Mathias Potvin, Terminal Manager at LBC Rotterdam, has been named Plant Manager of the Year 2025 — an honor that he insists belongs not only to him but to the entire team. We spoke with him about his new title and what it represents.

1. What did it mean for you and your team to be named Plant Manager of the Year 2025?

It was a huge recognition of the hard work and dedication of the entire team at LBC Rotterdam. This title is not just a personal achievement; it’s a confirmation that as a team, we have prioritized progress and trust in a dynamic and sometimes challenging environment. It is the culmination of years of effort — and a motivation to do even better.

It’s a special honor to represent the Dutch chemical and process industry as its ambassador for a whole year.

 

2. Looking back on this journey, what are you most proud of?

I’m particularly proud of the mindset shift that has taken place at our terminal, focused on two key pillars:

1. Safety: Since 2022, we haven’t had a single incident resulting in absenteeism.

2. Customer focus: Believing that our customers can also be our partners — and treating them as such — has created a completely new dynamic, one in which everything can be discussed openly.

We’ve made impressive progress in both areas, with tangible results to show for it.

This success, in my view, comes from placing the right people in the right positions and working according to our motto:
“Together, We learn and grow from our mistakes, but we celebrate together our successes!” 
 

3. What role do training and development play in your organization’s success?

Training and development play a crucial role, especially in a fast-changing sector where skilled workers are scarce. We invest in knowledge and skills — not only through mandatory certifications but also by offering tailor-made learning programs.

This allows us to attract people from other industries and help them grow within our sector, bringing in fresh perspectives and stronger engagement. What matters most is the willingness to learn and grow. It’s more important that someone has the drive to work than that they already hold the perfect set of certificates.

Knowledge can always be taught — but motivation and capability cannot.

4. How have the collaboration with Transafe Academy and the establishment of the LBC Academy contributed to this?

The collaboration with Transafe Academy and the creation of the LBC Academy have allowed us to train our people in a structured and customized way. This ensures that employees can continue developing themselves, directly improving our safety performance and operational excellence.

Now that we’ve laid the foundation together, LBC is charting its own path — but we owe much to this valuable partnership that helped us build that strong foundation.

5. What advice would you give to other organizations that want to strengthen and future-proof their workforce?

Start by listening to your people and investing in their development, even if they don’t come from your sector. Give them opportunities under proper guidance and observe how they grow.

Make sure that learning isn’t a one-time action, but a continuous process. Invest in a culture where mistakes can be discussed openly and successes are celebrated. Fear creates paralysis and risk — trust fuels success.

6. What challenges and opportunities do you see for plant managers in the coming years?

The challenges for plant managers in the chemical industry have grown significantly in recent years. Besides balancing sustainability, digitalization, and safety, we’re also dealing with geopolitical instability and non-uniform environmental standards across Europe.

This lack of uniformity gives global competitors an advantage and puts European industry under pressure. That’s why it’s so important for us, as a sector, to strive for greater alignment in regulation and collaboration among EU member states. Only by doing so can we strengthen our position and help restart the economy — the engine of our society.

These are difficult times for the chemical industry, particularly in regions such as Rotterdam and Antwerp, and across Europe in general. It’s up to us as plant managers to guide the sector through these turbulent waters. My motto:
“Work together now to fight another day.” Only through collaboration and shared commitment can we turn today’s challenges into tomorrow’s opportunities.

At the same time, these challenges open doors. At LBC Rotterdam, together with innovative partners, we’ve helped pioneer the use of pyrolysis oil for circular plastics. Thanks to these partnerships, we’re now proud to be the leading hub for pyrolysis oil in the ARA region, with extensive know-how.

Developments like this prove that those who dare to invest and collaborate are the ones who will seize the opportunities of the future.