{"id":67090,"date":"2025-04-28T09:51:33","date_gmt":"2025-04-28T09:51:33","guid":{"rendered":"https:\/\/bkp-berolina.de\/drei-standbeine-und-ein-klarer-plan-interview-mit-ceo-thomas-christiansen\/"},"modified":"2025-06-05T11:15:52","modified_gmt":"2025-06-05T11:15:52","slug":"three-pillars-and-a-clear-plan-interview-with-ceo-thomas-christiansen","status":"publish","type":"post","link":"https:\/\/bkp-berolina.de\/en\/three-pillars-and-a-clear-plan-interview-with-ceo-thomas-christiansen\/","title":{"rendered":"“Three pillars and a clear plan”: Interview with CEO Thomas Christiansen"},"content":{"rendered":"

[vc_row][vc_column][vc_column_text css=””]This interview was conducted by Artur zu Eulenburg and was first published in German on the website of B_I umweltbau on April 28, 2025: https:\/\/bi-medien.de\/fachzeitschriften\/umweltbau\/kanalsanierung\/interview-bei-bkp-drei-standbeine-und-ein-klarer-plan-u19543<\/a><\/em>[\/vc_column_text][vc_separator css=””][vc_empty_space height=”48px”][vc_column_text css=””]Satisfied with current developments and full of positive expectations regarding the future of the pipe liner manufacturer, Thomas Christiansen, Managing Director of BKP Berolina Polyester GmbH, spoke at the beginning of the year in Oldenburg. We followed up with an interview.<\/strong><\/p>\n

B_I umweltbau: At the Oldenburg Pipeline Forum, you expressed your satisfaction with BKP’s performance over the past business year. What is this satisfaction based on?<\/em><\/h5>\n

Thomas Christiansen:<\/strong> I have to look back a little. In 2021, the entire industry faced major challenges on the procurement side. For us, that was a wake-up call to put our internal processes to the test. With a major investment in a new ERP software system, we managed to establish a unified data basis across the company, making our processes more transparent and efficient.<\/p>\n

After going through a “valley of tears,” we returned to profitability in 2022, had a successful year in 2023, and were able to continue this success in 2024. This success is rooted in the investments we made and in the successful development of international markets in particular. We were able to reap what our team had sown during the difficult times.<\/p>\n

Can you quantify this satisfaction?<\/em><\/h5>\n

We have grown organically over the past three years, increasing our revenue by 10% annually. In the past year, 2024, our total revenue slightly exceeded 25 million euros. Our target for the current year is 29 million euros.<\/p>\n

What’s important to understand: Because of our shareholder structure, we are not aiming to become the biggest player. Our focus is on profit after tax. We aim for a double-digit profit margin \u2014 and we’ve achieved that over the past two years.<\/p>\n

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\u201cI would describe our strategy as niche-focused \u2014 and it\u2019s working.\u201d<\/h2>\n<\/blockquote>[vc_empty_space][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text css=””]<\/p>\n

How has BKP managed to hold its own nationally and internationally against other pipe liner manufacturers?<\/em><\/h5>\n

There are five market players in Germany. Three of them are significantly larger than we are, with roughly three times our revenue. One is about the same size as us. Our market share in Germany is likely declining slightly because we prioritize profit over revenue.<\/p>\n

Internationally, it varies by region. We’re very strong in the Middle East, and in some countries of the former Soviet Union, I see us as market leaders. In North America, we are certainly smaller compared to domestic producers, but still, 10 to 12 percent of our revenue comes from there. That makes it an important market for us, and we consider ourselves competitive there.<\/p>\n

On the other side of the globe, in Australia, 8 to 10 percent of our revenue is generated. The Spanish market is currently developing very promisingly for us. So yes, I\u2019d say our niche-oriented strategy is successful.<\/p>\n

How has the rehabilitation market for sewer systems developed from your perspective?<\/em><\/h5>\n

Looking at the market volume in German-speaking countries, I currently see a certain stagnation. There’s a backlog of needed rehabilitation, and the gap between what’s needed and what’s actually done is widening \u2014 largely due to shrinking budgets in public authorities.<\/p>\n

Elsewhere in Europe, markets are developing. As I mentioned, Spain is on the rise. In Scandinavia, we see solid growth, along with higher environmental requirements. For example, if I\u2019m correctly informed, Sweden will require styrene-free liners starting in 2027. Norway wants to mandate the electrification of construction machinery and equipment by 2027.<\/p>\n

New developments are clearly emerging that we must address. In the U.S., a traditional felt liner market, we’re observing a shift away from felt toward glass fiber, following negative experiences reported by some utility operators. With annual installation lengths of 10,000 to 12,000 kilometers, this market holds huge growth potential. We\u2019re also hearing that China plans to invest heavily and systematically in rehabilitating its wastewater infrastructure over the next 30 years. That too represents future potential.[\/vc_column_text][vc_empty_space]

\u201cIt\u2019s a great privilege that we will soon have two of the very few people who helped shape the development of pipe liners on our team.\u201d<\/h2>\n<\/blockquote>[vc_empty_space][vc_column_text css=””]<\/p>\n

In Oldenburg, you announced the development of a new generation of liners. How will this new product differ from the current one? What will it do better?<\/em><\/h5>\n

The market currently offers a variety of liner designs \u2014 some are folded, others are wound, and they differ in layer composition. We receive customer feedback on the performance of our products, and various factors are being discussed.<\/p>\n

For example: Can we expand the use of our product from seasonal to year-round? That\u2019s important for colder regions like Scandinavia and Eastern Europe. Handling, flexibility, and installation safety are other key factors. Currently, our maximum diameter is DN 1700. From the market, especially utility companies and installers, there is increasing demand for sizes up to DN 2000.
\nWe\u2019re also seeing regulatory changes \u2014 for example, concerning residual styrene levels.
\nAll of this adds up. Our current products \u2014 the Berolina-Liner and the \u201cHF\u201d and \u201cLP\u201d variants \u2014 are the result of continuous development. That\u2019s also reflected in our production lines.
\nAt some point, though, it makes sense to draw a line and start over with a blank slate. That offers a real opportunity to rethink everything \u2014 market factors, user demands \u2014 without being constrained by legacy designs. Our shareholder supports us in taking that step \u2014 and we’re ready to do it.<\/p>\n

Will this new liner complement or replace the existing product?<\/em><\/h5>\n

The new product is meant to replace the current one. And that will impact our production process as well. Right now, we\u2019re extremely efficient with smaller diameters and less efficient with larger ones \u2014 and we want to address that imbalance. With the export markets in mind, such as the U.S., we’re also looking at concepts to increase flexibility in production, logistics, and storage.<\/p>\n

How does the current pricing pressure in the market factor into your considerations?<\/em><\/h5>\n

Of course, we have to think about how we can produce more efficiently \u2014 without compromising on quality. Around 50 percent of liner production costs are raw materials. Energy and labor costs are relatively minor. We operate our production lines \u2014 dry fabrication and impregnation \u2014 with three people per shift. Compared to competitors, that\u2019s a good setup. But the machines we use today don\u2019t have to be the same ones we use tomorrow. Future investments and developments must continue to prioritize efficiency.<\/p>\n

What time horizon are you working with for these plans?<\/em><\/h5>\n

We have an ambitious plan: We want to introduce the new product in 2026. We began thinking about this back in 2023 and originally aimed to present a new development at Ro-Ka-Tech 2025. But once it became clear we could bring in additional technical expertise, we decided to integrate that knowledge into the new product. That\u2019s why we\u2019re now targeting 2026. The biggest challenge will be acquiring the necessary equipment in time to begin production.<\/p>\n

You’re referring to Daniel Will, the former Technical Director at Impreg, who will join your company in July. What do you expect from this appointment?<\/em><\/h5>\n

When I joined BKP, one of my goals was to strengthen our technical expertise. We\u2019ve already succeeded in bringing back Lars Quernheim, co-developer of the Berolina-Liner. Now, with Daniel Will \u2014 the driving force behind the Impreg product, whom I know from my previous role at Impreg \u2014 we\u2019ve gained another major asset. This gives us the chance to combine two strong technical perspectives in our new liner product. Both gentlemen will hold equal positions on the management board. Our goal is not to replace one product with another but to complement each other fully. I believe our customers \u2014 and BKP as a company \u2014 will benefit greatly from this. It\u2019s a real privilege to soon have two of the few people who played a pivotal role in developing pipe liners on our team.<\/p>\n

In the pipe liner industry, there’s increasing discussion \u2014 driven by major network operators like Hamburg, Kassel, and Nuremberg \u2014 around incompletely cured UV-cured GFRP liners and how to reliably avoid such quality issues. What\u2019s BKP\u2019s position on this issue?<\/em><\/h5>\n

We’re in ongoing dialogue with other market players on this topic. Of course, our goal is to manufacture products that meet utility operators\u2019 expectations and our own quality and durability promises.
\nIt’s important to me that, as an industry, we take existing concerns seriously \u2014 and respond with technically sound, constructive solutions. With CarboSeal, BKP has opened up a completely new application field for liners: district heating pipe rehabilitation. How has this product entered the market?<\/p>\n

After the first installations in Sweden in 2021 and in Germany in 2022 as part of a research project, we\u2019ve now completed over 40 installations worldwide. In Frankfurt am Main, for example, we built two sections of DN 175 pipe \u2014 one around 100 meters, the other around 200 meters in a single shot \u2014 directly along the Main River for Mainova in 2024. That\u2019s our biggest reference project in Germany to date.<\/p>\n

How has CarboSeal established itself in the market?<\/em><\/h5>\n

Not as successfully as we\u2019d like. We\u2019re now doing three projects in Scandinavia and one in Austria \u2014 where network operators already have more experience and recognize the system\u2019s advantages.
\nWhat we\u2019re missing in Germany \u2014 and internationally \u2014 is a technical standard. There is market demand, but we need a framework to make implementation possible. Creating a formal standard takes years, not months. However, we\u2019re in close contact with AGFW and are working on a practical guideline as an interim step. That guide should be available soon and will allow us to enter the market more actively with CarboSeal.<\/p>\n

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\u201cWe are now the sole shareholder of CarboSeal; Oxeon continues to supply the material.\u201d<\/h2>\n<\/blockquote>[\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text css=””]<\/p>\n

So you see a strong future for CarboSeal \u2013 and that\u2019s reflected in the change of ownership structure, with BKP now solely responsible for the product?<\/em><\/h5>\n

Our partner is a Swedish composite manufacturer, Oxeon, which developed a special carbon fiber variant for high-tech applications like aerospace. Oxeon was involved in the production and distribution company PPR Sweden, alongside BKP. For strategic reasons, Oxeon wanted to divest and focus purely on material manufacturing. Because we see enormous potential in the product \u2014 also for BKP\u2019s future development \u2014 we decided to take over those shares and are now majority owners. Oxeon continues to supply us with the material.<\/p>\n

How do you view the future of BKP Berolina as a company?<\/em><\/h5>\n

I see our future very positively. As a small, agile company with short decision paths, we can respond quickly to change. We constantly see new markets emerging and believe we are well positioned to tap into them. With our three pillars \u2013 GRP pipe lining, CarboSeal, and GRP pipe coatings \u2014 and our international focus, we\u2019re able to offset weaknesses in one segment with strengths in another.
\nI expect short- and medium-term growth especially in the pipe coating sector. Our GRP-based protective layer for trenchless installation of steel pipes offers great growth potential \u2013 particularly since Germany\u2019s Federal Network Agency is planning nearly 10,000 kilometers of hydrogen pipeline infrastructure.<\/p>\n

In the liner market, we must be careful not to become a niche relic \u2014 but we also don\u2019t need to pursue outsized growth. We have the freedom and backing of our shareholder to think beyond the beaten path.<\/p>\n

And how is BKP preparing for the future?<\/em><\/h5>\n

Our site here in Velten, just outside Berlin, has been our property since 2023, and we have purchased an adjacent plot of land. We plan to build a new hall there to temporarily store pipes to be coated, create additional storage space, and further expand our plant technology. If even a fraction of what’s currently in the pipeline for CarboSeal becomes reality, we\u2019ll need more space. And if we want to achieve our goals, we\u2019ll need “human capital.” We\u2019re currently in the recruitment phase. And last but not least, we\u2019re in the process of expanding our production to international locations. So you could say: We are moving forward with great momentum![\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

How does a small, medium-sized company hold its ground in an international competitive environment shaped by price pressure and rising demands? Find out more in the in-depth interview with BKP CEO Thomas Christiansen.<\/p>\n","protected":false},"author":1,"featured_media":67055,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[334,331,445,333],"tags":[],"class_list":["post-67090","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-us","category-berolina-liner-system-en","category-carboseal-en","category-pipe-coating","category-334","category-331","category-445","category-333","description-off"],"yoast_head":"\n"Three pillars and a clear plan": Interview with CEO Thomas Christiansen - BKP Berolina Polyester GmbH & Co. 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