Annual Book 2025

When Ornella Aruta joined Van Leeuwen Italy eight years ago, the organization had already built a strong position in seamless cold-drawn tubes. Since then, the company has broadened its focus from this specific product area to a wider portfolio serving a larger customer base. This expansion required an even higher level of operational reliability.


That strategic shift toward a more diversified customer base and broader portfolio placed operations even more at the heart of the business. Today, as Operations Manager, Ornella Aruta is responsible for logistics, warehouse, and production activities at the Bologna site. Her role connects strategy with daily execution. ‘In operations, everything comes together,’ she says. ‘If it does not work here, strategy remains theoretical.’
 

Operating in a highly diverse market

The Italian market is highly diverse. Van Leeuwen Italy serves customers in automotive, hydraulics, mechanical engineering, shipbuilding, and general industry. Tube diameters range from just a few millimeters to half a meter, often stored side by side in the same warehouse.
 

Different products and customer requirements call for tailored storage systems, picking methods, and planning logic. In recent years, the product portfolio has expanded significantly at Van Leeuwen Italy. Mechanical tubes, welded precision tubes, fittings and flanges were added to a range once dominated by seamless cold-drawn tubes. For operations, this meant redesigning the warehouse layout, material flows, and capacity management.

Improved on-time delivery

When Ornella became Operations Manager in 2021, she focused on creating structure in a growing organization. Routing planning was introduced, responsibilities more clearly defined, and coordination strengthened. On-time delivery improved from 79 percent to 97 percent. Digitalization followed to support this, with better warehouse control and more efficient workflows.

Van Leeuwen Italy operates within the broader Van Leeuwen network. By working closely with colleagues in other countries, the Italian team can learn faster, share practical solutions and accelerate improvements. ‘Markets differ’, Ornella says, ‘but many operational challenges are shared in our international network.’

Leadership in distribution

For Ornella, leadership in distribution is not defined by company size alone. It is defined by control of complexity. In a volatile environment with fluctuating demand and increasingly specific customer requirements, operations must remain reliable without becoming rigid.

‘Customers expect us to adapt,’ she says. ‘They expect speed, accuracy and support when circumstances change. That requires structured processes, committed people and close cross-functional cooperation. Also in Italy, this combination makes operations a key contributor to Van Leeuwen’s position as the leading distributor.’

Ornella Aruta, Operations Manager Van Leeuwen Italy

Ornella Aruta studied Law and Economics at the University of Pisa and built her early career in multinational environments, including automotive and telecommunications. She spent more than 15 years at Ericsson in supply chain and project management roles. In 2018, she joined Van Leeuwen Italy, initially focusing on logistics and supply chain. Since December 2021, she has been Operations Manager, responsible for logistics, warehouse and production activities.

When Emil Nilsson joined Heléns in 2011, the company primarily operated as a traditional distributor with additional cutting services. Since then, Heléns has further strengthened its focus on customer-specific solutions. Volvo Construction Equipment is a clear example: Heléns is closely integrated into its production process, positioned between design and manufacturing.
 

Emil Nilsson, Strategic Business Development Manager at Heléns, has been one of the driving forces behind this development. With a background in weapons engineering and a strong interest in business development, he combines technical expertise with a long-term commercial perspective. ‘You need to understand materials, production methods and tolerances,’ he says. ‘But you also need to understand how a customer truly operates.’

Heléns, part of Royal Van Leeuwen, adds value by combining advanced processing — including laser cutting, bending, welding, threading and surface treatment — with integrated logistics. Its strength lies not in a single capability, but in integrating multiple processes into one coherent solution tailored to the customer’s needs.

Advising the customer proactively

That integrated approach is clearly reflected in the cooperation with Volvo Construction Equipment. Heléns is involved at a very early stage, long before serial production begins. In one major project, the team worked with Volvo for nearly five years on the development of a new cab for construction machines. The original design relied heavily on flat steel components that had to be bent, positioned and welded individually. Each part required separate handling and multiple welding steps on Volvo’s production line. Emil and his team proposed a redesign focused on production flow. By shifting to a tube-based structure, the number of individual components was drastically reduced. Welding became faster and more repeatable, internal transport movements decreased and process control improved.

Carefully selected partners

Emil has invested significantly in selecting subcontractors that complement Heléns’ capabilities. He leads a Business Development department of twelve specialists who work in project-based teams, cooperating closely with key account managers, planners and customer teams to ensure seamless information flow across the organization.

Knowledge is key

Looking ahead, Emil sees deep understanding of the customer’s processes as critical to continued success. ‘Material expertise remains essential, but understanding the customer’s product and market is becoming just as important.’ Heléns is now applying this approach to a broader group of mid-sized customers.

Emil Nilsson, Strategic Business Development Manager Heléns

Emil Nilsson joined Heléns in 2011 after working for ten years in technical engineering roles. He started as a technical sales specialist with responsibility for subcontractors and the development of customer-specific solutions. Today, Emil is Strategic Business Development Manager at Heléns, where he leads the Business Development department. He works closely with key accounts such as Volvo Construction Equipment, Thule and Sandvik, focusing on long-term development, value-adding solutions and end-to-end process optimization.

For Farhan Suhaimi, project work is about ownership, alignment and coordination. As Senior Project Executive at Van Leeuwen Singapore, he operates at the center of the supply chain, connecting customers, mills, inspection agencies, logistics partners and internal teams. From order placement to final delivery, he oversees the entire project flow, ensuring that technical requirements, documentation, inspection and logistics come together on time.

Farhan closely monitors delivery schedules, documentation and project costs. By optimizing shipping routes, inspection planning and packaging methods, he helps improve on-time performance. Projects become most demanding when standard approaches no longer suffice. In a recent petrochemical project, a new end user imposed exceptionally strict quality and documentation requirements, combined with a tight lead time. Together with Van Leeuwen engineers, inspectors and the mill, Farhan reviewed the requirements in detail to distinguish what was essential from what was redundant. This ensured the customer received exactly what was needed within the agreed scope and budget. For Farhan, that is what project execution is about: making sound decisions, coordinating effectively and remaining calm when timelines compress.

Practical solution

In international projects involving multiple stakeholders, maintaining focus and a clear overview makes all the difference. ‘You have to understand what truly deserves priority,’ Farhan says. Feedback is assessed quickly and handled at the appropriate level. Minor issues are clarified immediately to avoid delay; more complex matters are escalated early, bringing engineers and suppliers together to define practical solutions. This structured approach enhances reliability, keeps projects on track and ensures transparency for all parties involved.

Ownership as a competitive advantage

According to Farhan, Van Leeuwen’s strength as the leading distributor lies in ownership. Strong stock positions, robust project capabilities, technical expertise and a global network are supported by experienced local teams with in-depth market knowledge. ‘We are not just a product supplier,’ he says. ‘We support customers from early specification to final delivery, managing risks along the way.’ This ownership builds trust, particularly in complex projects with multiple stakeholders and tight deadlines. Farhan is especially motivated by high-value, challenging projects. ‘Those projects give me energy,’ he says. ‘When coordination, communication and delivery come together, that is when you truly deliver more than tubes.’

Farhan Suhaimi, Senior Project Executive Van Leeuwen Singapore

Farhan Suhaimi holds a degree in Supply Chain Management from University College Dublin and began his career in logistics and warehousing in Singapore. He joined Van Leeuwen Singapore in 2019 as Project Executive and was promoted to Senior Project Executive in 2024. He manages complex international projects across Asia, focusing on coordination, risk management, cost control and reliable delivery.

At Van Leeuwen Precisie, taking responsibility both within and beyond your job description is key. Commercial Director Johan Meijer is deeply involved in the business and with his team. This sense of ownership runs throughout the organization and explains why customers rely on Van Leeuwen as a reliable supplier and partner.

For customers operating their business at high volume, there is little margin for error. That is especially true in automotive production. Van Leeuwen has supplied Dutch truck manufacturer DAF for decades. On 17 October 2025, Van Leeuwen Precisie signed a new three-year Long-Term Agreement (LTA) with DAF, to be extended in successive two-year periods thereafter. Production lines run fast, and material must arrive exactly as agreed. Van Leeuwen delivers dozens of different items multiple times a week, fully labeled, traceable and production-ready. Over the past nine years, this has resulted in zero PPM (parts per million): no delivery errors recorded. For Johan, it reflects disciplined execution, day in, day out.

Precision inspection

Components for hydraulic cylinders form another demanding part of Van Leeuwen Precisie’s portfolio in Deventer, the Netherlands. These cylinders operate under extreme pressure, with tolerances measured in thousandths of a millimeter. Even a minor scratch can cause leakage or failure. Van Leeuwen does not manufacture these components, but its role as distributor is critical. Material selection, inspection, handling and packaging require deep technical expertise. Products are vulnerable at every stage, from cutting and internal transport to final delivery and on-site handling. ‘You need to identify these vulnerabilities,’ Johan explains, ‘and eliminate them at every step, so the customer receives the product in perfect condition.’

Cooperation across the entire group

Customers increasingly expect more than reliable delivery. Cost pressure, geopolitical uncertainty and capacity constraints are forcing companies to reassess their supply chains. Van Leeuwen responds by leveraging its international network and technical expertise across the group. Semi-finished products, for example, can be developed and supplied through Van Leeuwen companies in Switzerland or Slovenia, with customers involved from an early stage. ‘Our focus goes beyond a local perspective,’ Johan explains. ‘We leverage the strength of the entire Van Leeuwen group to deliver the best solution for the customer.’

Shared sense of responsibility

What makes this approach successful is not processes alone, but the people behind them. In Deventer, teams understand the impact of their work. ‘Warehouse staff, sales and purchasing all know that their decisions — from order handling and stock planning to communication with customers — directly affect the customer’s operations. That shared sense of responsibility defines Van Leeuwen’s role as the leading distributor,’ Johan says. The company’s strength lies in remaining practical, transparent and accountable. As he puts it: ‘Keep it simple. Do what you promise. And fix things when they need fixing.’

Johan Meijer, Commercial Director Van Leeuwen Precisie

Johan Meijer joined Van Leeuwen in the early 2000s, starting in sales of welded tubes. He subsequently held roles in hydraulics sales, purchasing and supplier management, with a strong focus on strategic sourcing and quality. Since 2017, he has been responsible for Van Leeuwen Precisie, combining commercial responsibility with operational leadership and an emphasis on teamwork, reliability and long-term partnerships.

At Royal Van Leeuwen’s company Kindlimann in Switzerland, production is defined by technical expertise and precision. As a production team leader, Mirko Rübli has worked at the heart of the operation for more than 25 years — close to the machines and the people who run them. ‘I am still on the shop floor every day,’ he says. ‘That is where you see what really matters.’

When Mirko joined Kindlimann, the company was smaller and production more manual. Since then, both scale and technical complexity have increased. A new production building consolidated activities, while quality requirements in the automotive industry have become significantly stricter.

High volumes, consistent quality

Kindlimann supplies steel tubes and processing services to industries including mechanical engineering, automotive and construction. Mirko works in the automotive division, where the company produces steering parts and other safety-critical components in large series with tight tolerances. ‘You cannot check every single part by hand,’ Mirko explains. ‘You need stable processes and reliable measurements.’ Quality control therefore depends on advanced inspection technologies. 3D measurement systems, optical projectors and coordinate measuring machines (CMMs) monitor dimensions and detect deviations early. Visual inspections remain important but are supported by data and automation. ‘Technology helps us maintain consistent quality at high volumes,’ Mirko says.

Integrated processes

Production at Kindlimann involves multiple machining and forming steps that must align precisely. Tubes are cut, shaped, machined and inspected in carefully defined sequences. Several operations are integrated into highly automated production lines, including Rattunde systems that combine multiple steps into one continuous flow. Knowledge sharing is essential. Operators rotate between machines to understand the full process, while new colleagues are trained step by step.

Operating in Switzerland presents specific challenges. Labor costs are high, making efficiency critical. ‘We therefore rely on automation, well-organized processes and skilled operators to remain competitive,’ Mirko says.

Contribution to safety

When asked what makes him proud, Mirko does not point to a single achievement. Instead, he refers to the purpose behind the work. ‘Some of the components we produce end up in safety systems in cars,’ he says. ‘Knowing that what we make contributes to safety gives real satisfaction.’

Mirko also takes pride in being part of a company that is the leading distributor in its markets. ‘Kindlimann is a small part of Royal Van Leeuwen, but with our expertise we have a real impact,’ he says.

Mirko Rübli, Team Leader at Kindlimann, Switzerland 

Mirko Rübli has worked at Kindlimann for more than 25 years. After completing an apprenticeship in retail, he joined the steel industry and, in 1999, started at Kindlimann. Over the years, he progressed into his current role as Team Leader in production. He works closely with operators and machines on the shop floor, focusing on quality, efficiency and knowledge sharing in high-volume automotive production.

Van Leeuwen Canada operates in a market that is becoming increasingly complex. In large-scale projects, success starts with thorough preparation and clear expectations. ‘I am particularly impressed by how effectively we pool expertise across our branch and with the Global Project Organization,’ says Max Driessen. ‘That’s what makes us a leading distributor.’

Within Van Leeuwen Canada, Max and his team focus on industries such as oil and gas production, pipeline services and mining. Projects in these segments are typically large, technically demanding and often require dedicated mill production. As Commercial Projects Manager, Max is responsible for both securing and executing projects. He and his team prepare bids, coordinate closely with mills and logistics partners, and participate in customer negotiations.

The Canadian context

The Canadian market is closely linked to the United States, yet tends to be more price-driven. Trade measures have increased the need to identify alternative sources of supply. Many projects involve oil and gas pipelines, some of which require regular – even annual – replacement. ‘That’s the kind of repeat business we’re after’, Max explains.

Adding value

‘Mills and end users increasingly deal directly with each other,’ says Max. ‘That makes it more important than ever to convincingly show we can add value. Our role goes beyond supplying pipe. It includes coordinating production, transport, storage, inspection and documentation, sometimes combined with coating or pipe bending. It also involves developing alternative sources and supply lines, managing currency risks and insurance, and help customers navigate trade measures. In essence, it is about anticipating risks and maintaining control throughout the entire supply chain.’

‘So whenever end users find all this difficult to manage, Van Leeuwen can help .’ Max emphasizes the importance of clear communication and real-time insight into where a project is at. ‘Reliable planning depends on realistic assumptions,’ Max says. ‘Over-optimism can create unnecessary costs further down the line, for instance if customers bring in their contractors too early.’

Van Leeuwen Canada employs around thirty people and works closely with colleagues in Houston and with the Global Project Organization in Zwijndrecht, the Netherlands. ‘The combination of local and group expertise is a clear strength.’

Market outlook

The Canadian energy market is evolving. While oil and gas remain important, interest in nuclear energy is increasing, and investment in data centers is growing, driven by demand for reliable power supply. There is also renewed activity in defense-related industries. Van Leeuwen Canada actively pursues these opportunities, often in cooperation with European colleagues. Max points to major ExxonMobil projects in Canada and the Dow Path2Zero project as examples. ‘I am particularly impressed by how effectively we pool expertise across our branch and with the Global Project Organization. That’s what makes us a leading distributor.’

Max Driessen, Commercial Projects Manager Van Leeuwen Canada  
Max Driessen joined Van Leeuwen Canada in 2007 and has over 30 years of experience in the steel industry. He leads the commercial project activities in Canada and is responsible for securing and executing major projects.

Van Leeuwen Romania may be compact in size, but its impact is significant. With a disciplined team, strong operational focus and close customer relationships, the Romanian organization has built a solid position in the market.

Adriana Dogaru, Head of Operations and member of the local management team, plays a central role in the company’s success. From the Slatina site, she oversees the full operational scope, including transportation, warehouse operations, and production activities.

Combining local execution with group-wide capabilities

‘We are not a large organization. In Romania we work with a team of 30 colleagues. We serve both the Romanian and Bulgarian markets,’ Adriana explains. ‘Sales are coordinated from Romania, transport runs on fixed routes and deliveries go out several times a week. That requires ownership, tight coordination and strong teamwork.’

Van Leeuwen Romania serves customers across mechanical engineering, agriculture, construction, oil and gas, furniture and automotive. Its strength lies in combining disciplined local execution with the capabilities of the international network. ‘International scale, strong stock availability, strict quality standards and full material traceability are part of our distribution expertise. Locally, we add speed, structure and customer focus.’

Quality, timing and trust

Van Leeuwen companies across the globe rely on long-term relationships with mills. The same applies to Van Leeuwen Romania, which was recently named one of its mill’s leading distributors for the second consecutive year. As a long-standing partner, the mill values the company’s consistent performance, particularly in hot-rolled tubes for energy, hydraulics and construction applications.

‘On-time delivery, traceability and transparency are the foundation of long-term relationships,’ Adriana says. Van Leeuwen Romania supplies steel for diverse applications — from industrial equipment to structures for roller coasters — yet the fundamentals remain the same: quality, timing and trust.

Investing in people and the future

Adriana is particularly proud of optimizing the warehouse and installing more than 660 solar panels at the Slatina site. ‘I was involved from the initial analysis through to implementation. With this green investment, we actively contribute to greater energy efficiency, sustainability and long-term responsibility.’

At the same time, she continues to invest in her team and maintain strong customer relationships. ‘We stay close to our customers, invest in our people, and use feedback to keep improving. By keeping our teams connected and giving them room to grow, we strengthen our position in the market.’

Adriana Dogaru, Head of Operations Van Leeuwen Romania

Adriana Dogaru studied management in Bucharest and gained experience in logistics and sales before returning to her hometown Slatina. She joined the organization in 2017 as Transportation Manager. As Head of Operations, Adriana has been responsible since 2018 for transportation, warehouse and production activities, with a strong focus on collaboration, accountability, and operational performance.

In Slovakia, Van Leeuwen’s production processes demand extreme precision. Automotive components such as cross car beams require the highest levels of accuracy, stable processes and constant attention. At Van Leeuwen Pusté Úľany, near Bratislava, Operations Manager Milan Uhlár focuses on delivering reliable, custom-made components.

The Slovakian site primarily serves the automotive industry, producing components for customers that supply major automotive brands. Among the most demanding products are cross car beams, structural components that are essential to vehicle safety and stability. Production begins with a simple tube, but the process quickly becomes complex. Cutting, bending, laser processing, marking and inspection follow in carefully controlled stages.

Tight tolerances

‘Cross car beams are by far the most challenging products we produce,’ Milan Uhlár explains. Tolerances are extremely tight, often within a few tenths of a millimeter. Consistency is ensured through strict automotive quality standards, automation and robotics, supported by 3D measurement systems and CMM (Coordinate Measuring Machine) inspections to verify that every component meets exact specifications. Customer claims are rare, which Milan attributes to the overall stability of the production process. Shortly after joining, he and the engineering team initiated several process improvement projects. One example involved two robotic laser machines. By introducing a double gripper and optimizing robot movements, cycle times were reduced and output increased.

Automatic laser marking

Another improvement focused on laser marking, where product numbers and codes are engraved directly onto the beam. Previously, marking was a separate manual step — physically demanding and unpopular among operators. By integrating marking into the laser cutting cycle, the team eliminated this manual handling. ‘It improves ergonomics, reduces noise exposure and lowers operational costs,’ Milan says. At the same time, the solution prepares the site for future requirements such as QR codes and enhanced traceability. The transition to SAP S/4HANA will further support deeper automation, real-time process insight and end-to-end traceability across production and logistics.

Responding to price pressure

The automotive market remains challenging. Price pressure is constant, while customer expectations continue to rise. Milan sees this as a structural reality. ‘Our added value lies in process stability, efficiency and flexibility,’ he says. Through further automation and continuous improvement, the Slovakian site is able to absorb cost pressure without compromising quality.

Small team, fast decisions

With around seventy employees, Van Leeuwen Slovakia remains relatively small, enabling short communication lines and quick decision-making. ‘If a customer calls with an urgent request, we can respond immediately,’ Milan explains. Accuracy, on-time delivery and responsiveness go hand in hand, making Van Leeuwen a trusted partner in the automotive supply chain. ‘This is how we earn our position as the leading distributor,’ Milan concludes.

Milan Uhlár, Operations Manager Van Leeuwen Slovakia

Milan Uhlár joined Van Leeuwen Slovakia in 2025 as Operations Manager. He studied Process Engineering at the Technical University of Košice and has more than fourteen years of experience in high-precision manufacturing, including roles as process engineer, lean manager and production manager. In his current role, he is responsible for production, quality, maintenance, logistics and planning.

In nuclear projects, the primary challenge is not steel, but documentation. For Thomas Bosbach, Team Leader Powergen Nuclear at Van Leeuwen Process & Power GmbH in Essen, Germany, that reality defines his work. Long before manufacturing begins, months — sometimes years — are spent aligning specifications, procedures and approvals. ‘Without full compliance, you simply cannot start production,’ he says. ‘Documentation always comes first.’

From Essen, Thomas and his team serve customers across Europe, with projects including new-build nuclear power plants in the United Kingdom and France. Alongside new-build projects, maintenance forms a second pillar of the business. In close cooperation with colleagues in Paris, Van Leeuwen supplies materials for ongoing maintenance projects in the French nuclear energy market. ‘New-build projects take time to develop,’ Thomas explains. ‘Maintenance provides continuity. Together, they create a stable project portfolio.’

Taking full responsibility

What distinguishes Van Leeuwen’s role in nuclear projects is the level of responsibility it assumes. The Nuclear team does far more than trade material from supplier to customer; it manages the entire supply chain. For specialized components, Van Leeuwen sources raw materials, selects and qualifies manufacturers, organizes testing and inspections, coordinates every procedural step and ensures complete documentation. ‘The documentation phase alone can take between six months and a year and a half,’ Thomas says.

Zero tolerance for error

Nuclear projects allow no shortcuts. Traceability, reliability and European sourcing are essential. For nuclear applications, Van Leeuwen works almost exclusively with European manufacturers, primarily in Germany, France and Italy. ‘Access to suppliers, direct communication and on-site visits are critical. In nuclear projects, you need full transparency and immediate insight into production and inspection processes. That requires proximity to the mills.’

Growing demand

The outlook for nuclear power in Europe is strong. Countries are investing heavily to secure long-term energy supply, leading to a growing pipeline of projects. Van Leeuwen is currently preparing for several large-scale programs. According to Thomas, the company’s strength lies in its people and mindset. The Nuclear team combines specialists with backgrounds in inspection bodies, engineering firms and contracting companies. In nuclear projects, being the leading distributor means taking ownership of the entire supply chain. ‘Customers trust us because we take responsibility for the entire process,’ he says. ‘That is where we add real value.’

Thomas Bosbach, Team Leader Powergen Nuclear Van Leeuwen Essen

Thomas Bosbach joined Van Leeuwen in 2023 as Team Leader Powergen Nuclear. He has nearly twenty years of experience in steel trading and project business, including roles at thyssenkrupp, BUHLMANN and the Cuñado Group. He leads Van Leeuwen’s Nuclear Projects team, responsible for nuclear power generation projects across Europe.