After 38 years, Manfred knows Liquin’s Botlek Terminal like few others. He started as an operator in truck loading, worked in various operational roles for years, and served as a team leader, among other positions. For the past two years, he has been using all that hands-on experience as a Project Coordinator. “I look at new projects and modifications with an operational eye. Will it actually work in practice? Is it safe? And can the people out in the field use it properly?”
The link between plan and practice
Whether it’s a new loading station, modified pipe systems, new pumps, or an installation being recommissioned after maintenance, Manfred is involved in a wide range of projects. “A design can look great on paper, but it also has to be practical out in the field. Can you access everything easily? Is there enough space to work safely? And does it make sense for the operations? Those are the questions I focus on.”
He works on multiple projects simultaneously, usually between four and eight, ranging from major new builds to minor adjustments on existing installations. Some are still in the design phase, while others are nearly ready for handover.
Observe first, ask questions second
A project often starts with a commercial requirement or an operational need, after which various specialists map out what is required. Manfred steps in as soon as the initial plans take shape. “For example, I receive a design or a 3D drawing and assess how it will play out in practice. Sometimes you immediately notice components are placed too close together or future maintenance will be difficult. I point that out, and together we look for a better solution.”
Manfred doesn’t make those decisions alone. He presents plans to the operators who will eventually work with the installation.
“Ultimately, the people out in the field have to use it. So you shouldn’t just look at it yourself, but also ask them: how do you see this? Does this work for you?”
He considers this mutual exchange essential. Experienced colleagues know the terminal inside out, while new employees often bring fresh solutions to the table. “I enjoy sharing my knowledge, but younger colleagues also bring new insights. I learn from them as well.”
Diving into the details
A large part of his work involves gathering information and researching solutions, which is precisely what makes the role interesting for Manfred. For a new loading station, for instance, he investigated the required dimensions for the weighbridges. Tank wagons vary in length, weight, and capacity. Furthermore, an installation must accommodate not only today’s wagons, but also future developments.
“That’s when you really dive into the details. Which wagons are running? How long are they? What weights can they carry? And what do we expect in the future? You research everything, draw options to scale, and discuss what is technically and practically feasible.”
That problem-solving process gives him energy. “I like it when something isn’t fully clear yet. What exactly is going on, and how can we solve it? When you can genuinely improve something as a result, you’ve made a valuable contribution.”
Safety from the first design
Safety runs like a red thread through all projects. Manfred regularly takes part in HAZOP studies, where potential risks of an installation are discussed step by step. “Safety has to be engineered into the design right from the start, not added after something is built. For example, you check whether people can safely access components and whether installations are easy to operate and maintain.”
He also plays an important role during handover. During commissioning and testing, the team verifies whether everything has been built according to agreement and functions properly before the installation goes live.
“You inspect outdoors to see if everything is safely mounted and positioned. Then we test whether it does what it’s supposed to do. If we encounter a deviation during commissioning, we resolve it first. Spotting a discrepancy on time actually gives great satisfaction, it prevents it from becoming a problem later on.”
A workday filled with collaboration and variety
Manfred usually starts his day between 7:00 and 7:30 AM and works until around 4:00 PM. Living in Barendrecht, he likes to cycle to the terminal. He doesn’t have a rigid daily schedule: one moment he is discussing a design with Projects and Maintenance, and the next he is outside assisting with an inspection. “The best part is working with so many different people. You have all kinds of contacts and are constantly working on something new.”
The shorter lines of communication since the launch of Liquin help with that. “Decision-making is faster. When you have a solid, clear proposal, a decision can be made quickly. That makes for a pleasant way of working.”
Getting things done and asking the right questions
What makes a good Project Coordinator according to Manfred? A broad operational foundation helps, but curiosity, communication, and initiative are just as important. “You need to know a bit about many subjects and understand how operations work. You also need to switch easily between different people. You have to be approachable and listen well.”
Solution-oriented thinking is equally essential. If Plan A doesn’t work, you look for Plan B. “You shouldn’t just sit back and wait. Pick up the phone, drop by someone’s desk, and ask your question.” That direct approach fits well with Liquin. “It’s a bit of a Rotterdam mindset here: get stuck in and move forward. If something doesn’t work, you figure out how it can.”
Manfred goes home most satisfied when a project has progressed or a difficult issue has been solved. Finding a deviation can also bring a sense of accomplishment. “If something isn’t right during testing, that’s unfortunate, of course. But if we spot it at that moment, we can still fix it. That’s much better than having it come back later with someone asking why we didn’t notice it.”
