Bart Kuiper: “I hope that people feel empowered by daring to make a difference”

A generalist with an entrepreneurial itch, he has been involved in nearly all aspects of production engineering during his tenure. His educational background in industrial design has made him specifically interested in what he calls “the fuzzy front end of new product development and the muddy back end of product management.” This has led him to always keep a broader view that stretches beyond the production line. At the moment, for example, he is also part of the team that is developing and implementing the use of composite materials.

When he started out, he never expected that he would stay with the same company for so long: “Every year has been different. New ideas are always coming and going. Perhaps, this is the reason why I'm still here. Each year I evaluate: Am I still having fun together with my colleagues? Am I still learning new stuff? Am I developing myself? Up till now I've always, answered it with a resounding ‘yes’ and that's why I'm still here, why I’m still really enjoying my work.”

More specifically, he notes that “there are not many products that are this interesting from an engineering point of view. Everything comes together at Ampelmann. It's the big stuff, the heavy stuff, like the steel structures, but also the software, the electrical elements and, of course, the hydraulics. We do the full scope - all the way from design to construction. We sell and rent systems, train operators and service our fleet of gangways. There are not many companies that have such a broad scope.”

From the small to the big things

Though Bart admits that he does not think about the core values daily, “I think they are very much in line with who I think I am. They make sense to me, maybe that’s also the reason why I've worked at Ampelmann for so long. It's an easy match.”

Nevertheless, though he feels all the core values have become “part of his professional DNA”, he thinks that “dare to make a difference is the most ‘Ampelmann’ one. It’s how we began. When we made the first fully motion compensated gangway there was nothing like it, but we still thought it was a good idea. It’s this core value that continues to shape our ideas about innovation, it’s what led to our new electric fleet and our more recent use of composites.”

Nevertheless, Bart thinks this about more than the technology alone: “We're innovative, technically speaking, but more generally, we're always looking at whether there are better ways of doing things. Everyone can have an impact, whether it’s in the small or the big things. If you want to become a safety ambassador, or you have an idea on sustainability or on how to improve diversity, equity and inclusivity (DEI), you can do it. It's just an open application; it's not based on any specific role.”

“Of course, I’ve had my professional and personal ups and downs, but I’ve always felt supported by the organisation. It really suits my entrepreneurial spirit. Ampelmann is not some vague thing. It’s us, it’s you and your colleagues. It feels like a big institution because the company's getting bigger, but at the end of the day, it's just you and the person sitting next to you at lunch. I don't think we’re really hierarchical. You can come in, green as grass and others will support you if you have a good idea. Don't underestimate the impact that you can have and be brave to pursue it. I hope that people feel empowered by daring to make a difference.”

Bart’s feelings of empowerment not only shows the importance of community and purpose but also that thinking inclusively is crucially important to him: “There is always room for improvement, but I feel that people are really trying their best, something that the recent DEI questionnaire also showed.”

“I hate to say it, but we all have unconscious biases. It’s important to be honest about these. I sometimes have to push myself to avoid predispositions, biases and the like. It can be in the little things, cultural or linguistic differences. In a way, I have double feeling about this core value as in an ideal world it shouldn’t be necessary.”

Though Bart emphasises that while it is important to overcome these differences it is equally important to foster them: “Whether it's cultural background, gender or, for example, neurodivergence, you need to have different people on board, especially those that fall outside the prevailing norm. That's where different views and perspectives can come from. It’s what stimulates creativity and how you get to that one brilliant idea that saves the project.”

The Mercedes of Offshore Access

If the previous core values represent the ‘muddy back end’, driving engineering excellence can be considered the ‘fuzzy front’. According to Bart it is the ‘raison d’être’ of Ampelmann that earned it the moniker “the Mercedes of gangways”. This core value, he says “is much more about technology, about the factual side, the products and the specifics of the solutions we bring. It’s the edge we have as a technology driven company, but it can also be found in our support systems, our services and how we communicate with our clients.”

“I think excellence is the keyword there. Something that is excellent is never a bad thing. Just good enough doesn't do it and neither does over-engineering, making things overly complicated. Going for excellence – finding the perfect solution in between – is where you can make the difference, it gives creative guidance and it’s how we distinguish ourselves from the competition.”

“This also has many secondary benefits, even if you can’t see them right away. To give one example, when you build a gangway, you are building it for someone else. Whatever I do has an effect at a later stage on somebody, the company or the client. I’m happy to get my hands dirty to help the person further down the line even if it takes a few extra hours of calculations. Whether it’s your specific role or not, you always need to ask yourself: ‘Is it good for team Ampelmann? Is it the right thing for everybody?’ This is how we should make choices.”

To Bart this is also the core of what it means to be one team and how you ensure that “the value of the sum is greater than the individual components. Every part of the team is important. People have different specialities and skillsets and having a common goal to work towards and looking after each other really ties it together.”

“Of course, on a personal level, it’s team spirit. It’s our shared lunch, eating from the same table and coming together. I think in a team you care for each other and try to get the best out of each other and if somebody's not doing well, you look after them and offer help even if they didn’t ask but you see that they're struggling.”

Storytelling and cultural continuity

There are many ways to think about safety, but Bart points out that in order to stay safe it is essential to rely on each other and keep telling stories: “Safety is about culture, and you need to cultivate culture. We all get in a pinch and sometimes safety goes out the window. We've all done it, we know. That’s why you really need your colleagues. They keep you vigilant and help you from becoming complacent.”

“Of course, nobody likes to nag, but we have a ‘Thank You Policy’ to lighten the mood: Always express gratitude because, ultimately, that colleague is nagging you for your own well-being, so, thank them for being annoying! We also share stories to keep it at the forefront. Through ‘Safety Moments’, HSE newsletters, past experiences, we aim to ensure that everybody gets to go home safe and sound.”

“I think the best part at Ampelmann is that I know that our senior management find this just as important. When it comes down to the nitty gritty, I know that when we need to say ‘stop’, anyone of us can ultimately call Jan [van der Tempel, our CEO], and he too will support that decision and accommodate an alternate solution.. In the end, it’s only work. If we cannot guarantee that everyone comes home safe and sound, if we can only be profitable by cutting on safety, then the margins simply aren’t big enough and we shouldn’t be in business at all.”

Cultivating Ampelmann’s values through storytelling extends well beyond safety. Bart notes that the company’s core values “should align with every product, every service, everything we do. There is no right or wrong here, but if you don't agree with them, it will be hard to fit in with the company.”

“Even in engineering not everything is black and white, so the core values help to ensure alignment. They allow you to fight for what we believe in, they can give some guidance, particularly for newer colleagues, but equally invite everyone to openly discuss and participate with our values. In a sense they represent a kind of cultural continuity, particularly in a company that is diverse and growing. The core values create a common ground and broadly give meaning to what we’re doing.”

"Back again, thinking about what I learnt at Uni, the fuzzy stuff is important. As engineers we usually just want to get to the point, but this fuzziness, this storytelling, these core values, they are what you need for strategic direction. I can come up with all kinds of plans of going in a particular direction, but I need some kind of company common ground to guide me.”

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