chains.”

Delivering in a complex market

At the end of the conversation, Janhein summarises it in one sentence: “Our challenge and success factor is capitalising on opportunities in a market under pressure. That requires sharp focus, collaboration and ownership. And those are exactly the areas in which I’ve seen Liquin mature over the past two years.”

Het bericht “Especially in a market under pressure, we need to capitalise on opportunities” verscheen eerst op Liquin.

Marlon works as part of the Projects team together with two coordinators, two supervisors and three engineers. “We’re like a well-oiled machine. The engineers order a job, it goes to the coordinator and then I take it over in the field.”

Staying critical, thinking ahead
A job can be anything: replacing pipelines, steel constructions, concrete work, you name it.
“We only work at our own terminal, with contractors carrying out the actual work. As supervisor, I make sure everything runs smoothly, according to planning and agreements. Theory and practice are not always the same, so you have to stay critical and think ahead.”

Every morning, Marlon starts around 6:30 am by reviewing the work permits for the day.

“Some are new, others need extending. I usually wrap up the day with a tour outside. That way I can see for myself how things are going and give my final comments.”

Organising, communicating and building trust
What do you need for this job? “You’ve got to enjoy organising, be a strong communicator and have a good sense of people. And above all: be eager to learn. You keep developing yourself, and that’s what makes it fun. Recently I completed my training as a visual welding inspector. Tough, but fantastic that I got that opportunity.”

Safety and quality always come first. “You have a certain responsibility. If something goes wrong, you feel it immediately. That’s why I consult with colleagues a lot. If I’m ever in doubt, I speak up straight away. You work independently, but never alone.”

From chef to supervisor
Marlon has been working at Liquin for over five years now. He originally started out as a chef. Later he worked as a welder and gradually found his way into the chemical industry through an agency. “I’ve done it all: from maintenance to construction, from heat treatment to torque and tension. A mate of mine who was a supervisor at Shell got me into the former Vopak, and I stayed on when it became Liquin.”

His working day usually ends around 3:00 pm. “Perfect, because I’m a father of three and live in Spijkenisse. I used to do heavy work in shifts, and that was exhausting. Now I have a great balance. This job suits me perfectly.”

Proud of his role
What does Marlon enjoy most about his work? “The variety, the interaction with people and the feeling that you’re really making a difference. Every day we’re working to improve here. And when you complete a project successfully as a team, it’s truly rewarding.”

Het bericht A day in the life of Marlon as Field Supervisor verscheen eerst op Liquin.

From 3rd operator to 1st operator… and beyond
The career path for operators is clear and structured. New colleagues start as 3rd operators. With carefully compiled workbooks, they develop their skills step by step. “Once you’ve got those competences under your belt, you can grow to become a 2nd and later a 1st operator,” explains Willem. “And after that, there are opportunities like team leader, process controller or even shift leader. You decide for yourself how far you want to go.” It is important that employees take control of their own development. “We guide, coach and motivate,” Robin adds. “But ultimately, you have to take the steps yourself. That ownership makes people stronger.”

Personal supervision and real opportunities
Training at Liquin goes beyond ticking boxes on lists. Every employee gets a mentor and personal supervision. “With us, you really work together with an experienced colleague,” says Robin. “They assess not only whether you can do the work, but also teach you the practice. Theory and practice are inextricably linked here.” This approach pays off. Willem: “It’s great when someone starts as 3rd operator and after a few years, grows to become team leader. And sometimes people even move on to other departments like planning or customer service. That’s what makes our work so rewarding.”

The power of the Liquin Academy
The Liquin Academy is the flag under which the company bundles trainings, learning tracks and leadership paths. With this, Liquin goes beyond just following rules. It is the engine for growth. “We don’t just want to keep operations going today, we also want to build the terminals of the future,” says Willem. Digitalisation plays an important role in this. “New generations learn differently. No one reads a 40-page workbook anymore,” explains Robin. “That’s why we make more and more digital content: videos, interactive modules, blended learning. It’s a better way to meet what people need.”

Excelling in a world full of opportunities
Learning never stops at Liquin. The motto is clear: always better, always forwards. Whether you are a beginner, someone transferring from a different field or an experienced professional: there are opportunities here to develop yourself. “Everyone gets a learning track,” Willem emphasises. “And those who are prepared to learn and take ownership can go anywhere here.” Robin adds: “You don’t necessarily have to advance to a higher position. You can also continue to develop in your role. That’s what makes working at Liquin so attractive.”

Employer of Choice
Liquin wants to be more than an employer, it wants to be a conscious choice. With a tight-knit culture, excellent supervision and endless possibilities for development, Liquin offers a world full of opportunities. Or as Willem says: “The best thing is when old colleagues say to you later: ‘I’ve come further thanks to you all.’ Then you know you’re really making a difference.”

Ready to start your own career path at Liquin? Take a look at our current vacancies and discover the possibilities.

Het bericht Fuel your growth: a career at Liquin Operations verscheen eerst op Liquin.

1. “Technology is people-focused.”

Maarten: “Without people there’s no technology. Whether it concerns design, operation or maintenance, behind every installation there are people. Automation is increasing, but operators’ and engineers’ skill remains critical for safety and quality. If people don’t understand how something works, we can’t correct malfunctions. For me, that’s basic.”

Thomas: “I agree. For me, technology is about connection and consultation. We work in a complex, hazardous environment. Port of Rotterdam is perhaps the most dangerous place in the Netherlands. So it’s essential to find solutions together. Not blindly following rules, but daring to ask: Is this really the best solution? Technology requires human insight and courage.”

2. “Safety doesn’t begin with rules, but with trust.”

Thomas: “Safety isn’t the sum total of rules. It begins with people who dare to think, ask questions and suggest alternatives. I encourage my team to look at solutions not through the lens of rules, but through their own eyes. That requires trust on both sides. At the same time, I want to keep assessing designs myself, in order to initiate discussion and create room for innovation and creation.”

Maarten: “You don’t run a 24-hour company without trust. Our operators really know what they’re doing. They’re professionals. You see that in our programme ‘Trust & Verify’. We go through processes with colleagues, supervisors and management on the work floor. We ask questions and discuss matters. Rules are necessary, especially in an environment with toxic and flammable materials. But they’re there as support. Safety grows through dialogue, ownership and mutual trust.”

3. “New technology is the only way to achieve sustainable growth.”

Maarten: “That depends on how you define ‘growth’. Are you talking about increasing tanks, transport or turnover? Or cleaner air and reduced emissions? In all cases, technology is essential. We simply can’t meet emission standards without technological innovation. Combustion of emissions isn’t the future. We have to explore technologies that purify emissions without releasing CO₂. And at the moment, there are hardly any.”

Thomas: “New technology is indispensable, but we’re reaching our limits. I’m thinking about nitrogen regulations and net congestion. At the same time, there are opportunities. With each project, we explore how we can build as energy-efficiently as possible. For example, AI could help us to better predict and reduce emissions. In my opinion, Liquin must continue to stand out through smart solutions, both physical and digital.”

4. “A terminal is never finished.”

Thomas: “I agree 100%. Our terminals were built in the 1960s. That requires continuous renewal. Physically and in processes. We consciously invest in replacement and optimisation. Consider uptime, emission reduction and predictability. I also see building not just in terms of concrete and steel, but also as investing in teams and new ways of working. We’re not corporate anymore. It’s time for entrepreneurship.”

Maarten: “The world is constantly changing and we have to keep pace. Insights into risks and environmental impact are evolving, and so our way of working is too. For me, building also means investing in culture, in people, in safety. Continuous improvement isn’t a project but an attitude. Everything that gets attention, grows. And that applies to a terminal as well.”

Finally: Liquin’s future in three words

Thomas: “Bigger, safer, nicer. Bigger in potential, safer in execution, and nicer because we want to enjoy working together even more. I believe in trust, entrepreneurship and the joy of making things better together.”

Maarten: “Continuous improvement, passion and good neighbourliness. These three words summarise everything for me: continuous development, working with enthusiasm and being rooted in our surroundings. As an industry, we bear responsibility – not just in the harbour, but also beyond.”

Two go-getters for the Liquin of tomorrow

With a fresh eye, years of experience and a hands-on mindset, Maarten and Thomas bring exactly what Liquin needs in this new phase. Two go-getters who not only dare to look critically at how things are going now, but also help build the Liquin of the future. A young company with a rich history, firmly rooted in the industry, ready for a modern course.

Het bericht New faces at the helm: Thomas and Maarten strengthen the MT at Liquin verscheen eerst op Liquin.

Laying a foundation during a period of change
When Mark started at Liquin, the organisation was in the middle of a huge transition. Decoupling from Vopak not only led to technical and operational challenges, but also the need to rebuild HR from scratch. “From systems and processes to policies and culture: We had to recreate everything. In the first year, the focus was on independence, structure and building a solid HR foundation.”

That foundation now consists of an HR team with clear roles, modern systems and a people-focused approach. The core of Mark’s vision? HR must be in tune with the organisation, understand what drives people and actively contribute to leadership and development.

“We aren’t a remote department, but a strategic sparring partner for both employees and management.”

HR as a catalyst for culture and growth
At Liquin, HR is about more than just processes and compliance. It’s mainly about supporting a strong, progressive organisation. That means building a culture of technical excellence and entrepreneurship, where there’s room for ownership, initiative and personal growth. “We encourage employees to contribute ideas, adapt and grow. That starts with listening, being present in the workplace, working well in teams and really understanding what’s going on in the organisation.”

Mark’s HR team works on the basis of four clear pillars which contribute to Liquin’s ambitions. In this way, they are building a company that’s ready for the future: flexible, scalable and efficiently organised. At the same time, the focus is on developing people with a view to skills, leadership and personal growth. A strong and open culture is also essential: a safe work environment where colleagues feel involved and valued. Finally, attention is paid to fair and motivating pay, where transparency and balance are key. Mark explains: “We want HR to add real value, for our people and the organisation. That’s what I enjoy working to achieve every day.”

HR in the port: the right people in the right place
With over 6,000 open vacancies in the Port of Rotterdam, good employership isn’t a luxury, it’s a necessity. For Liquin, that means investing in people and thinking in terms of opportunities, says Mark. “We don’t just look at experience, but also at potential. As a result, in the last year, we’ve welcomed 27 new colleagues and 32 employees have progressed within the organisation. From people with skills in other fields to young talents and experienced professionals: We want to be attractive to a broad target group.”  

The Liquin Academy is an important driver of employee development. “It includes mandatory safety trainings together with talent development and management training. In addition, we are starting to partner with training institutions to accelerate the influx of young talent and to research how we can offer roles to people with an “intellectual” disability, like keeping the terminal tidy for example.” In this way, we are gradually building a learning organisation that’s future-ready and socially responsible.”

You also see this commitment in the workplace. “With initiatives like the Ownership Award, where colleagues nominate each other for exceptional performance, we reinforce the feeling of being valued. We also celebrate Employee Appreciation Day, and organise themed lunches and celebrations with a cake of our own creation. And we support colleagues’ initiatives, like sponsoring sports events. Even our annual barbecue is the result of an idea generated by our Christmas ‘Wishes for Liquin’ activity. In this way, we ensure that everyone feels seen and happy to be part of Liquin.”

Employer of choice
At Liquin, it’s about more than just being a good employer.

“We want to be an organisation people consciously choose and where they stay. A place where you’re seen, can grow and are part of new generation of terminal workers with a scale-up mindset.”

That’s not just an ambition, but the core of Liquin’s HR strategy.

Welcome to your world of endless opportunities!

Curious about working at Liquin? Check out our latest vacancies at www.liquin.com/nl/vacatures

Het bericht A year in HR at Liquin: building, connecting, looking ahead verscheen eerst op Liquin.

Based in the Port of Rotterdam, Netherlands, Liquin Terminal Botlek has a rich history as a storage terminal. The facility was founded in 1954 by Nieuwe Matex, which later changed its name to Van Ommeren Tank Terminal, and subsequently became Vopak Terminal Botlek In 1999, after the merger with Pakhoed.

On 1 December 2023, the name changed again after Vopak divested the terminal, and Liquin was born. Overall, Liquin is made up of three terminals in the Port of Rotterdam, all now owned by Infracapital, a London-based investment company. ‘From an organisational perspective, after the divestment of Vopak, becoming an independent tank storage company with a fresh and new identity has been a huge change and challenge for Liquin,’ says Peter van ‘t Hoff, senior sales manager at Liquin.

‘But cutting the Vopak umbilica cord, as it were, has enabled us to be a more agile business unit — and we hope our customers see this reflected in the way we work together.’

The name Liquin comes from liquid and industry. ‘When it came to rebranding, the marketing approach was actually really fun,’ says Sebastian Margry, sales officer at Liquin. ‘We asked for employee input and together with an external party we collectively came up with a name and logo that best represents us.’ The three circles in the Liquin logo represent the three key Rotterdam terminals — Botlek, Chemiehaven and TTR.

‘Botlek is our bulk terminal, with the main activity being storage of bulk products like methanol, styrene, (bio) ethanal and other biofuels,’ continues Margry. ‘Products come in by vessel and mostly go out by barge — though we do also have rail and road infrastructure here, too.’ In contrast, Chemiehaven is the industrial terminal, with mostly pipeline connections to surrounding facilities and customers. Its strategic location enables this much more easily. Finally, TTR is touted the distribution terminal, focusing mainly on specialty chemicals. ‘Everything that comes in to that terminal tends to leave by truck or rail,’ says Margry.

And so it’s no surprise that Liquin’s Botlek terminal was the chosen facility for StocExpo’s tour for 2025. Van ‘t Hoff explains: ‘It’s the biggest facility, so here’s more to see.’ With over 880,000 m3, nearly 180 tanks across 20 tank pits and 15 jetties, attendees to StocExpo that are lucky enough to have a slot on the terminal tour will be treated to Liquin’s state-of-the-art tank constructions, and various jetties. ‘There’s always something happening, and hopefully, we’ll see some large vessels on the day to give visitors a real sense of the scale of our tanks and ships,’ says van ‘t Hoff.

Liquin’s main focus for the future is to ensure the terminal’s infrastructure is still fit for purpose and up to the highest standards. With 180 tanks holding 882,683 m3 of liquid product, it’s a challenging job. ‘Over the last 20 years, our biofuel portfolio has grown immensely,’ says van ‘t Hoff. ‘Botlek stores a lot of biofuels, like ethanol, biodiesel, SAF and HVO. as well as chemicals such as methanol, styrene, plasticisers and aromatics.’ In order to best handle these products, Liquin Terminal Botlek started clustering products together in dedicated tankpits. This also helps minimise the risk of contamination, and prevents unnecessary cleaning of lines and pumps.

Van ‘t Hoff highlights a 2021 tank building project as a key point in the terminal’s growth. ‘The project at tank pit 12 involved the commissioning of 15 stainless steel and insulated tanks, storing 64,395 m3 of styrene,’ he says. ‘This has positioned us as the styrene hub of Rotterdam.’ And this kind of innovation is exactly what sets this terminal apart in the busy Rotterdam hub.

‘This state-of-the-art stainless steel styrene tank pit significantly reduces the risk of polymerisation,’ explains van ‘t Hoff. ‘Older mild steel tanks are fine, but the new stainless Steel insulated tanks at tank pit 12 keep the product cool, so the chance of polymerisation is reduced to virtually zero.’

‘Of course, the tanks are also built to the latest safety and environmental regulations and rules, so it’s really a completely different kind of tank pit than we had 20-60 years ago,’ adds Margry.

Even down to the solid concrete foundations; the tanks are taller because he groundwork can support heavier assets, which means the terminal can store larger volumes of product in a smaller area. ‘We’ve kept those older tanks up to date over the years,’ says Margry. But there’s a big difference in even just the technology you can attach to the new tank vs the older ones — you’ll see it if you join us on the tour.’

An additional challenge that Liquin has is that the three terminals were all previously owned by different companies — so the tanks and surrounding infrastructure were built and maintained to a specific (but sometimes different) standard. ‘However, we’ve modified the terminals to bring harmony and synergies, but as each one has its own specialty and quirks, it’s actually an opportunity for the different terminals to learn from each other and adopt new ways of working,’ explains van ‘t Hoff.

‘We are continuously looking for organic growth, higher throughput and to improve our service by upgrading our infrastructure,’ says van ‘t Hoff. ‘Safety, sustainability and DEI are a big focus for us, as we want to improve our own ways of working in order to be the preferred solution provider within our customers’ supply chain, and as such being the ‘partner of choice’. A big part of this is ensuring the terminal is ready to handle new energies, such as biofuels and recycled chemicals. Furthermore, Liquin Terminal Botlek has room to expand — by building new tank pits on top already-decommissioned assets. ‘We still have landbanks open so we have the opportunity to expand our storage and distribution capacity, and we are working hard to develop new opportunities,’ says ‘t Hoff.

One element of this type of investment is into digital tools that can increase efficiency and safety on site. Liquin is transitioning to a new, state-of-the-art, terminal management system (TMS), covering all steps from contract through order execution and invoicing. ‘The new TMS will bring significant enhancement to our operations having also many benefits for our customers, including real-time visibility into product status and daily activities, enhanced accuracy and safety supporting a ‘first-time-right’ approach,’ says Margry.

On the other side of the coin, Liquin is keen to make its own facilities as sustainable as possible, installing new regenerative thermal oxidiser (RTO) to burn away potentially harmful volatile organic compounds (VOCs) and incorporating more internal floating roofs to keep emissions as low as possible. ‘We’re really investing now so that we can be prepared for the greener future,’ says Margry. Having already reached its 2030 target of reducing CO2 emissions by 42%, Liquin is even more motivated to find new possibilities to contribute to a more sustainable future. Margry highlights 2022 as a key moment in Liquin’s sustainability journey:

‘We introduced our so-called ‘Energy Control Room’, where we continuously explore new ways to optimise and reduce energy use and drive sustainability. And it’s clearly making a difference.’

Subject to availability, attendees to StocExpo will be able to visit Liquin Terminal Botlek on 10 March 2025 in Rotterdam.

Het bericht Sebastian and Peter’s interview with Tank Storage Magazine. verscheen eerst op Liquin.

The day begins: setting priorities
Keith starts his working day between 8.00 and 9.00 am with an overview of priorities. “First I check pressing matters and talk to contractors, colleagues and other departments. Everything depends on good communication and collaboration so that projects run smoothly,” he says.

With his fellow engineers and coordinators, he works on a programme in which an average of 20 to 25 tanks a year are maintained. This work comprises inspections, planning repairs and implementing improvements. “Planning is everything, because a tank that’s out of service means reduced storage capacity and in turn, reduced turnover.  If no alternative tank is available for the client, turnaround time becomes even more crucial. Our goal is to keep the turnaround time as short as possible.”

From inspection to implementation
Keith’s job starts well before the actual maintenance work on a tank. “First we determine the scope of the project, make a budget and draw up a rough plan. That’s followed by the detail engineering, drawing up test and inspection plans (QA/QC) and safety plans. Then we hand the project over to the construction department for implementation,” he explains.

Technical inspections play a crucial role in his work. These inspections assess the state of a tank, using both the naked eye and wall thickness measurements. “Based on the inspection results, we establish what’s required to make the tank operational and safe again. It can be a matter of simple repairs or bigger improvements like replacing tank bases or coatings.”

Precision and planning: from beginning to end
A tank maintenance project can result in a longer turnaround time, from the preparation phase to completion. Keith: “The implementation itself takes 16 weeks, but the preparation and completion take just as much time. It’s important that everything is prepared properly so that the work runs smoothly. We are continuously striving to optimise our processes in order to achieve our targets more efficiently.”

The challenges lie in the details according to Keith.

“Every tank is different, depending on the product stored and the technical requirements. Some chemicals corrode materials faster, which means the inspection and maintenance intervals have to be shorter.”

Outside and inside: a varied workday
Although Keith spends most of his time in the office, he regularly goes outside to assess inspections and problems in the field. “I’m outdoors for about 20% of my time. It varies depending on the phase of the project,” he explains. “Sometimes I spend weeks drawing up a plan and budget, whilst during other periods I’m more in the field assessing situations or monitoring progress.”

Collaboration with different departments
Keith works closely with various departments within Liquin, like the operational teams, maintenance, commercial department and the SHEQ team. “A big part of my work involves communication. We have regular consultations to discuss what actions are required to complete a project on time and within budget.”

Partnership with external contractors and suppliers is also an important element of his work. “We ensure that everything is right technically, but the implementation is often in the hands of external parties. It’s our task to ensure compliance with Liquin’s standards and legal requirements.”

Knowledge and growth
With a background in process and energy engineering at TU Delft, Keith has a solid technical foundation, but he admits that a lot of knowledge is only gained through practical experience.

“There are some things you can’t learn from a book. Here you learn by working together with experienced colleagues and by being involved in different projects.”

Keith has a clear ambition to continue growing within Liquin. “I would really like to take on bigger projects involving even more disciplines and complexity. Here at Liquin, you get that chance. It makes the work challenging and exciting.”

Het bericht A day in the life of Keith as Project Engineer Tanks verscheen eerst op Liquin.

Starting the day: client contact and planning
John begins each working day by going through the activities that have taken place both night and day. “Our market runs 24 hours a day, seven days a week,” he explains. “When I get in in the morning, the first thing I do is look at what’s happened in the meantime.” Has everything been carried out on time according to planning? Have there been delays? These checks are crucial for progress, particularly for ethanol, a product governed by strict regulations and where every detail has to be correct.

As well as these checks, John handles day-to-day contact with clients. Liquin’s ethanol clients are mainly major international players, dealers and distributors who trade in chemical products. John ensures that all client requirements and orders are processed smoothly.

“I’m the first point of contact for our clients. Their questions, concerns and desires all come to me. It’s my job to make sure that everything is correctly registered in our system so that the process runs smoothly.”

A varied role with responsibility
Customer service at Liquin is about much more than just inputting orders. John has a varied role: he’s responsible for administrative processing, monitoring progress and advising internal and external clients. “We call it ‘order to cash’. I input the orders, but I also check if everything’s possible and keep the client posted,” he says. Ethanol also involves strict compliance with customs regulations. “Like many of the products we store, ethanol is excisable which means that it has to be carefully checked by customs. This has to do with the large sums involved in this trade.” Liquin has a highly skilled customs team that oversees this process efficiently, ensuring that clients are completely free from any concerns. As a result, customers can trust that all customs formalities are handled correctly and smoothly.

John explains that his work demands precision. An error in administration can lead to delays and major costs. “I work closely with our planning and operational teams. If I make a mistake, it can disrupt the entire chain. That’s why it’s important to check everything properly. And of course, to inform the client honestly and in advance.”

The challenges and complexity of customer service
John describes his work as challenging and complex, mainly because he deals with various parties. “We work with shipping a lot, which means that we’re dependent on the planning of ships and other external factors. It can suddenly happen that a ship arrives later than planned and then I have to react quickly to ensure that everything still runs according to plan,” he explains.

Ethanol clients are often large international companies, but smaller distributors also regularly turn to Liquin. This diversity requires flexibility and adaptability. John: “Every client has their own planning and clients often sell ethanol to one another. That can sometimes be a ‘maze’ in terms of planning.”

Collaboration and atmosphere at Liquin
Team spirit is important to John. He works together with a group of 15 Customer Service Representatives focused on different products. “We work together closely and share knowledge with each other. Particularly with ethanol, which can be complicated, it helps to discuss things together,” he says. To the question about how he experiences the atmosphere at the company, he replies: “It’s an open, transparent environment. You can contact everyone here easily, from your immediate colleagues to senior management. We have an informal, Rotterdam-style work atmosphere. It works very nicely.”

Alongside his direct colleagues, John works a lot with the planning department and the operational teams. He also maintains regular contact with the customs department which monitors compliance with regulations governing storage and transport of ethanol.

“Collaboration with other departments is crucial,” he emphasises. “Everyone has their own role, but we really need each other to ensure the process runs properly.”

Loyalty and pride
After nearly 17 years at Liquin, John is still proud of his work and his contribution to the company’s success . He talks about how he enjoys sharing knowledge with his younger colleagues. “I may be one of the senior people in the department, but that offers the opportunity to share my experience. I like guiding new colleagues and helping them find their way in the job. It’s important to help each other because we’re all in it together.”

John gets satisfaction by achieving results and delivering high-quality service to clients. He values client focus and working proactively, he explains. “My aim is always to satisfy the client and prevent problems through good planning. That makes me feel proud and fulfilled,” he says. Despite the high pressure sometimes, he believes it’s important to continue performing his work with precision.

A service-oriented future
For John, it’s clear that he feels completely at home at Liquin. With his years of experience and commitment, he’s a valuable asset within the company. “It’s great to see how we as a team do our best every day to provide the best possible service to our clients,” he says.

“I’m proud of what I do here and look forward to what the future brings. It’s a job where you learn something new each day. That keeps the work interesting and challenging.”

Het bericht A day in the life of John – Customer Service Representative verscheen eerst op Liquin.

Live dashboards
To monitor its energy and utility consumption, Liquin has developed a set of live dashboards including the Energy Control Room. These dashboards are continuously updated, allowing the company’s engineers to monitor each utility’s consumption per terminal on a daily basis. Once a week, a group of key colleagues from each of Liquin’s terminals examine daily utility usage. If there are any unusual fluctuations, they find out why these deviations are happening. The dashboards also allow the company to compare energy and utility consumption to the projected and actual costs. In this way, the dashboard monitoring drives a lot of Liquin’s energy-saving and sustainability initiatives.

Reducing steam usage
One of the main initiatives has been to reduce steam usage at Botlek Terminal by a finding more efficient solutions. Like a lot the company’s optimisation measures, this project involved having all the relevant data available and asking the right questions, like: Why are systems heated to a particular temperature? Is this necessary all year round?

Reducing emissions without hindering operations
The project was a multi-step process involving a lot of testing to ensure that any changes didn’t have a negative impact on Liquin’s operations. By re-organising the steam network and shutting down parts of it during the warmer months, the company has been able to reduce gas consumption without hindering its business. This in turn has enabled Liquin to reduce CO2 emissions at Botlek Terminal by 60% in two years.

Reaching 2030 target ahead of schedule
Because Botlek Terminal is Liquin’s biggest site, this emissions reduction has made a big contribution to the company’s overall sustainability target. In 2021, the company set itself the ambitious goal of reducing carbon emissions by 42% by 2030. This project helped it reach that goal in 2024.

Finding smarter solutions
One of the biggest challenges in achieving this 42% target was network congestion in the Port of Rotterdam, as the harbour’s existing electricity infrastructure struggles to keep up with the electricity demand of companies wanting to make the energy transition. Electrification is often the easiest way to reduce emissions, but this isn’t always a viable solution for Liquin since there’s a cap on the net capacity. This forces the company to come up with smarter ways of reducing emissions and becoming more sustainable in the future.

A new mindset
The sustainability programme has had a large impact in a relatively short amount of time. Reaching the 42% reduction ahead of schedule has helped raise awareness about energy consumption within the company. It has also become part of people’s mindset in doing business and when implementing changes and new projects. As a result, the whole of Liquin is motivated to set ambitious new targets for 2030 and further down the road in line with SBTi targets.

Het bericht How Liquin uses smart solutions to reduce its energy consumption and carbon footprint verscheen eerst op Liquin.

From Sinterklaas party to ongoing marketing initiatives
Shortly after she began, Senna was involved in organising the annual Sinterklaas party, a long-standing tradition at Liquin. “I was responsible for organising everything, from making a plan to implementation on the day itself. The party was a great success! The most fun thing was making a video in which Sinterklaas got lost at our sites. The children were on the edge of their seats and were thrilled when he walked in.” As well as the Sinterklaas party, Senna also worked on ongoing initiatives in the Marketing department.

“It was great that I was given responsibilities right from day one. A lot of interns I know mainly do support work, but here you really get the chance to take the reins of something yourself.”

A great work atmosphere
Senna appreciates the open and friendly atmosphere at Liquin. “Everyone is very accessible and takes the time to talk to you. Once a month we have communal lunch in the office at Chemieweg. The fact that her mother also works at Liquin was a nice added extra. “We drove to work and had lunch together, but otherwise we had our own jobs to do.”

New skills and new plans
Senna’s internship was focused on marketing and event organisation, in line with her intermediate vocational training in sports marketing at Zadkine College. “I enjoyed discovering how multifaceted marketing is. For now, organising events is the thing I most like to do. Perhaps I’ll continue in that direction, but who knows? I might be able to combine it with my passion for horses.” Senna is finishing her internship period with a positive assessment and new skills under her belt. She looks back on a rewarding time at Liquin. “I’ve learned a lot and met some great people.”

Internships at Liquin
Liquin is an Accredited Work Placement Company and offers internships in various departments. Whether you’re interested in marketing, engineering or another discipline, at Liquin you get the chance to develop yourself and be part of the company. Would you like to do an internship at Liquin? Check our internship vacancies here and discover the opportunities for you!

Het bericht A successful marketing internship at Liquin: Senna shares her experience verscheen eerst op Liquin.