How did you first end up in the oils and fats industry?

It all happened by chance. Unilever had contacted my school looking for students who had achieved good results and were available to start work immediately. That's how I ended up at Unilever. At the time, I knew absolutely nothing about the industry. I started with a completely open mind. If someone had told me then that I would still be working in the industry forty years later, I probably wouldn't have believed them.

 What made you stay?

It was never a conscious decision to spend my entire career in the industry. I simply found myself in it, and one challenge naturally led to the next. Oils and fats have always been the common thread, but around that I've had the opportunity to work with many different companies, roles and people. That variety has kept the work interesting.

 You've worked for a wide range of companies and in many different roles.

Looking back, I realise that my career evolved alongside the development of the industry itself. I started at a time when large companies still carried out most activities in-house. Later came the wave of divestments, with businesses focusing increasingly on their core activities. I quite literally moved along with those changes. As a result, I've worked for a diverse range of companies, including Unilever, Schutter, Uniqema, KrudoHSC, Wilmar and MaasRefinery. In hindsight, that has given me a uniquely broad perspective on the industry.

 Was there a particular period or role that shaped you the most?

That's a difficult question because it also depends on the stage of life you're in. Having said that, my time at Uniqema was particularly important. I was given the freedom to develop myself and learned an enormous amount. At the same time, I've thoroughly enjoyed my years at MVO and NOFOTA, and I'm equally excited about what still lies ahead. My current role brings together everything I've learned throughout my career.

 What makes your current role so interesting?

Over the years, I've developed a broad perspective on the industry. I've worked with traders, refineries, laboratories, inspection companies, producers and industry associations. That helps me understand different sides of the same issue. At MVO and NOFOTA, that perspective is invaluable. It has also allowed me to build an extensive network. I know people across virtually every part of the supply chain, and those relationships are incredibly valuable in my day-to-day work. It's the people and the network that give me energy and make the job so enjoyable.

 Has the industry changed much over the years?

Perhaps what strikes me most is what hasn't changed. This has always been an industry built around people. It remains very much a people business. Of course, it's a commercial sector where companies compete fiercely, but there's also a strong willingness to work together for the benefit of the industry as a whole. You see that every day in the MVO and NOFOTA working groups and committees. And when a factory is forced to shut down because of a major incident, competitors are often willing to step in and help. That spirit of cooperation has been part of this industry for generations.

 What makes the combination of NOFOTA and MVO so valuable?

I've now been working for MVO and NOFOTA for almost fourteen years. I believe the two organisations complement each other extremely well. When NOFOTA joined MVO, it created an organisation where knowledge, experience and networks came together. That has strengthened both organisations. We can engage with government together, share expertise and organise events jointly. Together, we achieve far more than we could individually.

 Within MVO you focus on topics such as food safety and animal by-products. Has that work changed over time?

What has changed most is the sheer volume of legislation. As a result, companies increasingly need practical support. In the past, the emphasis was more on long-term policy development. Today, we're much more involved in helping members interpret, implement and comply with legislation. Increasingly, we act as a bridge between government and industry.

 Looking back over the past forty years, what are you most proud of?

I'm not someone who likes to say, "Look what I've achieved." Everything is done together with colleagues and our members. But I'm proud of how both organisations have developed. When I first became involved with NOFOTA, it had 132 members. Today, it has almost 200. The Annual Dinner was also much smaller. In 2011, around 570 people attended; today it brings together more than 900 professionals from the international trading, logistics and oils and fats industries and is widely regarded as one of the sector's leading annual events. When you see how many business relationships are built there, and how many companies organise their own customer events around it, it really demonstrates the strength of the network.

The same applies to the MVO course. What began as a relatively small initiative has grown into a professional programme attended by employees from across the supply chain. What's particularly rewarding is that participants not only gain knowledge, but often build their first professional network there as well. I regularly hear from former participants who are still in touch years later. That shows the course has become much more than just a training programme.

 What advice would you give to young professionals entering the industry?

Invest in personal relationships. These days, much of our communication takes place digitally, but ultimately this remains a people business. Attend industry events, become actively involved in committees, talk to colleagues and build your network. Not because you have to, but because those relationships will benefit you throughout your career. I hope a new generation will become just as enthusiastic about this industry as I have. For organisations such as MVO and NOFOTA, it's important that young professionals continue to stay engaged. Ultimately, they are the future.