Why do you work for Duynie?

I work for Duynie because I like a challenge, and Duynie really presents a challenge. I witnessed the entire transition, starting from the day people still thought of side-stream starch as being just residual waste. It’s wonderful to see how we managed to transform this mentality and that side-stream starch is now seen as a high-quality co-product creating new value for suppliers, customers and the environment.

What is your role at Duynie?

Formally, I am Assistant Plant Manager. But actually, my job description would fill a full sheet of paper. I organise things relating to safety and to training courses (such as the Vapro courses for operators, company first aid courses and forklift operating courses), I assist with various operational processes, I am a member of the Works Council and I look after lots of other things in the field of facilities management. If it’s needed I’ll happily hop on a forklift as well. My job is all about cooperation and collaboration.

What do you like about your job?

Every day is different, so you need to be able to improvise in this position. You can make a plan at the start of the day, but at the end of the day you may have completed just a quarter of what you had intended to do. You need to anticipate whatever may come your way, and then deal with it. It keeps you young and sharp. And it’s fun to be constantly flexible in how we respond to the market, as a business. Initially we only produced starch for cardboard manufacturers, and now also for food producers.

How long have you worked for Duynie?

I started in 2013, initially with the job of designing procedures. At the time you could see how Duynie was evolving into an important and professional component of Duynie. Duynie is now a serious partner with a much higher turnover than before.

What are the challenges you face in your work?

It’s quite a challenge to really implement TPM (Total Productive Maintenance) thoroughly by means of audits and team collaboration. Several attempts were made in the past, and although much has been implemented, we still have some way to go. To be fully successful, we really need to persevere now. Another challenge relates to keeping our Food certificate.

What is your proudest personal achievement?

I see my membership of the Works Council as a fine accomplishment, for Duynie but also for myself, personally. This has given us a voice. Another accomplishment is that we completely rearranged the production plant throughout the years. It also makes me feel proud to train colleagues and then to see how they perform in their job. And the fact that we really put Duynie on the map is another source of pride.

What is your proudest team achievement?

I especially feel proud of the fact that we manage to achieve such a fine turnover with such a small team. And that our team is so flexible. This demonstrates the strength of our organisation.

What challenge are you working now?

It’s particularly important now to maintain the process. We can’t really influence the economic future, but we can try to respond to it as well as possible.

What do you see as the main benefit of working with and being part of Duynie?

The fact that we can learn from each other is a significant advantage. Sharing knowledge within the organisation is important. The older generation needs to transfer knowledge to the younger colleagues. But everyone needs to keep learning from each other. That’s why I’m particularly pleased with the development of a ‘Duynie academy’.

What would you like to achieve as a team in the future?

I would like to have even more opportunities in the future to train personnel to achieve the right standards. This way we can be sure to stay focused and to preserve the continuity of the organisation, and where necessary to implement improvements. Certainly with a view to the food audits, this is essential.

Who or what inspires you during your daily activities?

Our new team consists of a production manager, water purification, the facilities department, and me. As a team we arrange the daily activities, with very short communication lines. We also have three team leaders, one per shift. This also increases our efficiency. But our higher management is also involved with the activities and with what’s happening on the ground. This is something unique, which you don’t often see in other companies. It really makes us feel part of the group.