limaohio.com

Ineos employee managed construction project

By Heather Rutz hrutz@civitasmedia.com

February 23, 2014

LIMA — When Ineos was at the very beginning of a major construction project, employee Phil Coil raised his hand and said, “I know something about that.”


It led to Coil, a Delphos native, taking off a process manufacturing hat for more than two years and putting on his construction manager’s hat.


Coil served as construction manager of Ineos’ $25 million facility siting project, which included a new office building and safety improvements throughout the campus that is part of the petro-chemical complex.


Coil started working in the complex 10 years ago in different capacities and then as a contractor for Ineos. He now is a project manager for one of Ineos’ main products, Barex. However, Coil also has a background in architecture and construction. Ineos gave him an extended leave in his “day job” so he could focus on the construction.


“I made people aware of that, and it was a good fit,” Coil said. “I was completely dedicated to the project. It was a great experience. It’s not often you can see through such a large project from start to finish.”


In early 2011, Ineos started the design phase; construction began in July of 2012, and the project completed in 2013.


“The project benefits the safety of everyone on site, employees and contractors. The multipurpose building is 75,000 square feet,” Coil said. “We have maintenance, the lab, the front office. It really increased productivity across the board. Before, we were spread across the campus. Now, we have our own departments, but we’re all under the same roof. It’s helped a lot in day to day interactions.”


The Lima Ineos plant is the world’s only producer of Barex, a speciality resin used in packaging of food, cosmetics, medical and industrial products. Coil is back to helping manager the Barex process, and one of the employees now enjoying the investment.


“It’s been well received,” Coil said. “You always wonder how that will be, when you have to uproot people. But it turned out well, and I think that’s because we had support from the top down and from employees, from the bottom up.”