Liquin has been operating independently for two years. Two intense years marked by significant change, progress and achievement. At the end of 2025, Liquin’s CEO Janhein van den Eijnden looks back on the past year and on Liquin’s development since becoming an independent company. He reflects on milestones, culture, ownership, and a market under pressure, but one that also offers clear opportunities.
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.”
