02 | Editorial Dear Colleagues and Friends, INSIGHT • Employee Magazine • December 2018 As another fruitful year is coming to an end, it is time to reflect on where we are standing now and where we want to go in the future. One significant milestone this year was certainly the successful turnout of the ROSEN Energy & Innovation Forum (REIF) 2018. Themed “Zero Incidents — Learning from Other Industries”, it pre- sented a platform for representatives of all industry stakeholder groups to think and talk strategically about two import- ant topics our industry faces at the moment and foreseeably in the long- term future. At REIF 2016, the topic of learning from other industries was iden- tified as a major requirement for the oil and gas industry in order to cope with today’s increasing complexity. The issue of Zero Incidents is not entirely new, but it has now come to the forefront of dis- cussion in our industry. However, we must ask ourselves: Can the achievement of Zero Incidents be a true goal or is it rather a vision or quest? In my opinion, the answer is: Empow- ered by technology, we must aim for Zero Incidents, but be realistic enough to understand that it may be naïve to set Zero Incidents as a quantitative goal. Striving for Zero Incidents is a safety philosophy of continuous improvement and the eternal drive to get better! Good is not good enough, but a step along the way! And it is not just about technology, but also about the people and their atti- tudes towards competence and safety. Zero Incidents is therefore first and foremost a question of the mindset of all people involved, including ourselves! Don’t get me wrong: pipelines are safe! The chance of being injured or even killed due to a pipeline failure is much lower than the probability of getting involved in a major car or a plane acci- dent. The potential consequence of a catastrophic failure is much more seri- ous in the nuclear industry. But is this reflected in the public opin- ion? I am not sure. The fact is that other industries have also had to address issues of safety and security. Being a professional pilot myself, I remember that procedures and safety require- ments in the aviation industry were not always as they are today. There was a period of accidents and plane crashes in the last century that forced the aviation industry to get together and start talking openly to each other on a global scale to define a common goal. Without going into details, the message was clear: If the aviation industry did not work hard on safety procedures, certi- fication, an effective exchange of rele- vant information, a common and open approach to communication, and pub- lic relations in general, there was a real danger of the public losing trust in air travel. The aviation industry understood this and went through an entire process of reformation. As a result, flying is now considered one of the safest modes of transportation. I am not sure from which industry we can learn the most. My heart belongs to avia- tion, but we need to be open to other input. We need to review the processes of differ- ent industries, such as the chemical and medical industries, and identify elements that add value to our industry, as well. In order to realize our own process of transformation, we need to adopt a true safety culture. We need to continuously check our work, our processes, and ourselves: Did we do everything in our power to achieve Zero Incidents? I count on you all to accept the challenge that lies before us and help make our indus- try even safer than it is today. With this resolution for the New Year, I wish you all a happy holiday season. Yours, Hermann Rosen

04 | Spotlight Zero Incidents Paving the Way for a Better Safety Culture --- Let us officially introduce the ever-looming topic: Zero Incidents. You probably have heard of this phrase, concept, or — as we like to call it — mindset, before. Not least because it was the motto of this year’s ROSEN Energy & Innovation Forum (REIF). But what is it that this mindset of Zero Inci- dents refers to? Essentially, a Zero Incidents goal aims to have perfect operation, consistently. However, it is import- ant to note that Zero Incidents can always be only exactly that — a goal. A goal that we all must con- tinuously strive for but will never be able to reach. The Zero Incidents goal affects every aspect of our daily business. It must therefore be ingrained in our work, be lived without even thinking about it. It must be an integral part of our company culture. Based on a holistic concept, it involves not only technology and procedures but also training, edu- cation and mentoring. Being a mindset rather than a mere policy, Zero Incidents calls for the commitment of all stake- holders in our industry, be they operator, regulator, manufacturer or service provider. INSIGHT • Employee Magazine • December 2018

06 | Spotlight Some more details please … A Zero Incidents vision proposes that all incidents can be prevented. When no incidents are allowed or approved, this provides a basis for learning and improvement. The Zero Incident mindset does not accept that incidents simply happen because of bad luck. Human error or haste are often seen as the root cause of an incident, and in many cases, there is probably some truth to this notion. Fac- tors like individual negligence are hard to control, but organizational and contextual factors are pres- ent before the occurrence of an incident. Finding the root causes and taking corrective action on the basis of these findings may increase the profitabil- ity of a company as well as improve occupational safety and well-being in the workplace. Instead of aiming for Zero Accidents, striving for Zero Incidents is a much more desirable goal. Leaving room for the unexpected is important if one strives for Zero Incidents. Even though much may have been done to prevent incidents, some risks will always still exist. One of the greatest recurrent risks is to be lulled into thinking that everything is covered after having followed safety strategies and plans. However, there is a possibil- ity that new risks have not been identified, and they may lead to serious incidents or even accidents. Thus, regular assessments and a strong pro-safety attitude are essential for incident prevention. Where does the whole idea come from? Initially, highly respected and pioneering safety scientists like Erik Hollnagel, James Reason and Jorma Saari came up with the idea of Zero Acci- dents. With backgrounds in fields such as human reliability analysis, system safety, and occupational health and safety, they envisioned a future without accidents and examined the relationship between human error and technological failure in the event of accidents. not only the respective airline that had to suffer the consequences. Instead, these accidents caused a veritable image loss for the entire industry. Pas- sengers began to feel that flying was not safe, regardless of the airline. This led to a mind shift within the industry. Up until the 1970s, safety concerns had focused strongly on technical factors. Aviation had become a mode of mass transportation. Technical considerations were of primary concern, and addressing opera- tional and technical causes was the most effective way to combat hazards. Yet, while the accident rate remained fairly constant, the increase in flights meant that accident numbers continued to rise. The airlines realized that improving technology did not improve the public’s trust in aircraft as a transpor- tation medium and, even worse, that this was an issue affecting the entire industry, which could only be mitigated if all stakeholders worked together. The industry began to inves- tigate other contributing fac- tors that may play a role in causing accidents. Through the 1970s, a new understand- ing of human factors emerged. However, despite the resources dedicated to human error mitigation, by the 1990s, between 70 and 80 percent of all aviation acci- dents could be attributed, in part, to human error. Aviation was looking for answers, and in the last decade of the 20th century, the industry acknowl- edged that the issue that needed to be addressed was that the organizational environment is a cru- cial element in aviation accidents. This shift to studying the system as opposed to individuals in a vacuum has led to the global introduction of safety management systems. Other industries that have already adopted the Zero Accident vision are the nuclear, aerospace, medical and transportation industries. One industry that may serve as a role model in implementing the Zero Accidents mindset is the aviation industry: in the 1970s and 80s, various air- lines had to report severe plane crashes that had caused multiple fatalities, often in the hundreds. It did not take the industry long to realize that it was All mammals are animals — but not all animals are mammals So which is it: accident or incident? It might seem like no big deal to you. But, as it turns out, the ques- tion causes quite a bit of discussion. INSIGHT • Employee Magazine • December 2018

08 | Spotlight An accident is typically defined as an unplanned event that results in injury, loss or damage, and that could have been avoided had its causes been recognized and acted upon early enough. By com- parison, an incident is also defined as unplanned and avoidable; but it does not necessarily result in injury, loss or damage. However, it may well affect efficiency. In conclusion, all accidents are incidents — but not all incidents are accidents. While the safety of people and the environment is always the primary objective, optimizing efficiency is of increasing importance in almost any indus- try. Therefore, instead of aiming “merely” for Zero Accidents, striving for Zero Incidents is a much more desirable goal. And where does ROSEN come into play? As an industry, we are being confronted with the topic of Zero Incidents more and more often and with a very critical eye. The threshold for tolerance has gone down to zero, and operators are becom- ing more driven when operating their assets. No longer is asset lifetime the only driver. The role ROSEN plays in the Zero Incident mindset game may seem rather removed. No, we are not the preeminent authority on this topic. But we can offer solutions that support oil and gas operators in their pursuit of Zero Incidents. To do this, we really only need to fulfill three requirements: EVERY- THING, EVERYWHERE and ANYTIME! Simply said, to support Zero Incidents we need to know every- thing about the asset, everywhere and at any time. Seems simple enough, right? We need to deliver absolute quality (everything), full coverage (every- where) and that frequently (anytime). Zero Incidents is a goal that we all must continuously strive for but will never be able to reach. INSIGHT • Employee Magazine • December 2018

10 | Industry Insights SOCIAL ASPECTS IN THE OCCURRENCE OF RARE EVENTS The Con in INSIGHT • Employee Magazine • December 2018

12 | Industry Insights Those aspects also apply to the biggest catastrophe in the history of offshore oil production: the Deep- water Horizon oil spill on 20 April 2010. The inspec- tion report concluded that it was not only technical failure that led to the disaster on the BP-operated platform but also wrong decisions. In the wake of those, 11 workers died, 16 were severely injured, and 7,000,000 tons of crude oil flowed into the Gulf of Mexico in a month-long spill. Reports showed that the spill resulted from human and technical failings, which, in part, were the effect of systemic causes like cost-cutting decisions and inadequate safety systems. On top of that, a series of delays added to the pressure felt by managers on the plat- form to ignore warning signs. The outcome was almost inevitable. The Deepwater Horizon incident was the largest marine oil spill in the history of the petroleum industry. Recent studies have found that the pollution has led to deformities in fish stocks in the area. The ecosystem will take years to recover. Understanding complex causes In the occurrence of these rare events or black swans there is never one mistake or one error of hardware that is to blame. Robert Bea, an engi- neering professor at the University of California, Berkeley, states that the problem is not technol- ogy but people — a chain of important mistakes made by people in critical situations involving com- plex technological and organizational systems. The same theory applies to other black swans in other industries, such as, for example, the partial melt- down of the Three Mile Island nuclear plant in 1979; the chemical leak in Bhopal, India, in 1984; the dis- integration of the space shuttle Challenger in 1986; and the Chernobyl nuclear plant explosions and fire in the same year. Rare events are as much an outcome of social relations as they are a result of technical failure. A false sense of security because something has never happened before is one of the main reasons for the lax attitude toward safety. The reactor in Chernobyl had no contain- ment dome — engineers considered this safety feature unnecessary because a meltdown was thought to be so unlikely. By the time of Three Mile Island, the nuclear industry had not had a major mishap in 25 years. Therefore, everyone involved imag- ined it was a tough system and tended to relax. Most of the black swans were profoundly surprising to the affected companies. However, from a broader per- spective, they were no surprise at all because they originated from well-known human, organizational and regulatory failures. INSIGHT • Employee Magazine • December 2018 Once again, it seems clear that disasters are as much an outcome of social relations as they are a result of technical failure. They could be called organizational accidents, concludes Hayes. These incidents occur within complex modern technolo- gies and have multiple causes involving many peo- ple working in different areas and at different levels. Their causes can involve failure to recognize and act on warning signs, slips and lapses when working on highly routine tasks, poor planning and cost cutting, failure to learn from past accidents, inconsistent policies, poor management decision-making, inap- propriate maintenance, or lack of effective regula- tory oversight. Hayes stresses that it would be vital for accident prevention to understand the human, structural and organizational causes. Almost all incidents carry information that we already know and could use to prevent the catastrophic outcome. What do we do now? Many companies use fantasy planning to prevent rare events. They often try to convince themselves and others that they have the relevant malfunc- tioning under control because they have elabo- rate plans to deal with it. However, these plans turn out to be more optimistic than realistic and full of objectionable assumptions and inaccurate data. Professionals often use fantasy plans merely as statements that everything is under control rather than as real instruments of control. Furthermore, additional training or more sophis- ticated technology alone do not do the trick. For example, more practice sessions cannot reduce the potential for slips and lapses. Management should redesign tasks, managing workload and fatigue. Overall, companies should take measures that address organizational and social factors, such as common procedures, strategic priorities, and values and attitudes. Inspection programs are primarily technology-driven. Hayes points to gaps that still exist regarding the effectiveness of integ- rity management. Herein lies one of the challenges industries are currently facing: moving from risk assessment based solely on technical aspects to assessments that take organizational structures and processes into account, as well. Nobody can erase the outcome and consequences of devastating rare events. Nevertheless, one would hope that out of those disasters could come changes — especially regarding the social aspects of failure in high-tech, high-risk industries — that reduce the chances of such tragedies occurring again. 0 Jana Wittig, Lingen

14 | Technology Focus ASSET CARE 2030: HOW WE WILL ENSURE SAFETY IN THE FUTURE Closing Gaps --- We are committed to the protec- tion of human health and the environment. For this very rea- son, we are engaged in the development of technologies, products and services that all share a common goal: ensuring the safe operation of industrial assets in order to prevent devastating incidents. One example: the four million kilome- ters of high-pressure pipelines that transport oil and gas across the entire globe. We maintain and inspect these pipelines and other industrial installa- tions and offer integrity assessments to their operators. In addition to security aspects, opera- tors are inherently motivated by com- mercial interests. Beyond optimizing performance, cleaning, inspection, eval- uation and maintenance also extend the service life of an asset. An installation reaches the end of its operational life once the number of tolerated incidents is We wanted to develop a holistic, real-time-capable system that processes data and knowledge into reliable information in order to support operators’ decision-making: an Asset Integrity Expert System. INSIGHT • Employee Magazine • December 2018 exceeded — with incidents not necessar- ily being equivalent to accidents. These days, another factor adds to safety and commercial interests: public pres- sure, which, due to past incidents such as the blowout of the Deepwater Hori- zon oil platform and the explosion of a gas pipeline in San Bruno, has increased enormously, all the while lowering the threshold of what will be tolerated. industry has A rethinking followed various The in the past. Previously, approaches operators only reacted when defects occurred in an asset. Today, they are betting on proactive measures in order to reduce the number of incidents. The goal, however, is ”Zero Incidents” — meaning no incidents at all. An unattain- able goal? Looking at other industries, which, like aviation, for example, have pursued this approach for decades, the answer appears to be yes. “Zero Inci- dents” is better understood as a kind of rethinking, a changed mentality. A new mindset also requires a new approach: the change from proactive to predictive maintenance. That means it is no longer about examining a pipe- line for faults but about predicting when and where they might occur. And that is exactly the approach pursued by the ROSEN Group in their future-oriented “Asset Care 2030” strategy. We wanted to develop a holistic, real-time-capable system that processes data and knowl- edge into reliable information in order to support operators’ decision-mak- ing: an Asset Integrity Expert System. In other words: a system that goes beyond i n g k decisio n - m a sup p o rt ASSET p r o c into reliable ess data and

16 | Company Initiatives HOW STRATEGY AND SOCIAL NORMS CAN MAKE OR BREAK A COMPANY CULTURE Unspoken, Unwritten, Unimportant? --- INSIGHT • Employee Magazine • December 2018 INSIGHT • Employee Magazine • December 2018

18 | Company Initiatives they did not identify with the values at all. Additionally, when a company cul- ture is embraced, it will translate to the customers, because the employees will automatically portray it through their interactions. Once a strong culture is established, it can also grow increasingly resistant to negative outside influences, becom- ing a self-reinforcing social pattern. For example, new hires would be drawn to a company with similar characteristics as their own, and, at the same time, that company would be more likely to select new hires that fit with the company’s values. So what does it look like when a com- pany’s values are adopted into the cul- ture? Let us use two of our core values, Innovation and Communication, as examples. Are each of us coming up with innovative ideas daily? No. Are we always perfect communicators? Prob- ably not. But that does not mean these values are not being embraced — as mentioned before, culture is subtler, showing up in attitudes and subcon- scious behaviors. A culture of innovation could mean discussing a challenge you are having in a project with a colleague from another department, while at the canteen. Or a culture of communication A culture can be powerful, even more powerful than a good strategy. Compa- nies around the world are recognizing this power, which has sparked extensive research on the topic. In fact, the Har- vard Business Review dedicated their January 2018 issue solely to culture and its effects on the success of an organi- zation. When defining culture, they state that it overpowers strategy, because strategy is typically determined by lead- ership alone, whereas culture can fluidly blend those intentions of top manage- ment with the knowledge and experi- ences of frontline employees. For example, top management will often provide a strategic direction for a culture to grow, usually in the form of core val- ues. We have several core values here at ROSEN, which were identified from both a strategic point of view and also as a representation of the moral foundation on which ROSEN was built. However, if employees ultimately do not personally identify with these values, then, regard- less of how good the strategy is behind them, they have no power. Conversely, if employees do identify with the compa- ny’s values, then they will be reflected in their everyday attitudes and behaviors. These will then influence the attitudes and behaviors of others, even subcon- sciously. It is through this creation of a “norm” that a culture, in line with strat- egy, can be established. A strong and purposeful company culture is capa- ble of shifting a tremendous amount of energy towards the shared purpose, even fostering an organization’s capac- ity to thrive. Increased productivity, motivation, bet- ter customer relations and reduced employee turnover are just a few of the positive impacts a strong company culture can have. For example, when employees believe in a greater purpose, they will be more loyal and willing to give more effort to the company than if INSIGHT • Employee Magazine • December 2018

20 | Company Initiatives Surfin’ Sally Access Andy Mail Matthew Phony Phil IT SECURITY AWARENESS CAMPAIGN Nasty Traps and Transparent Data --- Lost Lisa Data Dolly Admin Adele Harddrive Harry INSIGHT • Employee Magazine • December 2018

22 | 22 | The many facets of ROSEN HSE AT ROSEN He Makes Safety His Business --- INSIGHT • Employee Magazine • December 2018

24 | The many facets of ROSEN Marc Salemink (right) during a site visit in France I am involved in a lot of proj- ects. Clients ask for certificates, reports, emergency plans, and risk assessments. Occasionally I go out on site visits. Clients want to know how we control safety and how we deal with it in our daily work. Additionally, I train a lot of people; new employees, members from the Supply Chain, Survey Engineers etc. I regularly talk with the Works Council and our Management Team. And last but not least, I work on workplace safety. Together with an external consultant, I perform workplace assessments. These include adjusting desks and desk chairs and giving advice about body posture. Sitting behind a computer for forty hours a week isn’t that good for your body. We have adjustable chairs available and new desks will be provided in the coming years which make it possible to stand while performing computer work. We always try to improve where possible. For example: we have recently installed a crane at our NDIA workshop to prevent people from lifting heavy tools. And what about the Healthy Lifestyle Committee? In 2015, ROSEN Europe introduced a Healthy Life- style Committee, of which I am the Chairman. The Healthy Lifestyle Team’s overall aim is to make a significant, ongoing contribution to improving the physical and mental health and well-being of our colleagues. We try to support everyone with a range of activities by offering several events throughout the year. Approximately once every two months, our team gets together for a meeting to discuss ongoing activities. A number of activities that took place this year are: 0 Free fruit twice per week 0 Running events and running clinics 0 Cycling clinics 0 Bike to work day (twice per year) 0 Soccer training 0 Stop smoking program 0 Time management training „Safety means having everything under control.“ That’s a lot! Have you always been into Health and Safety? Actually yes, I like the idea of controlling processes. It’s part of professionalism, especially in our busi- ness. Safety means having everything under con- trol and being prepared in case something goes wrong. I also like the fact that safety is everywhere, worldwide. I have regular conference calls with my HSE colleagues worldwide. Does safety mean the same in each region? For ROSEN, in general yes. We work hard to ensure that we all act the same way; we use the same tem- plates, work together on improvements, etc. We learn a lot from each other. A risk in South America is mostly the same as it is in Europe. But of course, laws and regulations are different in each country, that is something we have to keep in mind. Interesting job! Do you think safety will change in the future? Safety in general no; it is and will always be an important topic. We can’t do without safety, not at ROSEN, and not in our daily life. We will always need to invest in safety. But I also believe that there are things that will change. Clients expect the high- est standards, including when it comes to health and safety. But the environment too will become more and more important. Solar panels, energy saving lights, disposal of waste, we need to think of all these important things and react to them, or better still, be proactive. In recent years, the health and well-being of employees has increasingly gained in importance. We must try to prevent work stress. By providing confidential advisers and special training sessions, ROSEN demonstrates responsibility. One of the training sessions that has been offered in Olden- zaal is time management training. Lots of positive feedback has been received afterwards. Great initiative, and a good one to end this inter- view with I believe. Do you have anything else to add? The only thing I would like to point out is to remind you that safety must be on our minds constantly, everywhere. Safety is everybody’s responsibility. Only by maintaining the right attitude can we pre- vent accidents. 0 INSIGHT • Employee Magazine • December 2018

26 | The many facets of ROSEN When in Rome, do as the Romans do. Safety on site, all over the world His everyday work Ivan inspects pipelines all over the world. Together with local ROSEN co-workers, he launches and receives the tools. Working for the WW Region, he travels a lot during the year and faces many differ- ent countries, cultures and people. Why is safety so important for his everyday work? Safety is vital. Many assets in different countries means even more possible hazards. Ivan has to be very sure of what to do in case of an incident; otherwise, there could be serious consequences. Even if he inspects a pipeline a second time, con- ditions can have changed, which he must take into account. For special jobs, he has to attend a special train- ing, e.g. for offshore inspections or jobs in a camp in the desert. How does he ensure safety? Some regions of the world have very high safety standards, others do not. Therefore, he always acts as a role model. That means always wearing his overall, helmet, safety glasses and gloves — no mat- ter what others do. On-site conditions can be very diverse. Hence, Ivan has to individually react to those conditions. While he and his ROSEN co-workers pre- pare, launch or receive a tool, he ensures that others at the site take a step back to ensure their safety. If there is any sign of serious danger, he will not hesi- tate to stop the job. What does safety mean for him personally? Safety to him means sticking to the customer’s rules and going beyond them if necessary. His health is most important to him. Ivan is responsible for his colleagues, and they are for him. Hence, safety is the framework for his everyday job at ROSEN. 0 Ivan Tschaganow Field Service Technician With ROSEN since July 2015 Educational Background: Industrial Mechanic With safety, you are never done. Safety in the office and in the field Daniel Dunnebier Report validation — data analysis for NDIA (EU region) With ROSEN since 2004 Educational Background: Chemical Engineer His everyday work Daniel advises on inspection scopes, prepares tech- nical information for upcoming terminal piping inspections (historical results, expected efforts), performs quality checks on finalized reports and performs assessments on inspection find- ings based mainly on API codes. A few weeks per year, he assists in field inspections, because he holds an API570 piping inspector certificate, as well. Additionally, Daniel is part of the First Aid team. Why is safety so important for his everyday work? For Daniel, safety is just part of the job. As he works in the office and sometimes in the field, as well, he experiences both sides of the job, so he understands perfectly how important safety is in our business. Without safety, there would be no work for ROSEN. How does he ensure safety? When he is in the field, he is wearing the PPE and fol- lows all the safety instructions, according to ROSEN standards. But safety is always on the agenda at the office, too, especially as a member of the First Aid team. The team has regular meetings and trainings to prepare for emergencies. Just one example: the fire alarm system is checked monthly. What does safety mean for him personally? As a volunteer at a historical railway museum, Daniel also deals a lot with safety in his private life. He is aware of the risks of steam under pressure and moving trains that cannot be stopped easily. So, safety is everywhere, not only at work or at home. We do it all together, and it is a process that never ends. 0 INSIGHT • Employee Magazine • December 2018

28 | The many facets of ROSEN ROSEN IN THE REGIONS South America --- ROSEN Bogotá (Colombia)  Provided ROSEN’s first georeferencing service.  Performed ROSEN’s first inspection of a monobuoy.  The first to sell ROSEN’s integrity managements solutions when they debuted, ROAIMS in 2006 and NIMA in 2018.  In total, Bogotá has more than 300km of ciclorrutas (cycle routes), that makes it the most extensive cycle path network in South America and one of the largest in the world.  With more than 34,000 items, the Gold Museum in Bogotá displays the world’s biggest selection of pre-Hispanic gold work.  Colombia is the world’s largest emerald producer.  Colombia has the greatest diversity of birds in the world, with over 1,800 species. INSIGHT • Employee Magazine • December 2018 ROSEN Buenos Aires (Argentina)  Established in 1997, ROSEN Argentina was the company’s first affiliate in South America.  Performed the first inspection using EMAT technology in South America.  Completed the first inspections of high- temperature pipelines in South America.  According to a study by the World Cities Culture forum, Buenos Aires has the highest number of bookshops per person in the world.  Opened in 1913, the Buenos Aires underground, called ‘”El Subte,” is the oldest metro system in Latin America, and the fourth oldest in the Americas, after New York, Boston and Philadelphia.  Buenos Aires has more soccer stadiums than any other city in the world.

30 | The many facets of ROSEN CREATING SUSTAINABILITY Giving Back across the ROSEN World --- At ROSEN, we take Corporate Social Responsibility (CSR) seriously since we consider it important to contribute to sustainable development by delivering economic, social and environmental benefits to people. We believe that CSR is another creative opportunity to fundamentally strengthen our business and, at the same time, support society. 2018 has shown a great effort in CSR activities at ROSEN across the globe — be it by directly providing the necessary means or by facilitating the different activities initiated by ROSEN employees. Let’s have a look at the various contributions made by the different ROSEN teams. INSIGHT • Employee Magazine • December 2018

32 | The many facets of ROSEN FOSTERING YOUNG TALENT INVESTING IN THE FUTURE On 18 April, 2018, ROSEN Asia Pacific donated 18 comput- ers and seven monitors to a rural primary school, Sekolah Kebangsaan Labohan Dagang, in Banting, Selangor, Malaysia, to support a nationally rec- ognized online teaching and learning program through the Virtual Learning Environment (VLE) 1BestariNet. The laptops and other com- puter equipment help sup- port the national 1BestariNet program that connects all schools in Malaysia on a sin- gle platform. During the ceremony, the vice president of ROSEN Asia Pacific, Floris Verhagen, said, “For the last 25 years of our establishment in Malaysia, we have been very keen to see the development of our young generation in edu- cation. We want to encour- age and support the teaching and learning process through VLE. Therefore, we hope that this Corporate Social Responsibility effort could help students to excel in the upcoming Primary School Evaluation Test, known as UPSR, this year.” INSIGHT • Employee Magazine • December 2018 Canada recently ROSEN sponsored the Manning Robotics team in an endeavor to achieve excellence at the FIRST® World Champion- ships in Houston. The team was made up of 30 grade 10 to 12 students from Ear- nest Manning High School in Calgary and supported by a group of mentors, includ- ing a teacher, an electrical engineer, a mechanical engi- neer, an electrician, a soft- ware developer and a special effects technician. In March, the Manning robotics team successfully competed in the Canadian Pacific Regional competition in Victoria. The team members were driven to succeed through team col- laboration, combining their mechanical and technical skills with strategy, scouting and driving to qualify for the FIRST World Championships in Houston! Going a different way but in the same direction, the Lin- gen location hosted a FIRST® LEGO® League (FLL) Regional Tournament in November. Last year, ROSEN became a sanctioned partner of this program whose goal is to and encourage youngsters research, build, and experiment.” children “to SOMETHING USED FOR SOMETHING NEW Since 2017, ROSEN EU has selected a charity each year to donate money that has been raised via RoBay auctions. Mainly, items from the IT and Facility Departments are sold, such as notebooks, screens, cupboards and lights. Last year, the money was donated to “Stichting Kin- deren van de Voedselbank,” a charity nominated by one of the ROSEN EU employees. It was established in March 2013 by a number of volun- teers. They are committed to preventing child poverty in the Netherlands. It is the only foundation in the Neth- erlands that provides cloth- ing packages with only new items. Twice a year, in sum- mer and winter, the chil- dren receive a package with new clothes including new shoes and some new toys. The reason why they only provide new items is as fol- lows: “By getting new clothes instead of second hand, it will increase their self-esteem, something they will remem- ber their entire life.” ROSEN EU also supported a few smaller charities, like “Stichting Stop” and the “DHL Kidsday,” this year. Both of these charities organize activ- ities, such as birthday par- ties or a regular day out to an amusement park, for children of families who do not have the means themselves. the help of adult With coaches, they must do the necessary research and then develop a solution to a chal- lenge that refers to a current real-world problem. More- over, they must design, build, and program a robot using LEGO MINDSTORMS® tech- nology, which will then com- pete on a table-top playing field. More than 32,000 teams from 88 countries compete in 1,464 events. This adds up to more than 255,000 young creative minds focused on improving today the world of tomorrow. Fostering the development of competencies in the STEM disciplines (science, technol- ogy, engineering, and math), a declared goal of the orga- nizers, is of obvious benefit to our industry. However, at least equally important is the strong emphasis on the FLL Core Values, which include working in a team, learning together, honoring the spirit of friendly competition, plac- ing knowledge gain over win- ning, and sharing valuable experiences. After all, these competencies are of immea- surable value to our indus- try’s goal of reaching Zero Incidents.

34 | The many facets of ROSEN A MARSHAL PLAN FOR NECCR’S ANNUAL CHILDREN’S CANCER RUN On Sunday, 20 May, a 45-strong team of ROSEN employees (from the ROSEN UK and BV offices and the Brunswick Testing Facility), accompanied by some family members, friends and dogs, gave up their Sunday morn- ing to participate as marshals in the annual Children’s Can- cer Run hosted by the North of England’s Children’s Can- cer Research Fund (NECCR). The event is the largest orga- nized family fun run in Europe, seeing in excess of 8,500 run- ners of all ages take on one of the three designated routes: 1 mile, 3 miles or 5 miles cross country. The event is held annually at the Newcastle Racecourse in Gosforth. The participation of the ROSEN volunteers is critical to the overall success of the event; in addition to setting up and managing the courses, ROSEN personnel were responsible for all course marshalling, thus ensuring that all runners were encouraged and kept safe throughout the event. The 2017 race reached a funding milestone when it raised more than £249,000 for NECCR. Over £7 mil- lion have been donated over the past three decades. This money directly funds research into the causes and treatments of childhood can- cers, helping establish the North East of England as one of the world leaders in this area of medicine. LITTLE BY LITTLE, A LITTLE BECOMES A LOT In Lingen, a group of employ- ees donate the cent amount on each monthly paycheck. Every year, the collected money goes to a different charity that is chosen by the employees. This year, it will go to Kimba, a project of the Lingen Lions Club. Kimba talks to parents and children of families in need, social workers, social services and other charity organizations in Lingen to learn about acute difficulties and emergencies in those families, and provide adequate support. CHILDREN HELPING CHILDREN By now, it’s a long-standing tradition here in Lingen that the children of the bilingual daycare and grade school, the ROKIDS and ROBIGS, get to hand over a big pile of presents to representatives of the charity organization Catholic Society for Social Services and the Youth Wel- fare Office of Lingen. The presents are intended for children in need, who other- wise have no hope of receiv- ing a gift that has not been handed down from some- body else. They get to write down a personal wish, which is then anonymized, assigned a number and put on a paper star. This paper star is then put on the Christmas trees in the Innovation Center and Factory. Employees who wish to make a donation pick up a star, buy the respective present and put it under the Christmas tree with the star stuck to it for identification. In addition, the apprentices at the Lingen location bake waffles, which employees can buy for a small donation. ROSEN then doubles the col- lected amount and donates it together with the presents. INSIGHT • Employee Magazine • December 2018

2018 Update and Outlook --- 36 | The many facets of ROSEN 36 | Celebrating Long-term Success 2018 was once again a year with many reasons to celebrate. One of those reasons was certainly the Silver Jubilee of our establishment in Kuala Lumpur, Malaysia. This joyous occasion was celebrated with a splendid celebratory dinner, which was attended by multiple employees and business partners. The fes- tivities continued the next day with one of our ROSEN Innovation Summits. Themed “The future is now — trends, challenges and opportunities,” it served as an opportunity to explore effective ways not only to continue but enhance the success of the past. This year also marked the 20th anniversary of ROSEN Australia. The event was celebrated with a festive dinner for all employees. Finally, the bilingual child daycare center in Lin- gen, ROKIDS, celebrated its tenth anniversary with about 300 invited guests. Children, parents, employ- ees and alumni celebrated the strong development in the last ten years — together with the owner fam- ily and local political officials. ROKIDS opened in 2008 as the first bilingual child daycare center in the region. Today, it is a model of success that has already won multiple awards. Expansion Continues A new building complex was opened at the Lingen location in 2018. It now hosts 400 square meters of high-tech manufacturing area, office space for roughly 250 WW employees and an innovative Visitor Center. In 2019, a new office of the ROSEN Group will be set up in Enschede in the border region of Germany and the Netherlands. The focus of activities will lie in the field of software design and algorithm development. Situated close to the University of Twente and the Saxion University of Applied Sci- ences in the “Kennispark” industrial park, the goal for this new location is to cooperate as closely as possible with universities, tech startups and other industrial companies. INSIGHT • Employee Magazine • December 2018 INSIGHT • Employee Magazine • December 2018

38 | Connected How does Zero Incidents Play a Role in Your Personal Life? --- Zero incidents refers to a mindset where there should be no occur- rences that have a negative impact on the optimal operation of a system or a process. The ultimate goal for both ROSEN and our clients is to achieve Zero Incidents. Zero Incidents is as important at work as it is in personal life. This is why we asked: How does Zero Incidents play a role in your personal life? 0 INSIGHT • Employee Magazine • December 2018 INSIGHT • Employee Magazine • December 2018

Imprint INSIGHT December 2018 Edition ROSEN Group, location Lingen (Ems) Publisher ROSEN Technology & Research Center GmbH Dirk Maiwald Am Seitenkanal 8, 49811 Lingen (Ems) Editorial and Graphic Company Marketing Support We thank the many colleagues who have contributed to this edtition. Contact insight@rosen-group.com Print Rautenberg Druck GmbH, Leer Print Run: 1620 copies All rights reserved.