Christian is excited for every workday

Last year, Christian Bergset was appointed Finance and Administration Manager at Technology Center Mongstad (TCM) after being contracted from PwC. However, his first encounter with TCM was already in connection with the company’s start-up in 2012.

“At that time, I worked at Amesto, which won the bid to implement the system for financial and accounting reporting at TCM.”

”How was your first encounter with TCM?”

“I remember I was very impressed by the size of the facility and all the skilled people working to make it function. During the start-up period, there was operation on both the amine and ammonia plants with lots of people bustling in two shifts. In the work I participated in as a consultant, I got a strong impression of professionalism in the development of management systems for all parts of the operation. Thorough work routines have been and continue to be a strength for TCM. Although the number of employees has become much fewer than at the start, the work processes are still characterized by TCM being a large and well-organized company. This contributes both to the high quality of deliveries to customers and to the work environment for each individual being perceived as safe and secure.”

Christian Bergset enjoys his role as TCM’s Finance and Administration Manager. (Photo: Veronika Ask Stuksrud).

“So in 2018, you started as Assistant Finance and Administration Manager. What made this position interesting to you?”

“I received a request to start as a controller, and thought it was right on target at that point in my career. Additionally, I knew TCM as a well-organized company. It was also no disadvantage that instead of being stuck in traffic from my home in Knarvik to and from work in Bergen, I could take the traffic-free road to Mongstad.”

“Did you have knowledge about the development of technologies for CO₂ capture before you started?”

“No, I was quite inexperienced there, and it wasn’t expected either. But over time, I have learned quite a bit about this as well, not least because when entering into contracts with technology providers, it is important to understand what testing of various technologies means for the resources required by us and about the costs that will be incurred.”

“How do you think TCM has developed over the six years you have worked at the company?”

“From my perspective, the biggest change is that we have become far more commercial in our thinking about the projects we undertake. In other words, it’s not enough that a test campaign is academically developmental and interesting; it must also have a financial foundation that is sustainable for TCM.”

“In the management team, you are still the only economist, while the others have backgrounds in technology and plant operations. Can it get a bit lonely?”

“He he, not at all. TCM has a leadership team that complements each other and works well together. Economics is central to many of the issues we handle, including drafts of contracts with customers who are considering testing with us. If the case bases become too technical, I ask all the questions I need to understand what is meant. In this way, the review in the management team contributes to simplification and improvement in a way that also makes the documentation more accessible for customers who are to receive an offer or have a dialogue with us.”

“How would you describe the daily routine as Finance and Administration Manager, Christian?”

“It is busy and very varied. Besides myself, the department consists of a controller, an office worker, and someone responsible for the operation of the buildings and outdoor areas. In addition to regular tasks related to accounting and reporting, our job is to provide administrative support to the managing director and to the other departments, so they can focus on their primary tasks. Therefore, HR is an important area of work, for example, participating in interviews with candidates and follow-up related to hiring. I also serve as the secretary for the Company Meeting, which is the board of TCM.”

“The work of restructuring TCM to operate in economic balance is summarized in a plan called TCM 2.0. How are you working on this?”

“We are very grateful that the owners last December reached an agreement that gave us two years to create a plan to make the operation of TCM economically sustainable. Here, a project group led by the Managing Director is in full swing with the work, where the Company Meeting functions as the steering group. The main task is to develop models for organizing the business and to look at the possibility of developing new and profitable business areas. The project is to deliver a report by the end of this year, as a basis for discussion and decisions in the Company Meeting.”

“What are the biggest risk factors?”

“The market for carbon capture and storage (CCS) is experiencing positive growth, driven by national initiatives like Langskip and Northern Lights, and expanding international interest. However, it is clear that the industry’s ability and willingness to pay for services TCM can provide is still a risk factor. Another important challenge will be to finance the necessary upgrades our fantastic facility. The authorities invested a lot to realize this, and our job is to get as much out of it as possible. But we cannot ignore that after 12 years of operation, it will be necessary to replace components and equipment.”

“What is your wish for TCM in the coming years? Are you optimistic about the future?”

“Even though there are many challenges and issues, I am optimistic. It is important for us that the industrial owners, Equinor, Shell, and TotalEnergies, through the agreement made in December, increased their ownership stakes in TCM to a total of 66 percent. This means a much stronger commitment from the industry for us to succeed. For my part, I hope to be able to contribute with my experience and expertise for many years to come. I really enjoy working at TCM!”